united states virgin islands department … states virgin islands department of tourism fiscal year...

UNITED STATES VIRGIN ISLANDSDEPARTMENT OF TOURISM

FISCAL YEAR 2012

MARKETING PLAN

TABLE OFCONTENTS

1 MISSION

3 ORGANIzATION VISION

5 FISCAL YEAR 2012 GOALS

7 COMMISSIONER’S MESSAGE

10 MARKET SEGMENTATION

13 SALES AND MARKETING

47 FILM PROMOTION

50 PRODUCT DEVELOPMENT AND ENHANCEMENT

53 SPECIAL EVENTS AND SPONSORSHIPS

55 CRUISE INDUSTRY DEVELOPMENT

57 AIRLINE GROwTH STRATEGY

MISSION

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UNITED STATES V IRG IN ISLANDS DEPARTMENT OF TOURISM

In an effort to aid in the economic development of the Territory, the 21st Legislature created the Department of Tourism (DOT) on May 8, 1995 and charged it with the mission of generating tourism revenue for the United States Virgin Islands.

In keeping with our mission, the Department will market the USVI using marketplace intelligence to promote the economic growth of the Territory, through sustainable tourism development, coordinated with the industry and its stakeholders. The Department will aid in the development of programs, which advance the understanding of the value of tourism to the Territory. The Department of Tourism will promote the unique features of each island and develop long-term strategies, using the powers and duties provided by the 21st Legislature in the creation of the Department.

mission

ORGANIzATIONVISION

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The Department of Tourism will position our islands to be the premier destination of choice for travel from North America, Europe and the Caribbean, with a constant eye on emerging markets. We will provide a superior vacation experience using our natural resources, attractions, activities, history, culture, food and people to promote our unique islands. Our marketing strategy will enable us to increase revenue to the Territory, by focusing our efforts on areas with the highest potential for return on investment.

organization vision

FISCAL YEAR 2012 GOALS

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The Department of Tourism has set the following core goals to ensure the fulfillment of its mission:

• ToincreasethenumberofdomesticandinternationaltouriststotheTerritory

• Toincreasetheamountofvisitorexpendituresonayearlybasis

• Toimprovecommunityawarenessofthevalueoftourismtooureconomy

• Toensuretheuniquenessofeachislandisrepresentedinourmarketingefforts

• TobuildbrandequityandcreategrowthopportunitiesforSt.Croix;andtomaintainbrandequity and increase growth opportunities for St. Thomas and St. John

f iscal year 2012 goals

COMMISSIONER’SMESSAGE

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Dear Tourism Stakeholders:

Each year, it becomes more and more challenging to write our marketing plan. Over the past four years, forecasting the market trends for the coming year has been as uncertain as looking into a crystal ball and predicting the future.

However, plan we must! So each year, we focus on developing a blueprint that allows us to outline our vision, goals and objectives, and to share the tactics we will implement to maintain and grow market share. Proof that the marketing plan is not just an exercise, can be found in just a few of the Department achievements in FY11:

• Enhancedsocialmediapresence• Thesecuringofnew,non-stopairservicefromtwointernationalandtwodomesticmarkets• Theintroductionofalocaltelevisionadvertisingcampaigntopromotetourismawareness

and quality customer service in our community• VisitUSVI.comwillbeavailableinDanishbytheendoftheyear• TheadditionofaRFPfunctionalityfortheweddingmarket• Thelong-awaitedbookingenginewillbeaddedtothetourismwebsitebytheendoftheyear

This is the fifth marketing plan submitted by the Department under the deJongh/Francis Administration. We know it is important to share our plans with our partners and are very pleased to partner with you. We know this is the only formula for success. Although changes to this document are inevitable, we are very proud that the goals we previously introduced have been met in excess of 90%.

We are very aware that our tourism strategy and accomplishments are closely linked to the economic success of our Territory. Aligned with the implementation of performance based management by the Governor in 2007, we strive to measure our activities against our key performance indicators.

commissioner’s message

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Outlined here, are the key measurements which we will concentrate on in FY12.

• Increaseovernightvisitorsby5%• Increasetheaveragestayfrom4.2to4.6nights• Increasetheaveragespendby5%• Increaseairarrivalsto870,581• IncreasecruisearrivalsbetweenMayandOctoberby5%

A few of the new tactics you will note in our plan include:

• Transitioningfrompurelythequantityofsalesinteractionstothedevelopmentofcustomerrelationship management, allowing us to identify and focus on the agents that consistently produce sales for the Territory

• GreaterfocusonthepotentialoftheCaribbeanasasourceforcorporateandgrouptravel• PersuadingVirginIslanderslivingabroadtoactivelyparticipateininfluencingtravel

to the Territory• Completinga5-yeartourismdevelopmentplan• Enhancingvisitorsatisfactionmeasuringproceduresandimplementingnewprogramsto

improve the visitor experience • GreatercollaborationwithEasternCaribbeandestinations,toattractandprovideincentives

for increased cruise visits between May and October

We recognize the tourism playing field is constantly changing. As such, we will seek out opportunities to identify new visitors. This includes increased opportunities to target Brazilian, Russian,IndianandChinesetravelers.Andwhilewearemindfulofthecostofdirectlymarketing to these countries, we can effectively speak to the multicultural media outlets of these countries within the U.S. in their native languages — encouraging potential travelers from their communities, as well as those traveling from abroad, to visit the United States. We will also explore wellness tourism and expand our reach in the film industry.

Ourplanreflectsourcommitmenttotheenhancementofourtourismproductandgrowingour market share. We thank our loyal visitors who have continued to make the USVI their vacation of choice. Let us not allow the uncertainty of the times in which we live to become the excuse for indifference, trepidation and lack of appreciation for our visitors and our product. These are the times when we will exercise our greatest belief in the Virgin Islands. Not just the destination we see today, but also our conviction in the total experience we can provide fueled by our continued spirit of partnership. This will ensure a better destination for those who call these islands home and those who choose to visit.

MARKETSEGMENTATION

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In an effort to tailor our plans for FY12, we surveyed our private sector partners to get information regarding markets important to each of you. The results are as follows:

Market Segmentation DataInternational Markets – In order of priority, from tourism survey results:

• Canada• UK• Denmark• Caribbean• Italy

Domestic Market – In order of priority, from tourism survey results:

• NewYork• NewJersey• Massachusetts• Pennsylvania• Florida• Texas• Georgia

Lifestyle Segmentation – In order of priority, from tourism survey results:

• Family• Bridal• Corporate&Incentive• CaribbeanGroup&Corporate• Luxury

Distribution Channels – In order of priority, from tourism survey results:

• DirectBookings/e-commerce(NonOTA)• TravelAgents• OTA• TraditionalTourOperators

market segmentation

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AccordingtotheBureauofEconomicResearch,inthepastyear,visitorstotheUSVI are arriving as follows:

TOPTENDOMESTICOVERNIGHTVISITORSBYAREASOFORIGIN

1.)NewYork 76,2582.)NewJersey 45,9143.)Florida 39,1144.)Massachusetts 38,8395.)Texas 34,4156.)California 33,9927.) Pennsylvania 33,0908.)Virginia 29,6299.)Georgia 26,59210.)Illinois 26,016

TOPFIVEINTERNATIONALOVERNIGHTVISITORSBYAREAOFORIGIN

1.) Denmark 8,1912.)Canada 6,6013.) Italy 1,9084.)UnitedKingdom 1,2565.)Germany 724

TOPFIVEREGIONALMARKETOVERNIGHTVISITORS

1.)PuertoRico 19,0192.)BritishVirginIslands 6,7923.) Jamaica 2304.)Barbados 1305.)Trinidad&Tobago 68

Our goal is to allow our marketing funds to work as efficiently as possible. We intend to focus our efforts on these subsets, as they are prospects that are “most likely” to travel to the U.S. Virgin Islands for business or pleasure. Our research, along with input from our partners, will allow us to develop strategies to ensure the highest return on our marketing and sales expenditures.

SALES ANDMARKETING

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As noted, tourism revenues provide significant economic benefits for the U.S. Virgin Islands economy. The Department of Tourism’s mission is to enhance and extend local economic development efforts by marketing our islands as a tourist destination for those in the UnitedStatesandinternationalmarkets;thereby,generatingrevenuesandjobs.

As the travel industry has evolved, we find ourselves competing in a fierce environment that not only includes the Caribbean region, but also the world. We are forced to remain on the cutting edge in order to break through the “clutter” and communicate with the traveling public about the U.S. Virgin Islands.

To accomplish this, the USVI Department of Tourism provides a truly integrated marketing effort. The functions and services of each of our interrelated program areas — advertising, public relations and sales — support the Department’s overall mission.

Our advertising campaign is designed to promote the U.S. Virgin Islands, as a premier travel destination, by engaging potential visitors through a variety of domestic and international advertising. The plan includes integration of a multimedia strategy in print and television, with a focus on digital marketing opportunities, in recognition of the increasing role of the Internet in the decision-making process of the consumer. We will also leverage media opportunities, such as mobile and social channels, to extend the brand message and encourage viral activities. Out-of-home (OOH) and radio may be utilized in specific markets during key travel planning periods to support specific promotions.

Our public relations strategy involves proactive outreach to the media, as well as the travel trade industry, throughout the U.S. and international markets including Canada, Scandinavia, Italy, the Caribbean and South America. Through in-market events, media press trips, familiarization tours and social media campaigns, public relations provides first-hand promotion of the USVI travel product and creates cooperative opportunities for our travel industry partners. Public relations also markets directly to consumers using social media and promotional methods, in further support of our advertising efforts.

sales and marketing

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The sales strategy will focus on proactively promoting — to both the consumer and the travel trade industry — the diverse vacation activities and experiences offered in the U.S. Virgin Islands. Sales calls, sales blitzes, reservation center trainings, along with trade and consumer shows, are some of the efforts that will be employed by our sales force.

To ensure our efforts are producing the intended results, we will measure the success of our marketing strategy through the following outcomes: the number of calls to our call center, visits to our website, room nights generated via our destination promotions, visitor satisfaction surveys, the average room rate and through-partner reporting.

KEYMARKETINGOBJECTIVES

Build and maintain awareness of the USVI as a premier vacation destination able to fulfill travelers’ needs

• Targetspecificaudiences(geographicandlifestyle)withthehighestpropensitytotravel to the USVI

• Generatebothcost-efficientandstronglevelsofresponsetoDOTadvertising• QualitysitevisitstoVisitUSVI.comtoenticevisitationandrevenuefortheUSVI• TargetCaribbeanmarketstoincreaseawarenessandpotentialvisitationtotheUSVIas

a nearby, quick-trip destination• Haveapresenceinkeyprintpublications,nationaltelevisionandincreasedonline

marketing campaigns • Promoteourdiverseandwiderangeofofferingstokey“niche”segments,including

romance, dive, cultural/heritage, sailing, etc.• Maintainregularcommunicationwithtravelagentsregardingeventsandincentivesfor

travel to the USVI• Generatepositivedestinationmediacoverage• Promotethepositiveimpactoftourismtothelocalcommunity• InfluencetheUSVI’sonlinereputation• Reachpotentialvisitorsin(online)socialenvironments• DriveresidentandvisitorconversationsabouttheUSVI• InspireconsumeradvocacyoftheUSVIasavacationdestination

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Marketing Strategies

• Concentratemediaexposuretoeffectivelyreachtargetaudiencesduringkeytravelplanning periods

• Leveragehistoricallycost-efficientmediachannelsthatdeliverastrongvolumeofqualityleads, while helping build awareness

• Leverageemergingmediachannels,suchasmobileandsocial,toextendthebrandmessage and engage potential visitors

• Leverageadded-valueopportunitiestoenhanceandextendawarenessandoverallexposure of the USVI’s advertising message

• Seekopportunitiessuchasopt-insweepstakesandadvertorials,bothinmagazines and online

• Supplementnationalmediawithlocalmedia(spotradio,localnewspapers,outdoor)toincrease media exposure in key markets

• Leverage“newmedia”oropportunitiesemerginginthedigitalspacethatcanoffernewvehicles for response

• Targethigh-profilemediaoutletstogeneratepositivecoverageforthedestinationnationallyand in key mainland markets

• Forgecost-effective,strategicmarketingpartnershipswiththird-partybrandsthatcreateopportunities to break through the clutter and reach potential visitors in new ways

• LeverageInternetchannelstopromotetraveltothedestinationtoonlineconsumers• Conductcustomizedmediaanddirect-to-consumercampaignsinthedestination’skey

mainland markets to drive awareness, interest and bookings• FostercommunicationandcooperationbetweentheDOTandindustrypartners• Maximizeeditorialimpacttodriveawarenessandbookings• Enhanceon-islandcommunicationtoincreaseawarenessandsupportforDOTinitiatives• Developacross-platformprogramtofacilitateconsumeradvocacythroughuser-

generated content • IntroductionofabookingengineintheVisitUSVI.comwebsite

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ADVERTISING

In FY12, the USVI marketing plan will build upon the learnings of the programs we executed inFY11.Giventhecurrentfinancialafflictionsofourconsumersandthedestination,wewillexecute programs that have a proven track record in delivering visitors to our shores by using properties that are bought, owned and earned.

As important as the media placements we purchase, are the properties that the USVI owns such as our website, database and sales force. Additionally, the reputation of the USVI as portrayed in our public relations efforts and social media outlets, such as Facebook and Twitter, is crucial in convincing consumers to select the USVI over the competition.

In FY12, we will use these elements to execute a plan that touches consumers through the outlets they have incorporated into their daily routines. These routines, in recent years, have become more digitally focused. Technology has become the way that consumers stay in touch. Whether sharing pictures, or the latest happenings in their lives, they depend on their devices to keep them connected. Delivering a USVI message that’s appealing and relevant to their life stages and interests, is paramount to breaking through the clutter.

Advertising Objectives

• Toincreasetheairvisitorarrivalsby5%inFY12• Toinfluenceconsumersduringeachphaseoftheirdecision-makingprocess• PositiontheUSVIasthesmartchoicefortheirvacationdestination,giventhecurrent

economic climate• Utilizemediachannelsthathavebecomeincreasinglymoreimportanttoconsumers

Brand Positioning

In 2012, the DOT will build off the momentum of its “You Unscripted” campaign and positioningbyrefiningtheoverallstrategyforthedestinationtoreflectandrespondtothecultural context, attitudes and behaviors of its visitors, as well as the current economic climate.ThepositioningwillstillreflecttheuniqueproductofferingthatdistinguishestheUSVIfromotherCaribbeandestinations—thatofatrulyexperientialvacation;however,itwillalsostem from the consumer insights around the cultural context, attitudes and behaviors towards travel.

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Target Audience

With the economy still in a recession, consumers continue to be mindful and guarded about their spending habits. While many are still traveling, the current economic climate has caused them to redefine “value”. With consumers now taking fewer vacations, they are seeking experiential value coupled with monetary discounts. They want to get the most “value” out of the smaller number of vacations they are taking.

Traditional

We will continue to use traditional channels such as TV, print and radio to reach consumers with branding and promotional messages. It’s recommended that we expand our TV presence to include lifestyle channels to reach consumers that are interested in food, travel, adventure, etc.

COMMUNICATIONS PLANNiche targets, Promotional offers and Branding will be supported over the course of the year by integrated media efforts.

Niche Promo Brand

Print X X X

Broadcast X X

Digital (inclusive of Search, Display

and Contextual targeting)X X

Fromatimingstandpoint,mediawillrunthroughouttheyear,flightedasaffordable,withagoal of:

• Aligningwiththeseasonalityofthedestination• Supportingkeyeditorialcoverageand/orevents(i.e.,consumerortradeshows)• Reflectingthebookingwindowforpromotionaloffers

Search media will serve as the on-going effort to sustain a presence for the destination on an annual basis.

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Taking Advantage of Travel Search Trends

The2012PaidSearchstrategyhasbeeninfluencedbyseveralrecentsearchtrends—somereflectingoveralltravelindustrytrendsandsomemorespecifictosearch.Wehaveseenincreases in searches around “experiential” travel (cultural and natural heritage tourism), so one strategy to capture these searchers in FY12 will be to offer a deeper look into what the USVI has to offer. A related trend more specific to the USVI, FY11 produced an increase in island-specific searches (St. Croix, St. John and St. Thomas) so we are focusing efforts on showcasing each island’s specific attributes in order to entice curious searchers to become island visitors. Purpose-oriented travel searches (weddings, diving and sailing) are on the rise as well and we are designing programs to take full advantage of this trend.

Target Segmentation

With the multi-island offering of the USVI, our vacation destination offers experiences and variety to appeal to all four general travel segments. We can then structure our media placement segments underneath these general travel segments, delivering a targeted message to specific niche markets. Given the impact of the economy on discretionary spending, efforts directed towards the niche audiences will be prioritized based on their potential financial opportunity to the destination. Factors such as length of hotel stay and potential to shop, dine and participate in on-island activities have been considered. These potential travelers will be reached with messaging across a variety of media channels inclusive of print, broadcast, digital, search and social platforms. The groups we are targeting represent key life stages/moments, passion points and/or vacation interests:

Bridal/Romance

As the economy continues to fall on rough times, there is a growing trend of couples waiting to become engaged or married until a later age. The U.S. Census Bureau recently reported that the median age for couples tying the knot is 28 for men and 27 for women.

While the U.S. Census Bureau reports on fewer and later marriages, it is notable that of those gettingengaged,couplesage25-44aremorelikelytohaveadestinationwedding—enjoyingthe cost-savings provided by an all-inclusive package deal.

The trend of marrying at an older age also allows couples to save over a longer period of time, in addition to sustaining career paths that lead to higher-paying jobs. The likelihood of destinationweddingsishighestamongcoupleswithaHHIofmorethan$75Kayear.

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In 2010, the top reasons people chose destination weddings were for scenic locations, casual atmosphere and an immediate honeymoon following the ceremony (Mintel, Destination Weddings – US, March 2011) (U.S. Census Bureau, 2011). Given the impact of print among this audience, we will recommend print in tandem with digital media to capitalize on their usage patterns.

Dive

Accordingtoresearchstudies,divetourismaccountsforabout3-4milliontripsworldwideeach year, with the Caribbean attracting around 5.7 million scuba divers each year.

Demographically, divers tend to be age 25-35 years, are predominantly male, travel frequently and tend to have a partner. The female audience, however, is actively growing. There is also strongcorrelationbetweendiving,fishingandyachting.Researchindicatesthat41%ofthepopulationwhoparticipatedinsailingand48%ofthepopulationwhoparticipatedinsaltwaterfishing in the past 12 months also participated in snorkeling.

This segment is an important source for the destination since divers tend to spend more and stay longer than the average vacationer. (Mintel, Diving and Tourism – International, April 2007) (Simmons)

Like sport fishers, the dive community can be found sharing ideas on ideal dive locations online. Keypublicationsthatspeakdirectlytothismarket,alongwithdigitalmedia,willbeused.

Fishing

Fishing remains one of the top pastimes among the U.S., with 20% of the U.S. population age16+participatinginfreshwaterandsaltwaterfishingeachyear.In2011,8%ofpeoplewho went on vacation participated in saltwater fishing during their last trip. In the past twelve months, 23% of saltwater fisherman went to the U.S. Virgin Islands on their last trip.

TheUnitedStatesspendsanaverageof$178.6billionU.S.dollarsontravel-relatedexpensesrevolvingaroundfishingtrips.Globally,nearly25%ofallmalesages16+fishannually,withfemales also participating in the sport, holding 8% of the global market. (Mintel, Fishing and Tourism – International, June 2007) (Simmons)

Vertical websites and print will be considered to reach this market. We are also considering blogs and other forums to raise the visibility of the destination as an ideal place for sport fishing.

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Sports

Alliances with professional and/or collegiate sports provide another venue for reaching potential travelers through non-traditional methods. As appropriate, we will seek out partnerships and alliances with key partners in an effort to leverage media buys to garner merchandising that can be used for incentives or giveaways. The U.S. Virgin Islands is home to many athletes, in a variety of sports, who will be represented in our campaigns when possible.

Yachting

The average adult traveling to the Caribbean is twice as likely to participate in sailing as other adults, making yachting a key tourism activity for the region. Yachting tourists often mimic the same behavior of backpacking tourists, following pre-determined paths from one region to another. Stops along the path also revolve around tourism adventures and itineraries.

The Caribbean ranks as a top yachting region globally, alongside the United States and the Mediterranean as top competitors. The Caribbean ranks first in Yachting tourism due to inter-island yacht charters, traffic from Europe to the U.S. and trans-Atlantic traffic.

This market includes many crossover segments between the luxury traveler, trade traveler and activity around the Department of Tourism boat shows. (Mintel, Yachting and Tourism – International, July 2009)

Family

Families are an excellent target for the U.S. Virgin Islands, as the destination offers a variety of exploration and sight-seeing for all ages.

A primary reason why travel matters among families is the opportunity to bond and feel connected to one another after key vacationing time. Families also tend to gravitate to warmer climatesforvacations,with40%offamilieswith2+childenunderage18travelingtobeachesas a vacation destination. Of families traveling outside of the U.S., 50% choose the Caribbean as a destination.

Multi-generational leisure travel is also on the rise, with grandparents making up one-third of all leisure travelers. In 2011, a polled study indicated grandparent travel with grandchildren accounted for 7% of the overall U.S. leisure travel population. The study also found that most leisure travel was to celebrate a “life event” and to visit with family and friends.

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As travel costs continue to decline to accommodate a struggling economy, family travel has become more affordable for families than in the past, making the USVI an ideal destination. (Mintel, Family Vacations – US, December 2010) (YPartnership/Harrison Group, “Portrait of the American Travelers”, 2011)

As much of this research occurs online, digital is recommended as the lead channel to reach the family market.

Culture

Cultural and natural heritage tourism has been cited as one of the most rapidly growing areas within the tourism industry. The Organization for Economic Co-operation and Development (OECD) explains this change as a shift from ‘sightseeing’ to ‘lifeseeing.’ As travelers become more sophisticated, they look beyond traditional attractions and more towards engagement with the local culture. Older travelers also have a strong affinity for authentic experiences that explore the local culture and heritage. It has been noted that these types of travelers tend to spend more than the average tourist. (Mintel, Cultural and Heritage Tourism – International, May 2010)

With the Caribbean and Europe topping the list of most preferred international destinations, and consumers placing ever-increasing importance on the experiential value of vacations, theculturesegmentisanewadditiontoourprevioussetthatreflectsthesebehavioralandattitudinal trends.

Those traveling for culture are seeking experiences and activities that will immerse them in the environment and peoples of their destination, allowing them to achieve a vacation with more ofa“localflavor.”ForthoseundertheCulturesegment,islandevents/festivals,culinaryflavorsand unique characteristics will have the deepest appeal.

AndofthosewhohavevisitedtheUSVIinthelastthreeyears,67%agreethattheyhavean interest in other cultures. Thus, vacation experiences that lend themselves to cultural exploration remain a key area of exploration for our consideration.

Luxury

AstheeconomycontinuestoseeadownturnintheU.S.,themoreaffluentmarketisspending more time entertaining at home than traveling, challenging travel marketers to appealascomfortable,ifnotmorecomfortablethantheirhomesurroundings.Researchalsoshows this demographic likes to spend more time searching for travel deals than in the past. (Mintel, High-end Vacation Destinations – US, November 2009)

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Mature

In2010,nearly14%oftheU.S.populationaccountedforadultsage65+,andinthepastthreeyears,20%ofvacationerstotheUSVIwerefromthematuremarket.Researchhasindicated that 19% of retirees from the United States went to the USVI for their last vacation. Thereportalsoshowedthatoftheretiredpopulation,40%liketotravelsomewhereneweverytime and 28% love the idea of traveling abroad.

Babyboomers(Age46-64)accountforone-quarteroftheU.S.populationandaregraduallyeasing into the mature category, which is an extremely important factor to consider in relation to travel. In 2008, this group spent over one-third of the total amount of U.S. dollars spent towards leisure travel alone, and have the most spending power among all generations across the U.S.

Habitsofthematureaudiencewhohavetraveledoverseasinthepast24monthsincludeseeking out a good deal, privacy and relaxation, hiking, new destinations, making personalized itineraries and staying in familiar hotel chains. (Mintel, Baby Boomers and Vacation – U.S., December 2010) (Simmons)

Seniors represent a growing group in the online space, thus in tandem with print media, which is still consumed by a significant percentage of this target, we will use a combination of mediums to promote offers to this market.

Other

African-Americans

According to Simmons, about 10% of those who have traveled to the USVI in the last three years are African-American. This audience is highly propensed to travel to the Caribbean and often seek the Caribbean for destination weddings and honeymoons, as well as family vacations. Efforts directed towards this market will be focused on print and digital, along with radio (as affordable).

Trade

Trade groups, such as meeting and incentive planners and travel agents, continue to be an important resource for the destination. Digital media will be the primary channel used to reach them, as we have seen within the B2B space. Validated by the availability and consumption of more digital media (i.e., e-newsletters), along with the fact that it is more timely and relevant than companion print publications.

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Communications Architecture

When considering effectiveness research, we must first clearly define measurement objectives that align with our overarching business and marketing objectives. Thus, we can use this research to measure what we set out to achieve within our FY12 marketing program.

The current marketing objective is to move prospective travelers along a decision-making process that begins with awareness and results in booking a vacation. As we use different communications vehicles for our messaging, measurement research can be designed to determine the effectiveness of both the message and the media selections.

Because our marketing objective involves both attitudinal and behavioral objectives, our research measuring the effectiveness of our marketing efforts must evaluate whether or not we accomplished these tasks. At a conceptual level, research begins with gathering prospective visitors’ stated intentions, (i.e., what they say they will do) to help conduct comparative analysis to their subsequent actions (i.e., what they actually do). Below, is a more clearly defined, step-by-step process of evaluative measurement research:

Step 1: Awareness and Consideration

WhatWeNeedtoKnow:Wasthemessagereceivedandunderstoodbyenoughconsumers?Diditmakethemconsiderouroffering?

AppropriateResearchMethodology:Throughonlinesurveying,wequestionconsumersongeneral awareness, advertising recall, target audience characteristics, preference for offerings within the travel industry and active consideration for offerings within the travel industry.

Step2:Research

WhatWeNeedtoKnow:Didconsumersactivelyinvestigatetheoffering?Howdidtheyresearch?Whichsourcesweremostutilized,mosttrusted?

AppropriateResearchMethodology:Throughdatacollectionandanalysis,aswellasonlinesurveying, we can determine which of the following were most effective in generating leads: mass media, direct mail, website traffic, call center traffic, mobile and/or social media traffic.

Step 3: Selection

WhatWeNeedtoKnow:Didconsumersmakethechoicetocommittoouroffering?

AppropriateResearchMethodology:Datacollectionandanalysistodeterminewhatled consumers to choose the USVI.

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Step4:Book

WhatWeNeedtoKnow:Didtheybookatrip?Whattypeoftripdidtheybook?

AppropriateResearchMethodology:Collectandanalyzeactualbookingandsalesdatainclusive of air arrivals, accommodations bookings and other statistical data related to the type of trips booked, such as length of stay, activities, etc., as well as the type of consumer booking these trips. Using various analytical models, this data can be combined with awareness and media spending to better determine the impact of advertising on sales.

In addition, there are also situations where it benefits us to determine how advertising is likely to be received before it goes on air. There are several linear options for this type of research.

We would begin with positioning testing, which would determine whether our strategy aligns well with our target audience’s mindset — if they find it appealing, relevant, differentiating and motivating. For such research, we would do a combination of ethnographic in-field interviews (either in person or online via web cam), and a quantitative online study for more statistical validation. After which, we would then be able to develop our creative brief and begin concepting creative ideas.

Once we have settled upon three to four campaign directions based upon this new positioning, we would then undergo creative concept testing. This would also involve a combination of qualitative research, in the form of focus groups (in person or online), and quantitative research, in the form of an online survey with consumers.

Finally, prior to running the creative, we also have the option to do post-production copy testing, which helps refine our nearly finished creative concepts.

Analysis and Measurement

In FY12, the DOT will have a variety of sources to determine the effectiveness of its campaigns, allowingustooptimizeandincreaseourROI.Byutilizingthird-partyresults,wecandeterminewhich offers are driving business for the destination. Our search and social media campaigns provide valuable information, relaying what consumers are looking for and talking about. We can then purchase key search words or insert relevant content that will increase our visibility to consumers.

Additionally, with the launch of the DOT’s booking engine on the destination’s site in early FY12,wewillhaveinvaluableinformationaboutwhichoffersconsumersrespondto;aswellas contact information to target them with future offers.

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United States Virgin IslandsFY12 Media Plan % of

26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 20 27 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 Budget*Key SegmentsBridal/Romance 6%Magazine/Digital

Mature 2%Print/Digital

Dive 3%Magazine/Digital

Family 2%Digital

Luxury 3%Magazine/Digital

Yachting/Sailing 2%Magazine/Digital

Other SegmentsAfrican-American 1%Magazine/Digital

In-flight 2%Video

Intra-Caribbean 1%Print

Sport Fishing < 1%Magazine/Digital

Sports 1%Print

St. Croix 33%Magazine/Newspaper/Radio/Digital/TV

Seasonal & Event-Specific Promotions 28%Magazine/Newspaper/Radio/Digital

Military 1%Print/Digital

Shopping 1%Digital

Small Hotels/Villas 2%Digital

SEO/SEM (included in totals above)

Travel Trade (Magazines/Digital)Travel Agent (U.S. & Canada) 1%

Cruise 2%

Groups (MICE & Religious) 1%

Film 1%

Tour Operators 8%

SEPT

Quarter 4 Quarter 1 Quarter 2 Quarter 3 OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG

*Percentages include media FY11spend for FY12 (as indicated in light green)

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SOCIAL MEDIA

Social media will be used to support our promotional activities, generate conversations about the brand and as a vehicle for our USVI ambassadors to promote the destination. As a digital vehicle, it plays an ever-increasing role in the travel industry in both the advertising and public relationsarenas.Becausewordofmouthisakeyinfluencerintraveldecisions,socialmediaboth fuels and fosters the conversation, allowing consumers to easily obtain information and move them to action.

The Department of Tourism’s market research indicates that social media channels will continue to play an increasingly important role in the coming year, as more and more travelers seek inspiration and advice from their friends and family via social networks.

Over the last year, the Department has made significant strides toward establishing a strong presence on social media channels, with a focus on Facebook and Twitter. An analysis of how tourism brands are using these channels has indicated that Facebook presents a tremendous opportunity for destinations, to create a loyal community of fans that can be utilized to promote the USVI through positive word-of-mouth and repeat visits. Twitter is most often utilized as an effective “broadcast channel” to keep followers (including travelers, media andinfluencers)abreastofthelatestdestinationnewsandofferings.

Facebook

• Targetedapproachtopotentialvisitorsandsocialmediaadvocates• Engagementofon-islandstakeholderstosharecontentandcreatelocal

promotional opportunities• Incentivizevisitorstosharephotos,videos,reviewsandothercontent

to promote the destination through contests

Our Objectives

• EngageTravelSocialFans(TSFs)tochoosetheUSVIandsecureadvocacy(thosewhoshare) as brand ambassadors

• LeverageSMTravelConversationalistasbrandambassadorsandcapitalizeontheirnetworks, and drive to online bookings

• UseSMtoolstoincreaseon-islandspend,engaginglocalstakeholderstosharecontentand promote their businesses

• Monitorrelevantconversationtogaininsightsandchartresults

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Our Approach

In order to make Social Media a productive vehicle to reach our objectives, we must:

• ContinuetobuildourSocialMediacommunityinfrastructure• Tactic:Facebookandlocation-basedtoolsallowforgeotargetingofpotentialFans

by specific affinities (i.e., vacations, beach, specific locations). Fans can be targeted geographically through wall postings and paid media by geographical location, interest, network of friends and contextual paring.

o Engage TSFs with unique promotional opportunities to become a key asset and have potential travelers return to the community

• Tactic:LeverageuniquediscountsandpartnerdealsforFBandTwitterfollowersonly. If they cannot be unique in nature, communicate through FB and Twitter first.

• ReachthekeyTSFinfluencerswhodrivetheconversationwithinthesector o Createanetworkofinfluencersanddeveloprelationships,sharingcontentand

information about promotional opportunities • Tactic:CreatebrandambassadorsthroughFacebookandleverageprogramslikeKlout’s

Perkstoattractinfluentialpeopleandcreateadvocacy. o Engagetheverytopinfluencersaswewouldkeyjournalists• Tactic:FortopTSFsandkeybloggers,hostFAMtripsoreventsatspecificDMA.Activities

in the U.S. could include private receptions at shopping mall events. o Monitor conversationalist coverage to measure results• Tactic:DevelopaweeklyreportthattracksthereachoftheTSFsinfluence.• EngagetherightSocialMediaTravelConversationalistandturnthemintoadvocates o Profile very active conversationalists and target them with paid opportunities and earned

content (calendar specific) through Facebook• Tactic:LikeTSFs,targetConversationaliststhroughpaidFacebookplacementandTwitter

sponsored messages. These will reach the potential visitors who may be in the purchase process or in the sharing phase.

o Leverage content that they create on USVI’s Social properties• Tactic:Engagethemwithsimplephotoandvideocontestsforthemtocontributeandhave

a chance to win a great package. Content will then be repurposed.

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• Enablecurrentdigitalcontenttobesharableandcreate/leverageadditional,compellingcontent that consumers are desperately seeking

o As discussed in the upcoming website recommendations, our online content needs to have sharing capabilities. It is in the nature of SM Travel Conversationalists to share relevant content and we need to give them an option to share most authoritative content throughsiteslikeFacebook,TwitterandGoogle+.ThiswillalsohelpinSearchEngineOptimization (SEO), as more and more search engines are depending on reviews and personalized content to determine ranking and relevancy.

o Explore the opportunity to leverage video content from partners, the local community and SM Travel Conversationalists

• Likephotos,videohasbecomeanessentialtooltoselldestinations,andavalidationandinspirational opportunity

• Tactics:LeveragecontentcreatedbyairlinesandhotelcompaniesabouttheUSVI.Partnerwithcompaniesthatcreatespecificcontentforfrequentflyers/guestsasacombinationmedia buy/earned.

• Engagevisitorstosharetheirvacationswhentheyareon-island o Promote sharing of pictures, videos and reviews of specific areas we want to highlight• Tactic:Createapromotionalopportunitytosharewithvisitorswhentheyarriveon-island.

Engage them to share pictures of their vacations as they are on-island and tag them. This promotion could live in several platforms, giving visitors the chance to use Facebook, Twitter or Instagram to upload photos of their favorite place in the USVI. Content would be leveraged across all social media platforms.

• Leverageon-islandstakeholders’content,expertiseandofferstoincreaselocalspend o Develop promotional opportunities for up-selling on-island products and services

through geo-promotions• Tactic:Workingwithlocalbusinesses,createanon-islandcampaigntohavevisitors

check-in at participating businesses. Leveraging, Foursquare and Facebook Deals, coordinate discounts and offers using these free services. A coordinated approach will give visitors a great insight tool and serve the local community. Additionally, as visitors check-in, their network of friends will get to see the deals that they unlock, creating a clear promotional opportunity.

o Encourage local “experts” to share destination content• Tactic:Conductanon-islandpromotiontocollectexcitingdestinationcontent.Byasking

our local experts — and former residents — to contribute their best stories, photos and videos about the island and what places they recommend. The aggregated content can then be leveraged on our Social Media properties and other digital executions, as needed.

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• Continueandexpandmonitoring o Create simple tracking tools and leverage free tools like Facebook’s Insights to track

progress • Tactic:DeliveraweeklyreportonSocialMediametrics,includingfans,interactions,top

conversations and competitive insight. Create a weekly review aggregator, sharing the positive, neutral and negative comments.

Twitter

For FY12, the Department will build upon the strong network of followers that have been establishedonTwitteroverthelastyear.Thegoalistofurthergrowthedestination’sinfluenceonTwitterthroughastrategicapproachthatincludesbrandedflashsales,contestsanddaily engagement with followers. The team will also leverage industry best practices to grow thedestination’sbaseofinfluentialfollowersandmaximizeopportunitiestogeneratefurtherawarenessbyintegratingTwitterwiththeDepartment’sofflineads.FY12activitieswillincludethe following:

• Developandpromotesocialmedia-specificpromotionsthattargetpotentialvisitors on Twitter.

• “Surpriseanddelight”followerswithspecialperksandbenefitstogenerateawareness and interest.

• AugmentofflineadsforthedestinationwithTwitterlogoandhandleforpotentialvisitors to follow.

• Developsignage/bannersatairportsencouragingvisitorstofollowthedestination on Twitter.

• IntegrateTwitterpresencewithnationalcallcentertoencouragetravelerstofollowthedestination on Twitter.

• Harnessthepowerofdestinationvisualsthroughphotocontests.• CreateopportunitiesforfurthersynergybetweenstakeholdersandtheDepartmentof

Tourism through the Twitter platform.• UtilizeTwitterhandletopromotesalesteamefforts.• ExploreopportunitiestomigrateTwitterhandletoanewnamethatbetterreflectsthe

official tourism handle.

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PUBLIC RELATIONS

Public relations will continue to play an important role in the Department’s overall marketing plan in FY12 as a cost-effective channel to create positive exposure for the destination.

In the coming year, the Department will extend and enhance its effective public relations strategy to reach potential visitors with branded messages and also keep the local community informed of the DOT’s activities, highlighting the importance of tourism to the Territory.

The Department’s market research indicates there is an increased demand for travel as the U.S. economy slowly recovers from its economic recession, while at the same time gloomy economic forecasts, higher airfares and the risk of a double-dip recession present barriers to strong growth — creating “fragile” demand for travel.

These factors will make it increasingly important for the destination’s marketing messages to appeal to travelers’ desire for value and meaningful, authentic experiences in the coming year. As many travelers will be making purchase decisions based on perceived job security, disposable income and the appeal of potential savings from visiting drive destinations, the Department of Tourism will increase its focus on saturating those stateside markets that offer direct and connecting air service to the Territory.

Public relations will play an important role in this approach, coordinating and executing comprehensive media, travel agent and direct-to-consumer activities in these markets. To identify priority markets for FY12, the Department will carefully monitor airlift and airline capacity trends and move quickly to implement marketing and public relations support based on need and the opportunity to grow market share.

In addition, the public relations team will continue to identify ways to showcase experiential aspects of the destination that resonate with the mindset of potential visitors — those desiring fulfillment through experiences and memories with loved ones.

In FY12, the Department will also extend its efforts to reach potential visitors through digital and social channels, based on research, that indicate the power of these platforms to influencetravelinspirationandpurchasedecisions.Overthepastyear,theDepartmenthas focused on building a strong presence in this area through a variety of public relations initiatives.

AllactivitieswillbeevaluatedtoensurethateveryPRinvestmentachievesthemaximumROI(returnoninvestment),andeveryactivitywillcontinuetobeweighedagainsttheDepartment’s3:1benchmarkforROI.

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Tomaximizeefficiencyandeffectivenessofspend,PRactivitieswillalsoincludesegment-specific initiatives, targeting the niche markets and special interest segments that make up the majorityofvisitorstotheTerritory.TheprioritysegmentsforPRsupportwillinclude:Family,Weddings/Romance,Dive,Yachting/Sailing,Military,Sports,Intra-Caribbean,Festivals&Events,CruiseandShopping.ThePRteamwillpursuefeaturecoverageacrossmediaoutletsthat specifically target these markets.

In addition, the Department will continue to seek ways to amplify its editorial public relations efforts through strategic marketing partnerships with brands that speak directly to potential visitors, in each of the priority segments and markets. Over the last several years, these partnerships have created new opportunities to reach consumers, promote bookable offers and break through the clutter of competitive destination marketing.

In keeping with the Department’s overall strategy for FY12, the primary focus for forging strategic partnerships will shift from mass market brands to niche (segment-specific) brands that directly reach those travelers most likely to visit the destination in the coming year.

On an ongoing basis, the overall public relations campaign will continue to support our tourism sales and advertising efforts with a host of creative tactics using television, print and online publications, the Internet, email, events and presentations. This approach is designed to educate the travel trade industry (tour operators, wholesalers, travel agents, airlines, etc.), consumers and the U.S. Virgin Islands community about the USVI product—its people, its places and its experiences.

As part of our overall public relations plan, we will continue to engage our tourism stake holders, our youth and the community at-large through outreach, presentations and dialogue with local media, to ensure their participation in the marketing process and buy-in of the tourism industry. The public’s embrace of the tourism industry continues to be key to the success of the Department’s marketing efforts and the sustainability of the industry moving forward.

Inaddition,thePRteamwillproactivelyreviewandenhanceitscrisiscommunicationsprotocol and preparedness measures on a regular basis. This effort will position the Territory in the best manner to address and respond to issues that may negatively impact tourism.

PRPlanComponents:1. MEDIARELATIONS2. KEYMARKETCAMPAIGNS3. STRATEGICPARTNERSHIPS&PROMOTIONS4. BI-MONTHLYNEWSLETTER5. CRISISCOMMUNICATIONS

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1.MEDIARELATIONS

A.OngoingMediaRelations–ForFY12,theDepartment’sPRteamwillmaintainitsfocus on leveraging strong editorial relationships to deliver positive coverage for the destination. The team’s strategy for ongoing media relations over the coming year will be as follows:

• Manageacommunicationscampaignwithmultiplepointsofeditorialcontacttosustain media coverage throughout the year.

• KeeptheU.S.VirginIslandstop-of-mindamongeditorialgatekeepers. • Saturatemediawithrelevant,timelyinformationtogeneratestories. • DevelopongoingPRinitiativesthattapintoaseasonaland/oropportunistictrendto

drive visitors from key regional markets. • Tailorfrequent,relevantcommunicationstonichemarkets(i.e.,romance,family,

culture/heritage, sports, meetings/incentives, dive, etc.) via press releases, media alerts and pitches.

• Disseminatenewstointernationalmarketsviaoffshoreoffices. • Publicizeon-islandeventstogenerateinterestamongmediaandconsumersthat

drive visitor bookings. • Promotespecialofferstodrivebookingstodestination.

B. Press Hospitality: Group and Individual Media Visits – Press hospitality will continue to be a primary driver of large feature coverage that showcases various aspects and partners. For FY12, the team will seek to infuse more cultural and authentic experiences into each press visit, including additional hosts in connection with local events, and more opportunities to meet with USVI personalities. To accomplish this goal, the team will apply the following approach:

• Securefeaturecoverageforthedestinationbycoordinatinggroupvisitsof top-tier press

• Supportgrouppresstripscheduleanddriveongoingmediacoveragebycoordinating individual media visits for key press

• Seekopportunitiestosupporton-islandeventsofinteresttopotentialvisitors through press hosts

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C.On-IslandPublicRelations:

• Distribute1-2pressreleasesweeklytolocalmediatoensuretheUSVIcommunityiswell informed about DOT activities

• Exploretheuseofaudionewsreleasesandsoundbitestoprovidemediaoutletswith comments in the absence of, and in addition to, live interviews

• Capturemoredatafromlocalpartnersthroughsurveysanddistributefindingsto the USVI business community. The purpose of this would be to engage our partners more regularly in an effort to determine their needs, challenges, trends and projections, so we can adjust our marketing efforts as needed. Additionally, when appropriate, we would share the aggregate results with partners who might benefit from this information.

• DevelopascheduleofpresentationsandinterviewsfortheCommissionerandotherDOT executive staff to maintain dialogue with the community

• Draftaseriesofop-edpiecesthroughouttheyeartoengagethecommunityinthought about various tourism topics

• Shareresultsofthe2011secretshopperprogramwithstakeholders • Usetheresultsofthe2011secretshopperprogramtodesignanupdatedlocal

tourism awareness campaign • ExploreopportunitiestoshowCustomerServicecommercialsinlocalmovietheaters,

and display advertisements in local malls and back-of-the-house areas within local businesses

• Conductoutreachtothelocalfilmcommunitytoencouragegreatercollaborationandcommunication with the DOT

• Conductoutreachtovillarentalcompanymanagersandownerstodevelopamorecomprehensive database of villas in the Territory and improve communications

• Developalocalambassadorprogramtoidentifyindividualsinthecommunitythatwould be willing to host visiting journalists or other VIPs. Hosting might include welcoming VIP guests to their home for a meal or visit, attending DOT events to meet with VIP guests or being interviewed by visiting journalists.

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2.KEYMARKETCAMPAIGNS

A. In-Market Activities (Primary Markets) – In keeping with the Department’s overall strategy for FY12, the marketing team will continue to seek ways to saturate key stateside markets that offer direct and connecting service to the Territory.

This will include markets where new/additional service is planned, such as Boston (JetBlue) as well as existing markets that are critical to overall visitor arrivals, such as Philadelphia (US Airways). At the same time, the Department will explore new markets to conduct key market campaigns that show increased arrivals or potential to grow share, such as Texas and California. Activities will include:

• Coordinatetargetedmediablitzesinselectprimarymainlandmarketstoaccomplishthe following:

o Saturate market to generate widespread awareness and interest in the destination. o Create opportunities for experiential direct-to-consumer events and/or interaction

with potential visitors. o Generate significant print and broadcast media coverage. o Promote bookable offers from key gateway markets. o Showcase tourism news and on-island development. o Provide marketing support for the destination’s airline and industry partners. o Coordinate one-on-one desk side interviews for DOT spokesperson with high-

profile lifestyle and travel media outlets in each market o Coordinate media events targeting 25-30 top-tier members of the press in each

market. o Integrate and synchronize with sales and advertising efforts as appropriate. • ThefollowingdomesticmarketshavebeenidentifiedbytheDOTaspossiblepriority

markets for these events: o Boston o Philadelphia o Texas – Dallas/Fort Worth, Houston, Austin o New York – New York City o California – Los Angeles, Orange County, San Diego

B. International Markets – With strong growth and new service from Canada (Air Canada) andcontinuedperformancefromDenmark,thePRteamwillcontinuetosupportinternational marketing efforts in FY12 to maximize press and sales opportunities from these feeder markets. Activities will include:

• WorkcloselywithinternationalsalesteamtoextendreachofPRactivitiesininternational markets.

• Leveragesalesactivitiesasopportunityformediaand/orconsumeroutreach.

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• Liaisewithoffshoreofficestoidentifyeditorialopportunitiesandensureconsistencyof message in international markets.

• Developtranslatedpressandcollateralmaterials. • ThefollowinghavebeenidentifiedasprimaryinternationalmarketsforFY12: o Canada o Denmark o Italy o UnitedKingdom(TheDOTwillcontinueitsspecialemphasisonIrelandbased

upon data that indicates potential for growth)

3.STRATEGICPARTNERSHIPS&PROMOTIONS

Strategic partnerships and promotions continue to prove effective for generating broad exposureandawarenessforthedestination,whileproducingstrongandmeasurableROI.For FY12, the primary focus for strategic partners will shift from mass market brands to niche (segment-specific) brands that directly reach those travelers most likely to visit the destination in the coming year. These include retail relationships and joint promotions with branded products, but also partnerships with well-known brands in key stateside feeder markets. To accomplish this goal, the team will execute the following activities:

• Identifynewwaystoreachpotentialvisitorsthroughcost-effective(highROI)partnershipsand promotions with high-profile brands.

• Expandexistingrelationshipsandforgenewoneswiththirdpartiesthatlendbrandequityto the destination and enhance perceptions among potential visitors.

• Pursueopportunitiesforco-brandedpresenceinkeygatewaymarketsinconnectionwithin-market activities.

• Targetcategoriesforpartnershipsandpromotionswillincludethefollowing: o RetailPartnerships o Segment-Specific (with focus on bridal, family and dive) o Online Promotions (that also leverage the Department’s social channels)

4.BI-MONTHLYNEWSLETTER

The Department’s bi-monthly newsletter continues to provide a critical tool for updating the Department’s key stakeholders on marketing initiatives and opportunities for greater collaboration. Over the last year, subscriptions to the newsletter have steadily grown, and the Department has found new ways to make the newsletter content even more relevant, such as a dedicated feature for small hotels. The strategy for FY12 will be to continue to evolve the newsletter based on partner feedback to ensure that it provides an invaluable resource for stakeholders. Activities will include:

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• Distributebi-monthlye-newsletterfeaturingcontentrelevanttoindustrypartners,on-islandmedia and DOT employees as a means of increasing awareness and support for DOT initiatives.

5.CRISISCOMMUNICATIONS

Over the past year, the Department has continued to proactively manage external communication on behalf of the tourism industry on issues that have the potential to negatively impact visitor arrivals, including hurricane response. These efforts are based on a comprehensive crisis communications protocol that has been developed and updated over time. For FY12, the Department will regularly review, test and enhance these measures to ensure the most effective response to minimize negative impact to the local economy. Activities will include:

• Maintainupdatedcrisiscommunicationsprotocolandproceduresinpreparationforany“event” or news coverage that may negatively impact the Territory’s tourism industry.

o OngoingenhancementofupdatedHurricanePRPlanandprocedures. o Development of a standard operating procedure for incidents affecting our tourism

product or partners. o Create training opportunities for stakeholders to more effectively integrate with the

Department’s response plan. o Update general crisis communications procedures. o Maintenance of emergency website, satellite phone and press information hotline

communication channels.

Blogger Outreach

To capitalize on marketing opportunities that exist to reach potential visitors in the “blogosphere,” the Department will also embark on several first-ever initiatives in FY12 to increase the destination’s presence on high-profile travel blogs. Activities will include:

• Establishscheduleforblogger-onlyfamiliarizationvisitsonanindividualandgroupbasis.• Exploreparticipationinkeybloggerindustryeventstoraisethedestination’sprofile.• DeveloppromotionalrelationshipswithinfluentialbloggerstoshowcasetheUSVI.• InvestigateopportunitiestoestablishMockoJumbieasavoiceforadestinationblog.

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SALES

The United States Virgin Islands Department of Tourism has developed an aggressive sales strategy for both domestic and international markets. As part of the plan to keep the United States Virgin Islands top of mind as the leading Caribbean destination of choice for leisure and business travel, a mix of the following will be implemented: sales calls, regional sales blitzes, trade show participation, and training sellers of travel and membership in key organizations.

Domestic Objectives:

• Increaseby5%thenumberofclientsalesappointmentsbookedasaresultofoutreachattrade shows.

• Developanupdatedstrategytobuildstrongercustomerrelationsbetweenthenationalsales team and travel agents.

• DevelopprogramsthatwillincentivizetravelagentstoselltheUnitedStatesVirginIslands.• Developprogramsthroughthedevelopmentofacustomerrelationshipmanagement

program and program incentives, to aid in tracking the success of the team’s sales efforts.• Increaseby3%thenumberoftouroperator/formaltravelagentgrouppresentations

per region.• Participationintradeshows,givingthesalesteamaccesstobothnewnichemarkets

for the Department of Tourism and to travel agents that might not otherwise be reached through current sales efforts, specifically the faith-based travel market and the home-based travel agent.

Domestic Strategies:

In FY12, the U.S. Virgin Islands (USVI) Department of Tourism Sales Team (Team) will imple-mentatargeted,results-drivenstrategytotrackreturnoninvestment(ROI)andenhancepartnershipswithtravel,wedding,diveandmeetingprofessionalswithineachofitssix(6)regions.

• Attendanceat76consumerandindustrytradeshowsthroughouttheU.S.withspecificmarketingtacticstomeasureROIfrombothtargetmarkets.Theseshowsaretargetedtokey markets that are steady in this economy or where the sales team has heavily networked.

o Bridal – 8 domestic shows o Dive – 5 domestic shows o Boating/Adventure – 9 domestic shows o General Consumer – 10 domestic shows

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o Travel Agent – 29 shows o Meeting Planner/Corporate – 2 domestic shows o Faith-Based Travel Shows – 1 show o Twelve (12) tour operator-hosted shows (FunJet, Apple, MLT, Go-Go Worldwide

Vacations and Travel Impressions) in key markets.• Eachsalesrepresentativeandsalesmanagerwillconduct80monthlysalesvisitstotravel

agents, wedding planners, meeting planners and other targets. • Conduct/hosttrainingatthereservationcentersfortheten(10)top-producingtour

operators and reservations call centers in the U.S., to ensure that booking agents fully understand the benefits of visiting the U.S. Virgin Islands.

• DevelopaCustomerRelationshipManagement(CRM)program,toaidinthestreamliningof customer relations with the top-producing travel agents in each of the sales regions.

• Severalin-marketeventsareplannedinFY12,forthefollowingkeymarkets:Toronto,Canada;Montreal,Canada;Philadelphia;andBoston.Additionally,targetedpromotionsare scheduled for several of our geographic markets that are either primary markets or secondary feeder markets into the Territory.

• Host45travelagentpresentationsandspecialevents,targetingagencydecision-makersthroughout the six regions.

International Market Development

The Department received unexpected results from a recent survey of hotels regarding priority international markets. Although the Department of Tourism has representation in Italy,DenmarkandCanada,theUnitedKingdomandtheCaribbeanrankedquitehighintheresponses.WhilewedonothaveimmediateplanstosecurerepresentationintheUK,we will certainly explore opportunities for cost effective market penetration. Feedback from stakeholders provided actionable insight about the significant potential of the Caribbean region for the group and leisure market. We are now identifying additional tactics to increase this segment. The Department recently entered into an agreement with Marketplace Excellence to help promote greater awareness of the USVI within the Caribbean region, as well as the Diaspora in the United States and Canada. It is our intent to increase travel from within the region and Caribbean communities in the North American market.

We remain committed to our three key international markets — Canada, Scandinavia and Italy. WithaddedairservicefromPuertoRico,weforeseeanopportunitytorecapturetravelfromthis market as well.

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Objectives

Increase YOY visitor arrivals in each market by the following amounts:

Canada 1,500Scandinavia 3,000Italy 300UnitedKingdom 500Caribbean(includingPuertoRico) 3,500

Strategy:

• MaintainrepresentationinCanada,Denmark,ItalyandPuertoRico.Thisallowsustosecure market intelligence and on-the-ground execution of the marketing strategy.

• Hostatleastonein-marketeventineacharea.• Developpromotionsspecifictoeachmarket.• Maintainapresenceatkeytradeshowsineachmarket.• TranslatetheDOTwebsiteintoItalian.• Hostonetravelagent/touroperatorFAMTripandoneMediaTripfromeachmarket.• Createandexecuteamediaplanforeachmarket.• Ensurerelationshipsaremaintainedwithkeyairlinepartnersineachmarket.

TRADESHOWS

The Department of Tourism is pleased to provide the FY12 Trade Show Schedule, which also includes our travel agent and media sales blitzes, tour operator training sessions and International Shows.

The DOT participation in trade shows strengthens the industry presence of the destination andreacheskeyinfluencersthatbookbusinesstotheUSVI.Duringtheseevents,theDOTmaximizes media opportunities by distributing press materials, coordinating desk side appointments with media attending the show, and off-site interviews in the surrounding market(s).

In order to ensure maximum exposure for our private sector partners, while adhering to the Department’s budget, we have outlined the following policy for participation in DOT-sponsored industry events. Some major changes have been made to the show selections based on the Department’s commitment to ensure all of the DOT’s initiatives are aligned with ouroverallROImarketingstrategy.

To maximize the benefits of our participation, a trade show participation policy has been developed and is outlined below. The policy outlines the different levels of participation available to our partners, based on the type of trade show or event.

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STANDARDPARTICIPATION(DOMESTIC): OneRepresentativefromeachHotel&TourismAssociationThe majority of shows on the FY12 schedule will fall into this category. The DOT will purchase standard trade show booths at most shows and will invite each hotel association (USVI Hotel &TourismAssociation–St.Thomas/St.JohnandtheSt.CroixHotel&TourismAssociation)to each have one individual present at the show. These two individuals will represent the association membership. There will be no cost to the associations for participation at the DOT booth;however,inthosecaseswhereadditionalcostisincurredforregistration,theindividualassociations will cover the registration cost for their representatives. Please note: the individual association will cover all travel-related expenses for its representatives. Additionally, all costs for shipping and/or the cost of receiving delivery of shipped HTA material at the booth, will be the responsibility of the individual associations.

SPECIALEVENTPARTICIPATION(DOMESTIC):AllInterestedPartiesThis primarily applies to events for which the audience consists of media, travel agents, tour operators, consumers and airline representatives. Every attempt will be made at these events to allow our association and individual partners to attend, have 2-3 minutes to present their product and/or either a shared or individual area in which to present their material. Generally, these events will be cocktail receptions that include a presentation by a DOT representative. These events are open to: all tourism-related businesses interested in attending, including, butnotlimitedto,membersoftheHotel&TourismAssociations,ChambersofCommerceand Charter Yacht League. There is no cost for participating. However, individuals will be responsible for coordinating their own personal travel and paying all travel-related expenses. Participants will be required to donate a prize from their respective business and provide a certificate/letter describing said prize to be given at the event. The DOT will attempt to arrange sales calls the day before and/or after these events to provide additional value, especially for the partners traveling from the USVI to participate. When this is not possible, we encourage you to make your own arrangements to maximize your time in market.

STANDARDPARTICIPATION(INTERNATIONAL):AllInterestedPartiesAs the DOT participates in a limited number of International Trade Shows, we want to ensure maximum involvement to the extent that it is financially feasible. In most cases, the DOT will purchase booth space that can accommodate all partner participants who may want to attend these shows. At present, these shows will remain open to any tourism-related business at no cost. However, the DOT reserves the right to revisit this position if partner participation becomes extensive and causes the re-evaluation of the booth size needed for the event. Individuals are responsible for coordinating and covering their personal travel costs, shipping/delivery and miscellaneous expenses in connection with the show.

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TOUROPERATORTRAININGPROGRAMS:HotelParticipationTheDOTwillcoordinateandcoverthecost,ofFood&Beveragefunctions,fortouroperatortraining programs with key operators. Participation in these training events will be open to all hotels that are in the specific operator’s program. (This optional attendance is only available if a specific hotel property participates in the program of the operator we are visiting). Individuals are responsible for coordinating and covering their personal travel costs.

MEETINGS&INCENTIVEMARKETTRADESHOWS[MotivationShow(ITME)&IncentiveWorks(formerlyCanadianMeeting&IncentiveShow–CMITS)]:QualifyingHotelsand Destination Management Companies

The Department will provide participation, in both of these shows, to HTA and its individual members at a predetermined cost for each show. All attempts will be made to maintain the current ratio for which the collective private sector cost has been, less than 20% of the total show booth space rental and decorating cost.

DEPARTMENTOFTOURISM-ONLYEVENTSThere are some shows on the schedule which are noted DOT only. Where DOT only is noted, partners cannot be accommodated. These shows generally fall in one of the following categories:1. One-on-one meeting shows such as Pow Wow and CHA Marketplace (where the DOT will

have two or more representatives at the destination booth).2. Shows at which, due to limited booth size, we cannot accommodate more than the DOT

staff and a tour operator booking partner in the space purchased. (Examples are the New York Times or LA Times shows).

3. Shows where the DOT is partnering with another agency or organization (such as Cruise Shipping Miami).

It is the intention of the DOT that this clear outline will provide for a mutually productive

and successful partnership in FY12. Please note: The attached schedule is subject to

change. Every attempt will be made to provide ample notice of changes to the schedule.

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2012TRADESHOWSCHEDULE*

Event/Activity Date Booth SizeRegional

Office Location Audience

October-2011

Peninsula Presentations 10/11-13/2011 6’table MiamiNaples/Tampa/

MelbourneTravel Agents

MLT University 10/2-4/2011 10x10 Chicago, IL St. Paul, MN Travel Agents

Florida Caribbean Cruise Assn Conference&TradeShow

10/3-7/2011Partner Pavilion

USVI SanJuan,PR Cruise Industry

ITME/The Motivation Show 10/5-6/2011Island Booth

Chicago, IL Chicago, IL Meeting Planners

Home Based Travel Agent Show&Conf.NJ/BOS

10/18-19/2011 10x10 New York New Jersey/Boston Travel Agents

Travel Impressions 10/6/2011 10x10 New York Boston, MA Travel Agents

Greater Ft. Lauderdale Taste of Weston

10/16/2011 TBD Miami Weston, FL Consumers

ABAV Fair of the Americas 10/19-21/2011CTO

PavilionUSVI

RiodeJaneiro,Brazil

Travel Agents

Classic Vacations 10/25/2011 10x10 New York Boston, MA Travel Agents

SEASTA Trade Show 10/27/2011 10x10 Atlanta Atlanta, GA Travel Agents

FaithTravelConference&Expo 10/22-23/2011 10x10 Atlanta Atlanta, GAMeeting Planners/

Travel Agents

November-2011

DEMA 11/2-5/2011 10x10 Miami Orlando, FL Dive Industry

Eastern Travel Show Greater Pennslyvania (3 shows)

11/14-16/2011 10x10 New York Pennslyvania Travel Agent

Adventure and Travel 11/12-13/2011 10x10 Miami Dallas, TX Consumer

Successful Meetings University 11/13-15/2011 10x10 Atlanta/STT Bermuda Meeting Planners

December-2011

Go Go Learning Conference 12/5-8/2011 10x10 TBD RivieraMaya Travel Agents

Boston In-Market event - jetBlue Inaugural Activities

12/12-15/2011 30x20 Various Boston, MAConsumer/

Media/Agents

44


2012TRADESHOWSCHEDULE



Luxury Travel Expo 12/6-8/2011 10x10 Los Angeles Las Vegas, NV Travel Industry

January-2012

Festival of Brides 1/29/2012 10x10 Los Angeles TBA Consumer/Bridal

Philadelphia In-Market Event January TBD Various Philadelphia, PAConsumer/

Media/Agents

Travel Adventure Show 1/14-15/2012 10x10 Los Angeles Los Angeles, CA Travel/Consumer

The Bridal Showcase 1/8/2012 10x10 Washington,

D.C.Charlotte, NC Consumer

CHA Marketplace 1/22-24/2012 10x10 USVI Nassau, Bahamas Travel Trade

Baltimore/D.C. Dive Show 1/27-28/2012 10x10 Washington,

D.C.Baltimore, MD Consumer

Adventures in Travel Expo - NY 1/21-22/2012 10x10 New York New York, NYConsumer/ Travel Agent

Dallas Bridal Show 1/27-29/2012 10x10 Miami Dallas, TX Consumer

AAA Great Vacations Expo 1/20-22/2012 10x10 Chicago, IL Columbus, OH Consumer

Adventures in Travel Expo 1/28-29/2012 10x10 Chicago, IL Chicago, IL Consumer

Georgia Bridal Show 1/22/2012 10x10 Atlanta Atlanta, GA Consumer

Georgia Bridal Show 1/15/2012 10x10 Atlanta Birmingham, AL Consumer

February-2012

Travel Adventure Show 2/18-19/2012 10x10 Los Angeles San Francisco, CA Travel/Consumer

Peninsula Tradeshow 2/28-3/1/2012 8x10 Washington,

D.C. Multiple Cities,

NC/SCTrade

Denmark Sales Blitz TBD TBD TBD TBD TBD

Boston Globe Travel Show 2/10-12/2012 10x10 New York Boston, MA Consumer

Our World Underwater 2/18-20/2012 10X10 Chicago, IL Chicago, IL Consumer

45





Georgia Bridal Show 2/26/2012 10x10 Atlanta Savannah, GA Consumer

March-2012

Adventures in Travel D.C. 3/17-18/2012 10x10Washington,

D.C. Washington, D.C. Consumer

New York Times Travel Show 3/2-4/2012 10x10 New York New York, NY Consumer

Beneath The Sea 3/25-27/2012 10x10 New York Meadowlands, NJ Dive Consumer

SeaTrade 3/12-15/2012 30x20 Miami Miami, FL Trade

Peninsula Presentation 3/6-8/2012 6’table MiamiClearwater/

Orlando/W Palm Beach

Travel Agents

Houston Wedding Sowcase

3/3/2012 10x10 Miami Houston, TX Consumer

April-2012

AAA Travel EXPO TBD 10x10Washington,

D.C. Baltimore, MD Trade/Consumer

Travel Impressions TBD 8x10 Washington,

D.C. Charlotte, NC Trade

Washington, D.C. Bridal Show TBD 10x10 Washington,

D.C. Washington, D.C. Consumer

MTSAKansasCity/St.Louis/Omaha(3shows+roundtables)

TBD 10x10 Chicago, ILKansasCity/

St. Louis/OmahaTravel Agents

Peninsula Presentation 4/2-5/2012 6’table MiamiHouston/Dallas/

San Antonio/AustinTravel Agents

Cruise 3 Sixty 4/25-30/2012 10x10 Miami/USVI Ft. Lauderdale, FL Travel Agents

May-2012

Travel Impressions Product Rollout

TBD 10x10 Chicago, IL Chicago, IL Travel Agents

The Scuba Show 5/5-6/2012 10x10 Los Angeles Long Beach, CA Consumer

The Villages Expo 5/11/2012 10x10 Miami The Villages, FL Consumer

46





June-2012

MTSA Des Moines/Iowa City (2shows+roundtables)

TBD 10x10 Chicago, ILDes Moines/ Iowa City, IA

Travel Agents

ASTA Summerfest TBD 10x10 Chicago, IL Davenport, IA Travel Agents

July-2012

Travel Agents of Tennessee 7/28-29/2012 10x10 Atlanta Nashville, TN Travel Agents

August-2012

FunJet Product Show TBD 10x10 Chicago, IL St. Louis, MO Travel Agents

FunJet Product Show TBD 10x10 Chicago, IL Milwaukee, WI Travel Agents

FunJet Product Show TBD 10x10 Chicago, IL Chicago, IL Travel Agents

FunJet Product Show TBD 10x10 Chicago, IL Minneapolis, MN Travel Agents

September-2012

Apple Vacations Product Launch TBD 10x10 Chicago, IL Chicago, IL Trade

Apple Vacations Product Launch TBD 10x10 Chicago, IL Detroit, MI Trade

Black Enterprise/ Pepsi Challenge

TBD 6’table USVI/Miami Miami, FL Consumer

A Taste of Weston TBD 6’table Miami Weston, FL Consumer

*Subjecttochange.

FILM PROMOTION

48


In recent years, the Department of Tourism has engaged in proactive marketing efforts geared towards the feature film, music video, television and print advertising industries to pursue on-island location productions and shoots.

This program is designed to spur on-island spend that benefits the local economy, as well as projects that favorably depict the destination to potential visitors. The Department’s film marketingeffortshaveresultedinasignificantinfluxofprojects,on-islandspendandbyextension, jobs.

There continues to be tremendous potential to develop a vibrant film industry that will not only generate significant exposure for the islands, but also provide a consistent livelihood for the industry’s support services and new career opportunities for youth. The DOT recognizes the significant economic opportunities for film activity in St. Croix, St. John and St. Thomas.

For FY12, the Department will build upon the strong network within the film industry by creating opportunities for additional film scouts, building relationships and further merchandising projects that take place in the Territory. There will also be a focus on enhancingthedestination’sfilmmarketingchannels,bothonlineandoffline,toeffectivelycompete with destinations that showcase a similar offering to this audience.

To increase our visibility in the marketplace and better educate the film community on the benefits of shooting in the USVI, the Department will also continue its participation in a number of key film industry shows during FY12.

Objectives:

• ToshowcasetheUSVIasapremierlocationforfeaturefilms,musicvideoproduction,TV programming, commercials, photo shoots and other film activity, which can provide economic and promotional value to each of our islands.

• Secureandhosthigh-profileprintandbroadcastlocationshootsthatprominentlyfeaturethe destination.

• ContributetothegrowthofthelocaleconomyandcreateopportunitiesforUSVI-basedfilm resources in connection with on-island location shoots and film productions.

• IncreasecachéoftraveltotheUSVIbyaligningthedestinationwithhigh-profilefeaturefilms and brands.

f i lm promotion

49


FY12 Strategies:

• UnderscorebenefitsofthedestinationasaU.S.Territoryforlocationproduction.• Updateandenhancethedestination’sfilmmarketingwebsitetomaximizeinboundleads.• Identifyopportunitiesforfurthercollaborationwithon-islandfilmpartners,including

support for projects secured.• Establishregularmeetingswiththeon-islandfilmcommunitytodiscussfilmmarketing

efforts.• Refreshfilmmarketingcollateraltoreflectrecentprojects.• Developnew,brandedpremiumsthatappealtothefilmcommunity.• CoordinateFAMtripforfilmlocationmanagerstoeducatethemselvesonthedestination

and its film resources.• Conductopportunisticlocationscouts/individualfamiliarizationtripsforcommercial

producers and/or location managers.• Participateinkeyfilmindustrytradeshowsandeventstoraiseawarenessfortheislands.• Identifytargetedadvertisingandeditorialopportunitiesinnichepublications.• Disseminationoffilmmarketingcollateraltoshowcasetheon-islandresourcesavailablefor

location shoots.• Developanoverallfilmmarketing,multi-yearroadmaptobeimplementedbasedon

available budget.• Archivehistoricalfilmmaterialsforfutureuse.

PRODUCT DEVELOPMENT

AND ENHANCEMENT

51


Product development remains a great priority in the effort to maintain existing customers andinfluencenewonestotraveltotheU.S.VirginIslands.Withacommitmenttoraisingthe service standards in the Territory and enhancing our offerings, we will embark on new methods to improve the USVI product.

Objectives

• Ensurethedestinationprovidesawarm,welcomingexperienceandafondfarewell• EnhanceCustomerCare/Strandedpassengerprograms• Securedataforcustomerrelationshipmarketing• CreateopportunitiestoembraceVirginIslandersassalesambassadors• Createanatmosphere,whichsupportspersonalownership/responsibilityofthetourism

product by all Virgin Islanders

Strategies

• Createavisitorhelp-lineatallairportsandseaports• Developavolunteer,multilingualassistanttravelerprogram• Providerandomentertainmentperformancesthroughouttheislands• Encouragevisitorsattheairportsandseaportstocompletesurveyquestionnaires• ExpandactivitiessurroundingCaribbeanTourismMonthandNationalTourismWeek• CollaboratewiththeDepartmentofLaborandtheChamberofCommercetocreate

summer jobs for students interested in the hospitality industry

To enhance our customer care/stranded passenger programs, we plan to employ the following strategies:

• CreateasystemforongoingdialoguewithkeyTourismpartners• Initiatemorepublicaddresssystemannouncementsattheairports• CustomerCareandCardiopulmonaryResuscitation(CPR)trainingtobecompletedby

50% of the staff

product development and enhancement

52


• CreateasystemforongoingdialoguewiththeUSVIPoliceDepartment• Updatestrandedpassengersplansandbookletannually• Ensurethedestinationoffersimmediateassistancetopassengersinneed• Ensureongoingdialoguewithemergencysocialservicesprogramsforstranded

passengers

Tourism Awareness Programs

The customer service pledge campaign will continue year-round, with an increase in the number of ways the message is delivered, i.e.,: posters in public areas (such as the mall), grocery stores and bus stops, along with commercials in theaters and public access television networks. Businesses that have taken the pledge will receive increased recognition for their efforts to provide good customer service.

Student awareness should start at the pre-school and Head Start level, launching a campaign during the Week of the Young Child. For older students, vehicles such as Graffiti Street, social media and school groups may be utilized to spread the word about the importance of good customer service.

Internships at the Department of Tourism will continue to be an important vehicle used to share knowledge about the industry with high school juniors and seniors, as well as university students.

SPECIAL EVENTS AND

SPONSORSHIPS

54


Given the funding challenges we will face in FY12, the Department’s ability to fund various events will be limited. However, we will attempt to sponsor events that enhance the visitor experience and support Virgin Islands arts and culture. The DOT will also support off-island events that may translate into future business for the USVI. However, each sponsorship must meet the 3:1 return on investment criterion. For every dollar spent in sponsorship funding, the Department must see a return of three dollars for the United States Virgin Islands.

The DOT requires written requests for sponsorships. The following must be addressed in each request:

1. An Executive Summary listing the principals of your organization or corporation. Please include bios and references, as well as results of other events you have produced.

2. An overview of the event including the marketing budget, marketing plan, target market and talent, if applicable.

3. An outline of the specific sponsorship being requested from the Department of Tourism: a. Funding b. PublicRelations c. Advertising d. Other

4. Thepromotionalvalueoftheevent.TheDepartmentofTourismonlyconsiderssponsorships with a minimum 3:1 return on investment ratio.

5. Proposed event dates. The Department of Tourism will only consider proposals received a minimum of 120 days prior to the event.

6. Informationaboutthereturnoninvestmentfortheevent.Examplesincludethenumberofguests,hotelroomsandnightsthatwillbebookedwithintheUSVIasaresultofthisevent;and/or the estimated food, beverage, activities, attractions and transportation spend.

7. List of sponsors, including other government agencies.

To assist with new events that may not have historical data, the Department may offer a sponsorship amount based on delivery of room nights. For example $25.00 per room night delivered to the Territory (i.e., delivery of 100 room nights = sponsorship of $2,500).

CRUISE INDUSTRY DEVELOPMENT

56


Growth of cruise visitors between October and May has been small, but steady, with very modest increases in 2010 and 2011. The ever-increasing challenge has been to maintain traffic between May and October. This is a serious concern for all destinations in the Eastern Caribbean. Fuel cost, coupled with higher yields in Alaska, the Pacific and the Mediterranean, has seriously deteriorated summer traffic. While we believe the challenge of summer cruises to the Caribbean will require collaboration with our partners in the region, there are steps we must take to increase our demand as a destination.

Objectives:

• EnhancethePortsoftheVirginIslandsandmarkettheavailabilityofthreeports in one Destination.

• StimulatedemandfortheVirginIslandsoverotherdestinations,bothdirectlywithcruiseconsumers and cruise lines.

• CollaboratewithourpartnersintheEasternCaribbeantoensureweofferanitinerarythatcan compete with the cruise lines’ yield and creates consumer demand.

• FacilitateeffortstoensureDOT,VIPAandWICOarespeakingwithonevoicetothe cruise industry.

Strategy:

• EngageinkeymarketingeventswithFCCAandCLIAtopromotethePortsoftheVirginIslands.

• SetquarterlymeetingswiththeCruiseExecutivestoensurealignmentonkeyissues.• WorkwithVIPAandWICOtocreateajointmarketingcampaign,poolingresources

to saturate the Cruise publications with the Ports of the Virgin Islands message, while maintaining the identity of each facility.

• Changetheapproachforsecuringvisitorfeedbackandtailoringthesurveytoensurecomments provide specific insight into one-day visits.

• Reinventthecruiseconversionprogram.• Enhancethevisitorexperienceatcruiseports.• Developasystemforengaginglocalstakeholdersregularlyforinputandfeedback.• EnhancesalesopportunitiesfortravelagentsandmediaaboardshipsvisitingtheTerritory.

cruise industry development

AIRLINE GROwTH

STRATEGY

58


Whether the market is domestic, international or regional when it comes to tourism development, reliable and affordable air service is the key to sustaining and growing tourism market share. Our methodology has included both:

• Regularvisitswithourairlinepartnerstoensurealignmentoftheirstrategyandobjectiveswith our desire to sustain and increase service.

• Cooperativemarketing

Objectives:

• IncreaseairservicetotheUSVIwithspecificemphasisonnon-stopservice.• Createanenvironmenttoencouragecompetitiveairfares.• Createanatmospherethatencouragespartnershipsbetweenairlines,hotels,tour

operators and online partners for promotion of air and land vacation packages.

Strategy:

• CollaboratewithVIPAtoenhancetheexperienceattheTerritory’sairports.• DevelopamodelpresentationtosolicitnewairlinestotheTerritory.• Securecontractedservicestoprovideairlineintelligencetoincludeshopreports,

operational cost comparisons and recommended incentives.• Ensurecooperativemarketingprogramsareinplacetopartnerwithairlinesservicing

the Territory.• Revampthevisitorsurveytoensurewearecapturingusefuldatathatprovidesmarket

intelligence on service, facilities and value.• Maintainsemi-annualvisitstoallairlinepartners.• Explorenewopportunitiesforpartnershipsincludingairlineclubs,socialmediaand

airport advertising.• DevelopapolicywherebystakeholdersinvestwiththeGovernmentoftheVirginIslands

(GVI) in promotional activities to build air service.

air l ine growth strategy

united states virgin islands department … states virgin islands department of tourism fiscal year...

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