visitnorfolk marketing plan
DESCRIPTION
Visit Norfolk Marketing PlanTRANSCRIPT
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Destination marketingplan
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VisitNorfolk
232 East Main Street
Norfolk, Virginia 23510
757.664.6620; fax 757.622.3663
www.visitnorfolktoday.com
PresideNt & Ceo Anthony J. DiFilippo
ViCe PresideNt of sales & MarketiNg
Donna Allen
editors
Jennifer Fagala
Erin Filarecki
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VisitNorfolk VisioNVisitNorfolk will be bold and honest advocates for developing the technologically advanced, eco-friendly infrastructure needed to maintain and grow meetings, conventions and tourism business within the city.
We will continue to build revenue, jobs and national stature; and will engage local and state-wide partnerships in order to make Norfolk a dynamic destination of choice.
VisitNorfolk MissioNPromoting travel and the Value of Travel every day to everyone.
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CoNteNtExecutive Summary 5
Strategic Plan 6
Destination Objectives 7
National Trends 7
State Trends 10
Tourism Development 11
Convention Development 15
Examples of Competitive Set 16
Convention Services 24
Visitor Services 25
Marketing & Communications 27
Sales Tradeshow Schedule 30
Norfolk Research Tourism Foundation 31
Finance FY 2014 32
Personnel FY 2014 33
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exeCutiVe suMMaryGreetings to all our partners, city leaders, board of directors and friends!
This year’s Marketing Plan is about identifying our strengths, acknowledging our challenges and opportunities, and formulating a strategic and flexible plan to successfully promote Norfolk as a destination of choice for meetings and leisure. The plan also creatively addresses key issues in this ever-evolving industry landscape; such as increased competition, technology and social-networking sites, and increased expectations of our clients both Consumer and Meetings and Conventions.
Maintaining a strong presence within the travel industry, continuing to be represented at major tradeshows, one-on-one sales and media calls and relationship building with travel intermediaries, increased frequency and placement of advertisement in targeted publications are critical success elements of our efforts. Generating economic growth for Norfolk by producing high volumes of visitors, tax revenues and travel related jobs is our mission.
We will continue to focus on the future, be aggressive in promoting Norfolk as an emerging meetings and leisure destination and work closely with a variety of partners locally, regionally and nationally to advocate the importance of promoting Norfolk as a travel destination of choice.
Thank you for your continued support!
Sincerely,
Anthony J. DiFilippo President & CEOVisitNorfolk
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strategiC PlaNVisitNorfolk’s Board of Directors and the Tourism Research Foundation embarked on the development of a five-year strategic plan addressing primary objectives for 2013-2018. Each year our boards and staff work to develop specific action plans to achieve the following long-term key objectives:
1. Be an educated and vocal advocate of infrastructure needs, travel industry trends, travel industry economic impact and resource allocation to support our vision.
2. Play a leadership role in compliance with ASTM standards for sustainability internally in our operations and externally working with travel partners and the City.
3. Utilize cutting-edge technologies to align our efforts with contemporary ways people research, book and experience travel.
4. Continue to invest in our people to assure we attract, retain and reward the best in the industry.
5. Develop and implement an annual plan to assure our operational team meets and exceeds all performance measures.
6. Routinely review progress on our goals to assure continuous improvement and to realign priorities as needed.
tourisM MeaNs BusiNess for NorfolktHe NuMBers 2011
Total Visitors: Approx. 2 million
Visitor Expenditures: $690,489,334
Employment: 6,740
Local Tax Receipts: $21,241,198
sourCes:
Virginia Tourism Corporations 2011 report.
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destiNatioN oBJeCtiVesIn addition to the Five-Year Strategic Plan developed by the VisitNorfolk Boards, our sales and marketing efforts for FY 2013-2014 will work towards the following primary objectives:
1. Increase brand awareness of Norfolk, Virginia as a destination2. Increase visitation from individuals to Norfolk, Virginia3. Increase visitation from groups to Norfolk, Virginia4. Increase advertising impressions5. Increase public relations impressions
NatioNal treNds The overall national outlook on tourism and the economy is positive. Though consumer confidence, a key indicator, has increased little since 2009, many sectors of the economy are trending in the right direction. Labor saw a better than anticipated addition of 165,000 jobs in April concentrated in manufacturing, residential construction, information technology and professional sectors. Demand has also been seen for freight and transportation services. All of these are good signs the economy is moving.
CONSUMER SPENDING AND TOURISM Consumer spending and tourism continue to grow in strength, largely in part by the business and leisure markets. Business travel in recent months has become more ‘bullish,’ seeing a 7.9 percent increase year over year before leveling off in late winter. Consumers, despite being frugal, helped with an increase in longer international travels. International travel itself has seen a 4% increase since 2011. Air travel overall is seeing growth, particularly in emerging markets with demand expanding at an 8 percent annualized rate in the six months since October 2012.1
oVerVieW TRAVEL AND TOURISM IS AMERICA’S LARGEST INDUSTRY• Generated $2.0 trillion in economic output, with $855.4 billion spent directly by
domestic and international travelers that spurred an additional $1.1 trillion in other industries.
• Directly generated $129 billion in tax revenue for local, state and federal governments. Each U.S. household would pay $1,060 more in taxes without the tax revenue generated by the travel and tourism industry.
• Direct spending by resident and international travelers in the U.S. averaged $2.3 billion a day, $97.7 million an hour, $1.6 million a minute and $27,125 a second.
1- http://www.federalreserve.gov/monetarypolicy/beigebook/beigebook201304.htm?summary
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• Approximately $10 billion in new hotels opened in the U.S. during 2012, according to the debut issue of “Hotel Development Almanac,” a report from STR Analytics.
TRAVEL AND TOURISM IS ONE OF AMERICA’S LARGEST EMPLOYERS• Supported 14.6 million jobs, including 7.7 million directly in the travel industry and
6.9 million in other industries.
• $200.9 billion in travel-generated payroll for those employed directly in U.S. travel industry.
• 1 out of every 8 U.S. non-farm jobs is created directly or indirectly or is induced by travel and tourism.
• Travel is among the top 10 industries in 48 states and D.C. in terms of employment.2
1- http://www.federalreserve.gov/monetarypolicy/beigebook/beigebook201304.htm?summary
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TRIP ADVISOR OUTLOOK4 Relief at the Pump According to 93 percent of Memorial Day trekkers and 87 percent of summer vacationers, gas prices will not have an effect on plans this summer. As national average gas prices continue to decline year-over-year, so does the impact of gas prices on summer travel plans among TripAdvisor survey respondents: Year Average National Gas Impacting
Gas Price mid-May¹ Summer Travel Plans 2013 $3.60 13% 2012 $3.75 14% 2011 $3.96 39%
¹According to the U.S. Energy Information Administration, national average per gallon for regular gas
3 http://www.ustravel.org/sites/default/files/page/2009/09/Outlook-expanded2013_0.html 4 http://www.multivu.com/mnr/57955-tripadvisor-survey-reveals-memorial-day-and-summer-travel-on-the-rise
TRIP ADVISOR OUTLOOk4
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RELIEF AT THE PUMP According to 87 percent of summer vacationers, gas prices will not have an effect on plans this summer. As national average gas prices continue to decline year-over-year, so does the impact of gas prices on summer travel plans among TripAdvisor survey respondents:
Year Average National Gas Impacting Gas Price mid-May¹ Summer Travel Plans2013 $3.60 13%2012 $3.75 14%2011 $3.96 39%
¹According to the U.S. Energy Information Administration, national average per gallon for regular gas
STEADY SUMMER SPENDINGFifty-three percent of those traveling this summer said they will spend the same amount of money on their trip this year, while 25 percent expect to spend more. Travelers are also looking for savings – 71 percent said they would take a spontaneous trip if they found a last-minute deal.
HITTING THE ROADNationally, cars are the most popular mode of transportation for leisure travel this summer, followed by air and train travel. Three in four (74 percent) summer travelers will be traveling by car, 64 percent will take to the skies and 11 percent will opt for the train.
SUMMER SETTINGSThe top five most popular summer destination types this year, according to U.S. travelers:
1. Ocean – 51%2. City – 50%3. Countryside – 29%4. National park – 23%5. Lake – 17%
According to respondents, New York City tops the list again this year for the most popular U.S. destination for summer travel. Boston and Washington, D.C. took second and third, beating out Las Vegas and Chicago, which made the list in 2012.
The majority of travelers (70 percent) surveyed will stay in hotels for leisure trips this summer, followed by 27 percent that will stay at the home of family or friends and 20 percent who will spend their time in a vacation rental home.
2- http://www.ustravel.org/marketing/national-travel-and-tourism-week/talking-points-and-facts3- http://www.ustravel.org/sites/default/files/page/2009/09/Outlook-expanded2013_0.html4- http://www.multivu.com/mnr/57955-tripadvisor-survey-reveals-memorial-day-and-summer-travel-on-the-rise
TRIP ADVISOR OUTLOOk4
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SHOPPING TOPS SUMMER ACTIVITIESPerhaps a reflection of increased consumer confidence, the most popular vacation activity this summer will be shopping, according to more than half (51 percent) of respondents.
Other top activities for this summer’s vacationers:
• 45 percent plan to go swimming• 42 percent plan to go to a museum• 37 percent plan to visit a national or state park• 35 percent plan to attend a BBQ or cookout
Zip-lining, paddle boarding and renting a bike from a share program are three of the most popular activities for travelers planning to try something new.
SUMMER PROS, CONS AND INDULGENCESTwenty-two percent say their favorite thing about summer is spending time outdoors, 22 percent prefer the extended daylight hours and 18 percent appreciate the warmer weather. Large crowds are respondents’ biggest aversion (44 percent) to summer travel, followed by high travel costs (19 percent).
When it comes to favorite summer food indulgences, 33 percent will splurge on ice cream, 13 percent will reach for a lobster, and 9 percent look forward to fried seafood. To wash it down, the top summer beverage indulgences are margaritas (15 percent), beer (12 percent), and iced tea (9 percent).
“The survey indicates that more people are planning leisure trips this summer, notably as prices at the pump continue to decline year-over-year,” said Brooke Ferencsik, director of communications for TripAdvisor. “Whether they plan to shop, swim or just enjoy the great outdoors, prospects of sunshine and warmer weather have U.S. travelers looking out for summer trips.”
state treNdsIn the state of Virginia, travel related spending reached over 20 billion, created 2.7 billion in tax revenue and supported more than 211,000 jobs in 2012. The funds created helped support jobs and public programs. The jobs created represent 7.3 percent of the state’s total non-farm employment. Had Virginia not received these gains through travel work with marketing to design profile sheets and flyers for marketplace tradeshows.5
For every $1 million spent in Virginia by domestic and international travelers, 10 jobs are created.
5- http://traveleffect.com/sites/traveleffect.com/files/states/Travel_Impact_VA.pdf
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tourisM deVeloPMeNtThe Tourism Department provides destinations sales services to the domestic and international travel trade industry including tour operators, wholesalers, receptive tour operators, travel agents, online travel agencies (OTAs) and the individual traveling public.
MARkET STATE OF THE INDUSTRYConsumer/Leisure OverviewWhether it’s young adults, families with children, retirees, or romantic getaways, Americans are still on the move. The generational vacation has always been a great way for families to reconnect; however, studies are showing age is not a crucial element. Children are traveling with their parents and even grandparents into their early twenties. Whether it is a consumer or a generational family vacation, experience and adventure still rank as desirable vacations.
The “bucket list” vacation is a newer trend surfacing in all areas of leisure travel. Taken by the generational vacationers as well as the solo vacationers, travelers are making their travel to do lists. If someone has an item on their list, whether a destination or experience, they are going to mark it off the list whether with the whole family or going solo.
Experiential travel is still very strong. Many want a unique experience they can’t get at home or desire to explore a destination as a local and to get off “the beaten path.” Culinary tourism remains one of the fastest growing segments of the travel industry.
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Travel shoppers will continue to search for deals and discounts. Signs indicate consumers will continue to invest more time in the research process in order to save. However, online resources providing multiple options are increasingly popular and expected to grow at a more rapid rate. The economy is still a determining factor forcing many consumers to look for alternative vacations closer to home. Industry insiders predict, as long as the economy is growing slowly, any significant growth for leisure travel will be dependent on the appeal of the destinations travel product.
International Receptive Market OverviewThe international receptive market is maintaining its traditional trends such as; shorter booking times, online booking engines, more free time, hands-on experiences, and multiple destinations. New trends in the market are visiting smaller 2nd and 3rd tier destinations, looking for the all-traditional small town American experience. Shopping, history and adventure experiences are still top activities for package and FIT travel. International receptives are offering products for a full calendar year to promote destinations with special events and unique experiences; averaging 2 to 35 per group.
Strategy 1: Increase product awareness in both domestic and international markets.Tactics:
1. Increase Norfolk product in receptive and tour operator brochures, websites and other distribution channels (emails, consumer print advertising and social media).
2. Develop new programs and products that meet the needs of key domestic and international markets, including brochure development, expanded and custom itineraries and increased hotel allotment.
3. Continue to partner with other Virginia DMO’s to create regional itineraries that highlight each destination to promote new products to tour operators.
4. Build on OTA partnerships to further educate existing and potential client bases about various Norfolk product offerings to increase room nights.
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5. Continue educating/building relationships with travel agents, AAA/CAA counselors about Norfolk’s amenities.
6. Increase awareness of programs, packages and festivals to AAA/CAA and consumer markets with Norfolk partners.
7. Continue to partner with CRUSA, Brand USA and Virginia Tourism Corporation on missions and other direct selling opportunities.
Strategy 2: Increase tourism partner leads and opportunitiesTactics:
• Attend consumer and group tour and travel tradeshows and sales missions and host several research (Fam) tours throughout the year.
• Continue to work with third parties representing high producing tour operators in key international markets.
• Working with VisitNorfolk’s marketing department, enhance awareness of existing packages via consumer newsletters, press releases, social media and web-based outlets.
• Continue to build and expand on partnerships with TAP (Travel Alliance Partners) and other industry partners.
MOTOR COACH MARkET OVERVIEWSenior MarketThe tour and travel senior market is maintaining its traditional trends such as; shorter booking times, more free time, hands-on experiences, and shorter overnight stays away from home. The increasing cost of gas prices forces the decision of the buyer to take trips closer to home to lower the cost of the motor coach, search for more added value to trips and decrease the number of overnights in a destination. The package buyer is demanding more of a hands-on and behind the scenes experience from destinations as a value added to the trip. Shopping, history and culinary experiences are still top activities for package travel. Tour operators are designing their package a full calendar year out to promote destinations with special events and unique experiences; averaging 17 to 35 per group.
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Student MarketThe tour and travel student market is maintaining their tradition trends such as traveling for education, summer camps or music trips. Teachers and Music Directors look for safety, education and added value from destinations for their students. Directors package travel for students to attend music competitions such as choral, instrumental and marching band with other public performance opportunities. Student tour operators are designing their package a full calendar year out to promote destinations with special events, band competitions, and unique experiences; averaging 50 to 250 per group.
Strategy 3: Increase leads from motor coach tour operators. Tactics:
• Continue to build and expand on partnerships with industry organizations such as TAP (Travel Alliance Partners) SYTA (Student Youth Tour Association) and American Bus Association.
• Market, educate and increase awareness to tour operators of new group events, the culinary tours and other new programs that are group friendly.
• Develop and educate tour operators on new itineraries for the baby boomer market which provide hands-on experiences with choices and options.
• Partner with tour operators on marketing opportunities to expand awareness of Norfolk itineraries.
• Participate in sales missions and tradeshows geared specifically to the reunion market.• Develop and market itineraries with more choices and options for young adult tour groups.
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CoNVeNtioN deVeloPMeNt VisitNorfolk continues to aggressively pursue multi-hotel and single bookings for our hotel partners. Short-term bookings are also being targeted for the individual hotel business. Providing essential meeting and site selection resources, VisitNorfolk will continue to prioritize attracting niche markets that take advantage of VisitNorfolk’s strengths. The team generates leads from all market segments throughout the United States.
*Convention development efforts may adjust based on fluctuations of the economy and needs of hospitality partners.
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City Convention Center Name exhibit space #rooms downtown
NORFOLk, VA Scope 96,000-Pillared 800Half Moone 4,200 / 13,500
(Vista)Ted Constant Center 9,100Sheraton Waterside Hotel 12,685Marriott Waterside Hotel 14,400
Birmingham, AL Birmingham-Jefferson Convention Complex
220,000 2,506
Branson, MO Branson Convention Center 220,000 5,000Charlotte, NC Charlotte Convention Center 280,000 4,219Cincinnati, OH Cincinnati Convention Center 196,800 2,874Columbus, OH Greater Columbus Convention Center 410,000 3,791Detroit, MI Cobo Center 622,500 4,700Durham, NC Durham Marriot City Center 33,000 500 Indianapolis, IN Indianapolis Convention Center 566,300 7,102
Jacksonville, FL Prime F. Osborn III Convention Center 78,000 2,430kansas City, MO kansas City Convention and
Entertainment Center388,000 3,778
Lexington, kY Lexington Convention Center 130,000 1,582Louisville, kY kentucky Exposition Center 1,300,000 3,820Memphis, TN Memphis Cook Convention Center 190,000 3,108Milwaukee, WI Frontier Airlines Center 189,000 3,703Minneapolis, MI Minneapolis Convention Center 480,000 7,042Nashville, TN Nashville Convention Center
Music City Center118,675 (310,000)
350,000*4,512
Pittsburg, PA David L. Lawrence Convention Center 313,400 4,553Raleigh, NC Raleigh Convention Center 150,000 1,000Reno, NV Reno-Sparks Convention Center 500,000 6,000Savannah, GA Savannah International Trade and
Convention Center100,000 3,843
St. Louis, MO America’s Convention Center 502,000 7,800
exaMPles of CoMPetitiVe set
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# Hotels in greater area
# Hotels downtown
# rooms in greater area
# Committable rooms downtown
largest Hotel downtown
NORFOLk, VA 36 7 4,808 800 468
Birmingham, AL 108 16 15,000 7,500 757
Branson, MO 130 5 18,578 5,000 294
Charlotte, NC 293 17 32,440 2,500 700
Cincinnati, OH 150 8 23,810 2,633 872
Columbus, OH 190 14 25,932 2,700 700
Detroit, MI 260 19 40,000 3,000 1,098
Durham, NC 67 6 8,100 500 190
Indianapolis, IN 321 26 32,500 4,645 1,005
Jacksonville, FL 160 11 18,000 4,500 963
kansas City, MO 215 10 26,453 2,675 983
Lexington, kY 67 8 7,817 1,570 402
Louisville, kY 127 12 15,736 2,800 1,300
Memphis, TN 220 17 22,000 2,000 600
Milwaukee, WI 143 22 15,944 2,300 730
Minneapolis, MI 317 28 37,847 4,105 821
Nashville, TN 203 20 34,917 3,510 697
Pittsburgh, PA 195 14 23,454 2,395 713
Raleigh, NC 135 6 15,300 1,000 400
Reno, NV 80 11 15,500 9,000 1,720
Savannah, GA 140 34 14,000 1,500 391
St. Louis, MO 98 23 38,000 4,700 1,080
City Convention Center Name exhibit space #rooms downtown
NORFOLk, VA Scope 96,000 800
Half Moone 4,200 / 13,500 (Vista)
Ted Constant Center 9,100
Virginia Beach, VA Virginia Beach Convention Center 150,000 3,500 (Committable Rooms)
Williamsburg, VA* Williamsburg Hotel and Conference Center
45,000 944
Richmond, VA Greater Richmond Convention Center 180,000 650
City# Hotels in greater area
# Hotels downtown
# rooms in greater area
# Committable rooms downtown
largest Hotel downtown
NORFOLk, VA 36 7 4,808 800 468
Virginia Beach, VA 150 42 12,000 3,500 400
Williamsburg, VA 100 6 4,700 405
Richmond, VA 110 11 18,000 7,000 361
*Does not include timeshares
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The Convention Sales Department uses direct sales and marketing efforts such as face-to-face meetings, tradeshows, sales missions, client events, advertising and social media to secure both multiple hotel users and single hotel meetings for future businesses.
State of the IndustryNorfolk continues to have a positive perception as an affordable, accessible destination in the marketplace with consistent interest from meeting professionals representing all market segments.
In order to remain competitive, we are focused on a more customized, consultative approach. This approach identifies how the economy is impacting each group’s membership and attendance at meetings and provides increased resources such as marketing and public relations to assist each group in achieving their goals. We continue to work with our hospitality partners to be strategic in booking business for future years while seeking new business opportunities that complement our local strengths. Vertical markets, such as religious, fraternal, music/cultural arts, education, medical, engineering and green/ renewable meetings, play to Norfolk’s strengths as a meetings destination.
We continue to be aggressive in our sales and marketing efforts. We must maintain our presence among each market segment, continue to drive our marketing messages and sell the Norfolk advantage as a dynamic, distinct and diverse destination. The keys to selling in the current environment are: face-to-face meetings, strong client relationships, delivering exceptional site visits, events and convention experiences securing future business.
Strategy 1: Continue to develop the national association and specialty markets by deploying convention sales efforts in key geographic areas to secure new business for future meetings in the association market (national, regional and state). Niche market segments such as religious, fraternal, multicultural, education and engineering remain targeted areas. Tactics:
• Attend selected industry and market specific tradeshows to meet and generate leads from clients and to strengthen existing relationships.
• Conduct targeted sales missions and client events in major markets including but not limited to Washington DC, Richmond, Chicago, and Atlanta.
• Continue to provide value driven tradeshows, sales missions and client event co-op opportunities for our strategic Norfolk industry partners.
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• Host targeted clients for highly-customized site inspections as specified by the client, including tours of our hotels, attractions, recreation, dining and restaurant facilities.
• Maintain brand awareness by advertising in appropriate meeting publications along with marketing Norfolk in social media as well as other media channels.
• Continue to enhance Norfolk’s visibility in the multicultural markets by attending and supporting organizations such as the National Coalition of Black Meeting Planners and the International Association of Hispanic Meeting Professionals.
• Continue to increase and expand our established relationships with third party planners, association management companies such as Helms Briscoe and Conference Direct.
• Partner with Starwood and Marriott National Sales offices in the Washington DC market to make joint sales calls.
• Continue to partner with other destinations to host client events and joint presentation. • Target leading diversity print and online media through strategic ad planning, buying
and editorial outreach. • Ensure campaign, editorial photography, publications, website and general content
(events, attractions, points of interest) reflect diverse models and interests.• Maintain VisitNorfolk’s association, outreach and support of numerous local and
national LGBT and multi-cultural groups and events. • Continually evaluate new tools and opportunities to improve diversity offerings to
visitors and meeting professionals; work closely with local organizations to identify areas of potential synergy.
Strategy 2: Protect, maintain and increase business opportunities from Virginia State and Southeast Regional meetings and convention markets which continues to be one of our strongest repeat producing market segments.
Tactics:• Maintain a strong relationship with Virginia and Southeast based meeting professionals
in order to retain and increase business from this market.• Continue to participate in state and regional industry chapter meetings and events
such as VAMPI, VSAE AENC, TNSAE, FSAE.• Conduct sales missions and client events for prospective clients in key geographical
areas such as Richmond, Atlanta, North and South Carolina and other regional markets.
Strategy 3: Focus on industry relations to strengthen alliances with pertinent associations and customers to increase visibility and awareness of Norfolk as a meeting and convention destination; Work to develop new business opportunities by building strong end-user relationships. Continue to be active participants, committee members and board members of state, regional and national industry organizations.
Strategy 4: Protect, maintain and increase business opportunities from military, federal and state government agencies as well as government associations.
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GOVERNMENT OVERVIEW Fiscal Year 2013 has been a most volatile and challenging time with respect to the government market segment in the hospitality industry due to the effects of the national budget crisis. Government-related meetings and travel at all levels – federal, state, military, and government contractors have been most recently impacted by the following factors:• National and state budget deficits• Fallout from discretionary spending by government agencies in 2012• Automatic across-the-board federal budget cuts, known as the Sequester
The recently enacted Sequestration Order for fiscal year 2013 impacts the ability of government agencies to spend funds on meetings, trainings, and travel in general. Bookings and attendance are both down. Even attendance at government association meetings are down because attendees are not being reimbursed for their membership, registration fee, and/or travel for their continuing educational training.
Virginia state government meetings are still booking in 2013 and 2014. These meetings are not large (under 200 room nights) and the requested concessions are many; however, the business seems to remain steady. Sequestration did impact state meetings in that state planners are hesitant to commit to meetings outside of a six-month booking window or outside of the current fiscal year.
Government meetings are now characterized by accountability and restraint in addition to the usual short term booking window, price sensitive lodging, limited (if any) food & beverage, and often times the lowest technically acceptable price. Concessions such as complimentary meeting room rental, complimentary guest room Internet and complimentary parking have become the new standard on RFP’s. Many agencies are requesting “green” or environmentally friendly properties. Increased competition continues to spur group rates being offered below the prevailing per diem rate or breakfast being included in the per diem rate. Moreover, federal agencies are still mandating the use of government-owned facilities first, before procuring meeting space from prohibited sources such as hotels. There is a growing trend towards utilizing webinars and virtual meetings/web conferencing for trainings.
FY 2013 Per Diem Overview (October 2012 - September 2013): In August 2012, The General Services Administration (GSA) announced that government travel per diem rates for fiscal year 2013 would not change, but rather remain flat at FY 2012 rates. The rate “freeze” was to meet the Obama Administration’s directives to reduce costs on travel expenses. Currently, the Fiscal Year 2013 Lodging per diem rate for the city of Norfolk is: $89.00. The Meals and Incidental Expenses rate for the city of Norfolk remained at $61.00. Daily expenses broken down as follows: Breakfast = $10.00, Lunch = $15.00, Dinner = $31.00, and Incidentals = $5.00. Since FY 2008, Norfolk’s per diem rate has decreased from $94.00 to $89.00 in FY 2013.
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Hampton Roads Comparison:
FY 2012 Rates Oct Nov Dec Jan Feb Mar April May June July Aug Sep
Norfolk/Portsmouth $89 $89 $89 $89 $89 $89 $89 $89 $89 $89 $89 $89
Virginia Beach $89 $89 $89 $89 $89 $89 $89 $89 $151 $151 $151 $89
Hampton/NN $77 $77 $77 $77 $77 $77 $77 $77 $77 $77 $77 $77
Chesapeake/Suffolk $77 $77 $77 $77 $77 $77 $77 $77 $86 $86 $86 $77
Williamsburg $77 $96 $96 $96 $96 $96 $96 $96 $96 $96 $96 $77
Tactics:• Continue to research military, federal and state government associations to prospect
for new business through Internet research and referrals from current clients to uncover memberships they hold in relation to their industry.
• Sales Missions to Washington DC and Richmond on a monthly basis targeting government associations.
• Maintain and increase VDOT (Virginia Department of Transportation) clients who are members of various committees of AASHTO (Am. Assoc. of State Highway and Transportation Officials) to promote hosting their committee meetings in Norfolk.
• Showcase Norfolk through continued invitations for personal site inspections along with providing/maintaining an extensive list of qualified FAM participants.
• Provide maximum exposure for Norfolk at industry tradeshows through sponsorship, pre-show e-blasts and incentives.
• Continue to prospect and educate local contacts at Norfolk Naval Base, NATO/Supreme Allied Command Transformation, Coast Guard, NAVSUP, and Tidewater Community College about the sales function of VisitNorfolk and its benefits in assisting with planning off-site meetings and accommodations:
Plan a luncheon presentation to coast guard contracting officers in downtown Norfolk Host a small local client event in collaboration with colleagues who also have local clients Attend local industry networking events such as the Navy League and Women in Defense
• Continue to provide government segment training to Norfolk government hotel sales managers to include:
Create a government market information binder with content such as per diem rate information, responses to government RFP’s, acquisition regulations, overview of procurement websites, sample forms (SF1449, purchase order), etc. Facilitate occasional small seminars on procurement tools such as eVirginia Procurement, Federal Business Opportunities, FedBid.Com, and the SAM Portal.
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SPORTS OVERVIEW The sports market is comprised of two main groups, national and regional meetings of associations, both of which govern various sporting events on an amateur, collegiate and professional level. These leagues and associations represent the following sports: Archery, Badminton, Baseball, Baton Twirling, Beach Volleyball, Basketball, Bowling, Cheerleading, Cycling, Dancing, Field Hockey, Golf, Gymnastics, Ice Hockey, Jump Rope, karate, Lacrosse, Power Lifting, Racquetball, Sailing & Yachting, Softball, Swimming, Table Tennis, Tennis, Tae kwon Do, Track & Field, Trampoline & Tumbling, Triathlon, Volleyball Weightlifting, and Wrestling to name a few.
Strategy 1VisitNorfolk is working in conjunction with the Hampton Roads Sports Commission to create greater awareness of the destination’s strength as a sports event and related meeting site.
Tactics:• Conduct local sales missions in Hampton Roads to athletic clubs and associations
building relationships and assist with bringing events to Norfolk.• Continue to work with local high schools, universities and colleges athletic departments
to generate room nights for visiting sports teams. • Conduct sales missions to cities serving as headquarters for sports associations Norfolk
can accommodate such as Colorado Springs, Indianapolis and Orlando.
Strategy 2: VisitNorfolk will continue to place emphasis on the solicitation of annual tournaments and regional and state tournaments/championships that Norfolk can accommodate.
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Tactics:• Aggressively work with sports leagues and associations as well as attend various proven
trade shows to generate business and bring visitors to our destination.• Create sports specific FAM Tours for potential new clients. Create/Maintain
partnerships with local sports franchises creating a presence with visiting media.• Attend the annual meeting of United States Olympic Committee SportsLink Conference,
TEAMS (Travel, Events And Management in Sports), NASC and other industry-related events to network and gain further exposure within the sports community.
• Provide maximum exposure to Norfolk’s venues and strengths such as Norfolk State University (NSU) and Old Dominion University (ODU) athletic fields, the Ted Constant Convocation Center, Harbor Park and Norfolk Scope through site inspections and partnerships.
Strategy 3: Recruit, grow and retain sporting events in Norfolk to increase room overnights and to bring together the local hospitality community to provide exceptional services for athletic events and continue to educate the local community on the economic benefits of these events.
REUNIONS OVERVIEW The reunion market is made up of families, and Navy, Army, Marines, Coast Guard and Air Force retired U.S. service men and women who meet on an annual or biannual basis. Both families and military reunions look for value in a destination through the total cost of the package including hotels, transportation, attractions and meals. Note: veterans from Vietnam and Desert Storm have started to meet and hold reunions. There has been steady growth in the number of military reunions over the past five years.
The trend for both family and military planners is a lower budget rate, breakfast included, all inclusive banquet meal, complimentary meeting space, airport shuttle and parking. Location is not a deciding factor for most reunions, though hotel pricing, concessions, and value added services are key. One major challenge for reunions, despite being flexible with dates, is the economy.
Strategy 1: Increase leads to hotel/attraction partners on both military and family reunions in Norfolk
Tactics: • Create new family orientated itineraries and distribute information online at
www.visitnorfolktoday.com and at tradeshows / sales missions.• Coordinate and conduct a 2014 military reunion FAM hosting 25 to 30 reunions. • Increase awareness of Norfolk to 3rd Party Reunion planners via sales calls, social
media and tradeshows.• Attend reunion specific tradeshows to increase awareness of Norfolk’s amenities to
this market.
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CoNVeNtioN serViCes The primary focus of the Convention Services Department is to provide superior customer service and assist meeting planners and convention attendees throughout the entire execution of a meeting and/or convention.
Personal assistance is carried out with each meeting planner on all levels of their planning including helping planners with requested unique services, finding off-site venues for various functions, tours, and events, to arranging registration, speakers, transportation as well as working with restaurants, attractions and retail businesses to offer discounts to convention attendees. The convention services staff can also serve as a way to connect requests to the Mayor and Governor’s office or other local dignitaries for welcome letters. Finally, the department works with the Public Relations Department to welcome groups through various media outlets.
In addition to services, Convention Services works with Visitor Services to manage the Norfolk Tourism Research Foundation events, such as the Golf Tournament and the National Travel & Tourism Week.
Strategy 1: Continue to provide superior customer service ensuring a pleasant experience for meeting planner and convention attendees while in Norfolk resulting in a commitment to return with future business or leads.
Tactics: • Continue to provide support and services for conventions, meetings and groups.• Work with groups to ensure total client satisfaction by providing timely information and
ensuring they can take advantage of our full range of service support.• Measure the level of satisfaction of the services offered by conducting post-convention
surveys to meeting planners who have hosted a conference in Norfolk. • Work to enhance attendance at multiple hotel users and city wide conferences by
attending previous year’s conventions or as an alternative, sending collateral and giveaways.
• Strengthen the cooperative relationship between VisitNorfolk and the meeting planners by working in tandem with both on their goals and objectives.
• Organize and implement research trips based on strategies set forth by the Convention Sales team.
• Work to increase community support with local vendors such as hotels, attractions, restaurants and businesses to increase participation in research trips, support convention groups and increase the level of in-kind support VisitNorfolk receives.
• Continue to work and meet with various City of Norfolk departments to serve as a liaison and provide information to better service convention and tour groups.
• Remain members of Event Services Professional Association (ESPA) to network with other convention service departments and learn skills to be more effective service managers and learn about planners’ expectations.
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Visitor serViCesVisitor Services provides superior customer service to Norfolk’s leisure and conventions travelers, domestic and international. They work with leisure travelers to provide information on Norfolk through personal customer service at Norfolk’s Visitor Centers, fulfillment mailings, telephone communication and LiveChat, an instant chat feature on the VisitNorfolk website. Visitor Services works directly with the convention travelers by staffing a Visitor Information table at the host hotel and working to register attendees at the request of the meeting planner.
They also work with convention services to manage the Norfolk Tourism Research Foundation events, such as the Golf Tournament and the National Travel & Tourism Week.
Visitor CentersVisitor Services operates the Norfolk Visitor Information Center and the Nauticus Visitor Center. The state-certified Norfolk Visitor Information Center provides the highest quality customer service and information to visitors, which includes staff training, acquisition, distribution and display of more than 200 different brochures as well as free Wi-Fi for all visitors. Online, Visitor Services staff interacts with virtual visitors through LiveChat, thus enabling instant customer service and satisfaction.
Community AwarenessVisitor Services raises community awareness of VisitNorfolk and the Norfolk Tourism Research Foundation through a variety of activities. They work with the state tourism board to participate in demo days and Welcome Center blitzes to promote city events, and work with local festival producers, including Festevents and the Virginia Arts Festival, to provide information tables and booths during special events. Additionally, Visitor Services participates in local college volunteer, intern and career fairs to promote tourism internship, volunteer and career opportunities.
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CruisesVisitor Services provides support for the cruise industry by staffing a Visitor Information table during cruise ship visits. Additionally, they provide maps, brochures and information sheets in advance of the ship visit and coordinate with ship personnel prior to their arrival in Norfolk.
Strategy 1: Generate increased visitor volume by going to the visitor and traveler versus waiting for them to come to us.
Tactics: • Plan, execute and market a Mobile Visitor Center. Mobile Visitor Center will attend
area festivals and events, large conventions, grand openings and other events where residents and visitors alike can learn about tourism, Norfolk and the region.
• Continue to staff information and guest relation tables at area festivals and events until Mobile Visitor Center is running to build community support for tourism and VisitNorfolk.
• Create and distribute Monthly What’s Happening newsletter to prior visitors via email addresses captured at information centers to keep visitors aware of Norfolk events.
• Continue to create and distribute seasonal What’s Happening to local outlets such as HRT’s Paddlewheel Ferry and the Civic Center’s Information boards.
• Continue to provide support to Waterside Festival Marketplace, MacArthur Center Mall and the new Amtrak waiting area with brochure and sign placement.
• Provide customer service training for the Norfolk hospitality industry consisting of two parts; Norfolk history and familiarity and basic customer service tips.
• Promote Virginia Green and the Norfolk green agency, keep Norfolk Beautiful, by participating as a Virginia Green Travel Hub and promoting green travel options.
• Continue to sell Norfolk and mermaid merchandise to visitors at the Norfolk Visitor Information Center and through an online merchandise page.
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MarketiNg & CoMMuNiCatioNsMarketing and Communications serve to elevate awareness of Norfolk as a premier leisure and convention destination through comprehensive advertising/marketing and public relations efforts. The departments develop and coordinate advertising, promotions, publications, website, social media, research as well as public and media relations programs for all departments. As the official voice of VisitNorfolk, Marketing and Communications work to deliver a single, united message. Through an integrated effort, the two departments communicate VisitNorfolk’s message to the media, hospitality industry partners, the general public and travel and tourism professionals.
Strategy 1: Utilize VisitNorfolk’s Dynamic, Diverse and Distinct ad campaign to amplify its reputation and “buzz” while driving awareness, consideration and visitation.
Tactics:• Continue to leverage customer insights and buying habits to optimize campaign
messaging and reflect key drivers that motivate them to VisitNorfolk.• Support creative with integrated media buy, utilizing seasonal and geographic priorities
maximizing efficiencies and paid social media to increase brand awareness.• Increase outreach to meeting professionals via online efforts such as crafting content to
promote specific destination offerings and incentives.• Utilize visitor social media quotes and photo contest entries for campaign integration
showcasing Norfolk through a local’s perspective.• Work with VisitNorfolk’s advertising agency to drive strategic development and
production of major collateral.
visitnorfolktoday.com | 1-800-368-3097
Norfolk is a vibrant port city full of fantastic meeting venues, fun things todo and fascinating things to see. With its rich history, great weather, distinctive dining and nightlife, there are endless possibilities. It’s the perfect destination for your next meeting. Norfolk is now more accessible than ever with new passenger rail service connections through the northeast corridor.
DYNAMIC. DYNAMIC. DYNAMIC. DIVERSE. DIVERSE. DIVERSE. DIVERSE. DIVERSE. DISTINCT.DISTINCT.DISTINCT.
FREE VISITORS GUIDE | 2013 Thank You visiting Norfolk
Dynamic. Diverse. Distinct.A destinAtion mAde for weekend fun. visitnorfolktoday.com
1-800-368-3097
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Strategy 2: Leverage new technologies and communications to strengthen Norfolk’s brand awareness and appeal as well as further its reputation as a high-tech destination.
Tactics:• Utilize newly configured responsive design website to make use of mobile
applications and messaging with brief, timely and relevant content, which will deepen engagement with potential visitors and meeting professionals.
• Continue to utilize SEO to maximize click-through, rankings and other engagement opportunities.
• Continue to coordinate communications, development and outreach activities between staff, advertising and public relations companies through monthly conference calls, quarterly meetings, etc.
• Continue improvement of existing tools and the development of new tools and resources (e.g. iPad, mobile solutions, a robust cms, etc.) in an effort to address changing consumer behavior and communication preferences.
• Identify opportunities leveraging Internet based technologies to enhance the exchange of information to media outlets.
• Spread Norfolk’s messages to more diverse audiences, while continuing to use proven systems and techniques (i.e. newswire distribution and media targeting).
Strategy 3: Build on established social media efforts to stretch marketing dollars, extend reach and engage new audiences and niche markets
Tactics:• Continue strategic partnerships and alliances with social media experts. • Continue to refine existing social networking channels as well as evaluate new sites.• Provide the resource and expertise to assist meeting professionals with their social
media marketing needs.• Distribute information about Norfolk to national media outlets via press releases
and pitches; reinforce those messages via social media communications and interaction on blogs.
• Continue to cultivate guest blogging through social media marketing efforts.
Strategy 4: Increase coverage of VisitNorfolk and Norfolk in domestic and international print and online publications, as well as social media networks.
Tactics:• Maintain Norfolk as a go to first destination by securing feature stories in print,
online/social media and industry publications as well as through pitches, releases and media advisories.
• Revamp press kit and press materials to offer new solutions and creative assets for delivering compelling and timely information.
• Amplify positive media exposure by working cooperatively with VisitNorfolk’s public relations firm ensuring maximum exposure without duplication of efforts.
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• Continue to vet press visit opportunities and host pertinent journalists. Partner with attractions, hotels and regional entities maximizing international media coverage.
• Maintain online and print ad campaign efforts by targeting diverse range of travel and content interest.
• Focus on key niche segments in VisitNorfolk’s primary “fly” and “drive” markets pushing short term travel such as weekend getaways, etc.
• Continue development and production of VisitNorfolk’s primary fulfillment pieces, such as the Visitor Guide, Meeting Planner Guide, and Rack Brochure.
• Continue to develop premium promotional and collateral materials such as pub guides, coffee houses, walking tours and Waterways to Freedom to support VisitNorfolk’s other niche marketing efforts.
• In tandem with the tour and travel team, develop new programs meeting the needs of international and domestic markets.
• Create new collateral targeting tour operators and distribute through receptive channels.
Strategy 5: Target multicultural and LGBT audiences to attract diverse visitors and groups.
Tactics:• Target leading diversity print and online media through strategic ad planning,
buying and editorial outreach. • Ensure campaign, editorial photography, publications, website and general content
(events, attractions, points of interest) reflect diverse models and interests.• Continually evaluate new tools and opportunities to improve diversity offerings
to visitors. • Work closely with local organization to identify areas of potential synergy.
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sales tradesHoW sCHeduleJuly 2013 Global Travel Marketplace - Ft. Lauderdale, FLFEA - San Antonio, TXWEC-MPI Tradeshow - Las Vegas, NVCESSE - Rhode IslandMeet USA - NJ
august 2013ESTO, US Travel Association - Richmond, VAConnect Marketplace - Milwaukee, WI Student Youth Travel - Los Angeles, CAASAE - Atlanta, GA kellen & Co. Annual Tradeshow - Atlanta, GAVAMPI Annual - Wintergreen, VA
september 2013PFA Tradeshow - St Louis, MOVMA & NCMA - Pigeon Forge, TNHSMAI Meet - Washington, DC
october 2013AARP National Convention - Atlanta, GAU.S. Olympic SportslinkRejuvenate Marketplace - Daytona Beach, FLNCIP - Anaheim, CASGMP NATCAP Expo - Baltimore, MDYour Military Reunion Connection
November 2013Travel Weekly Travel Agent Show - Ft.
Lauderdale, FLAAA Carolina Superbowl - NCTEAMS - Salt Lake City, UTOntario Motorcoach Assn. Greater NJ Motorcoach Assn. - Atlantic City, NJGSAE Tradeshow - Atlanta, GAVSAE Educational Symposium & Expo - Richmond, VA
Nursing Alliance Organization - Minneapolis, MN
december 2013Travel South International - Nashville, TNMid West Band Clinic - Chicago, ILTNSAE Tradeshow - Nashville, TNAENC Annual Tradeshow - Raleigh, NCHoliday Showcase - Chicago, IL
January 2014Hi-Lite AAA Consumer Show - TBDAmerican Bus Assn - Nashville, TNPCMA - Convening Leaders - Boston, MA
february 2014Destination Showcase, Washington, DCNew York Times Travel ShowAAA Consumer Show - Reading, PARCMA - Sacramento, CA National Tour Assn - Los Angeles, CATravel South Showcase - Charleston, WVNYASE I love NY - New York, NY
March 2014Adventures in Travel - Washington, DCAAA New England Cons. Show - Boston, MANASC: Oklahoma City, OkSGMP Old Dominion Education Conf. - TBDMD Motorcoach & PBA Group Leaders Shows
april 2014POW WOW - Chicago, ILBank Travel - Huntsville, ALRaleigh Southern Women Show/VTC
Consumer MktHelms Briscoe Annual Business ConferenceTOC Annual Institute - Norfolk, VAGAMPI - MEC & Tradeshow - Atlanta, GA
May 2014SGMP National Education Conf. - Portland, ORYour Military Reunion Connection VSAE Annual ConferenceGSAE Annual ConferenceSpringtime in the Park - Washington, DC
June 2014PCMA Education Conference -TBDAssociation Forum - Chicago, ILTravel Alliance Partners - Reno, NVPBA Annual MeetingAIBTM - Orlando, FLAENC Annual Meeting - Charlotte, NCSmart Meetings - New York, NY
*Tradeshow schedule may be adjusted based on other opportunities.
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Norfolk tourisM researCH fouNdatioNThe Norfolk Tourism Research Foundation (NTRF) was incorporated as a 501 (c) 3 in 2004. The impetus for creation of the NTRF was a need to secure private funding for travel industry related research in Norfolk and the region. The NTRF is dedicated to producing research that provides data to augment the work of VisitNorfolk. NTRF relies predominantly on private funds to help underwrite these efforts and leverage resources with travel industry and community partners to broaden their scope of work.
Strategy 1: To provide our stakeholders with research data annually.
Tactics:• Complete the Norfolk Visitor Profile Study currently in progress since January 2013 in
partnership with Old Dominion University (ODU) and the Virginia Tourism Corporation. • Enable Regional Visitor Profile Study in partnership with Old Dominion University,
Virginia Tourism Corporation and the Coastal Virginia Tourism Alliance. Develop scope of project Finalize budget Complete memo of understanding with ODU Research Foundation Identify funding sources Launch study in 2014
• Continue to use inter-city visitation study results to leverage partnerships with tourism entities, higher-education facilities and future marketing strategies with regional partners.
STUDY HIGHLIGHTS: Visitors to Norfolk & Virginia Beach remain in the area longer – staying an average of 5 nights Visitors to both cities spent an average $1,658 (37% more than single city visitors) The amount spent in the primary city is NOT impacted by a visit to neighboring city Average income is almost $90,000 per year Visitors’ intent to return is 67.4% More than 62% said they would have used light rail if available (to move between the cities)
Strategy 2: Continue development programs to fund future research studies.
Tactics:• Host NTRF’s Fundraising Events:
Annual Golf Event (October, 2013) Outer Banks Vacation Home Raffle (May, 2014)
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fiNaNCe fy 2014The NCVB operates on a fiscal year ending each June 30. The city of Norfolk provides approximately 90.9% of the Bureau’s funding.
RevenuesCity of Norfolk $3,817,118Event and Convention Support 35,000Publications Support 25,000Convention Services Support 8,000Investment Income 8,000Advertising Support 7,000Visitors Center Sales and Advertising 4,500 $3,904,618
In-kind activity is additional support from the local business community in the form of donated goods and services and as a way for them to participate in and benefit from Sales and Services events and advertising efforts.
In-Kind Goods and Services (non-cash) Sales $45,000Marketing 40,000Services 50,500Public Relations 34,000Administration and Finance 125,000 $294,500
Each department has a budget to support its goals and objectives. An overview of the expenditures budget and its departmental use is as follows:
ExpendituresSales $1,391,376Marketing 1,126,376Services 616,749Public Relations 266,018Administration and Finance 504,099 $3,904,618
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exeCutiVe offiCeAnthony J. DiFilippoPresident and [email protected]
Sarah CarrollAdministrative Assistant to the President and [email protected]
adMiNistratioN & fiNaNCeFrank Reynolds, CPADirector of Administration & [email protected]
Laura (Raahema) Jackson-ClarkStaff [email protected]
Alysha FowlerDirector of Human [email protected]
CoNVeNtioN & Visitors serViCeskristi k. Sinclair, CMPDirector of Convention & Visitor [email protected]
Catherine Williamson, CMPConvention Services [email protected]
Jennifer BrownConvention Services [email protected]
Barbara GullicksonVisitor Services [email protected]
Lisa [email protected]
Sarah PriceServices [email protected]
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sales, MarketiNg & PuBliC relatioNs Donna AllenVice President of Sales & [email protected]
Jennifer FagalaMarketing [email protected]
Erin FilareckiMedia Relations [email protected] Relations Assistant
Jennifer [email protected]
sales MaNagersJenny LynchMidwest/West, [email protected]
Maria Herring, CGMPAll [email protected]
Vianetta Johnson, [email protected]
Melissa HopperAssociate Director of Tour & [email protected]
Colleen [email protected]
Dana HoweConsumer Sales [email protected]
Jackie PayneSouthwest, Sports, [email protected]
Bill AdamsDC, Baltimore, Northern [email protected]
sales assistaNtsMichelle SuttonAdministrative Assistant to the V.P. of
Sales & [email protected]
Laura PottsAssistant to Colleen Briley, Maria Herring &
Jackie [email protected]
kelly WooldridgeAssistant to Jenny Lynch & Vianetta [email protected]
TBAAssistant to Dana Howe/Melissa Hopper