Annapolis and Anne Arundel County Convention and Visitor Bureau Marketing Plan

EMBA 216
Robert Paul Ellentuck

COPYRIGHT 2010, 2011 ALL RIGHTS RESERVED ROBERT PAUL ELLENTUCK

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Introduction The tourism industry in the United States is currently the largest service market in the world, and while business travel is down in the United States, leisure travel continues to grow.

The AAACCVB is charged with bringing more visitors to the Anne Arundel County/Annapolis region and the adjoining Chesapeake bay. It works with both the public and private sector to promote the region through a combination of online advertising and other promotions to highlight the many events and activities that make the region so attractive to visitors. The AAACCVB has been in existence since 1990 and has a permanent and seasonal location used to promote the area. Annapolis is the Capitol of the State of Maryland and at one time was the colonial capital of the United States. Today it maintains much of that charm that such history brings, and along with the many attractions of the Chesapeake Bay make the area easy to promote once visitors become aware of its many charms. Anne Arundel County and Annapolis are also extremely attractive to visitors due to the fact that Annapolis is home to two colleges, the United States Naval Academy and St. Johns College. The activities at these institutions pervade life in the city, and serve to bring many visitors, whether parents visiting a child or sports fans for a football game. Anne Arundel County and Annapolis are also extremely attractive to the visitor due to its central location and easy access to markets from Richmond, to Pittsburgh, to New York. Thurgood Marshall BWI Airport is located in Anne Arundel County and both Reagan National and Dulles International Airports are an easy drive. Anne Arundel County and Annapolis are also easily accessible due to their proximity to Interstate 95 and Route 50, and Amtrak provides excellent access. The key business objectives of the AAACCVB need to be to continue to strengthen their market position by building on branded communities, unique selling points, and almost unlimited opportunity as new assets are identified, defined, and promoted appropriately

Business Overview Industry Overview and Trends The travel and tourism industry is a complicated industry and is comprised of a number of sectors including transportation, lodging, food services, entertainment and retail. i As such Tourism is largest service market in the world. ii The key influences on tourism are economic, political, and technological. The United States (US) and global economic environment resulted in decline of eight percent from 2008 to 2009. iii This is after hosting a record of 58 million international visitors to the US in 2008. iv A modest three percent rebound is forecasted by the US Department of Commerce by the end of 2010 followed by a five percent annual increase through 2013.v The New York Times recently reported on October 13, 2009 that as the economy begins to shift gears from dismal to slightly improved, the travel industry sees some reason for hope but not much. vi U.S. Travel Association expects travel spending in the United States to decline by nearly 9 percent this year, to $705 billion, which includes domestic business and leisure travel as well as spending by international visitors. vii Spending is expected to increase by 6 percent in 2010, but that does not make up for the large dip in 2009. viii With the state of the US economy, many American are taking weekend trips or sticking closer to home as a way of cutting back on their travel expenses.ix Leisure travel has continued to grow, comprising 74.8 % of all person-trips; with overnight and day-trips almost evenly split with 49.5% & 50.5%.x In the July 2009 State of American Traveler Research reports a slight recovery; Americans are planning to increase leisure travel spending in the next 12-months. xi

Annapolis & Anne Arundel County Conference & Visitors Bureau Defined The Annapolis & Anne Arundel County Conference & Visitors Bureau (AAACCVB) is authorized by the State of Maryland and the City of Annapolis and Anne Arundel County as a

corporation to plan, produce, and promote Annapolis and Anne Arundel County as premier tourist destination. The AAACCVB is led by a CEO and President as well as a professional staff of nine and volunteer group of 140 members. The Board of Directors is comprised of noted city and county officials including the Mayor of Annapolis, Commander of the Naval Academy, AAACCVB partners (e.g. Hotel, Attractions, Foundations), and representatives from Thurgood Marshall Baltimore Washington International (BWI) Airport. AAACCVB runs a primary visitor center at 26 West Street and a seasonal visitor center at City Dock. xii

Mission Statement The purpose of Annapolis & Anne Arundel County Conference & Visitors Bureau (AAACCVB) is to plan, produce and promote programs designed to increase the volume of visitors, vacation, and conference/meeting business within Annapolis and Anne Arundel County. The AAACCVB shall serve as a liaison between private and public agencies concerned with the economic benefits of the travel and conference industry in Annapolis and Anne Arundel County. The AAACCVB shall actively seek out and encourage cooperative promotional efforts between its members, State and regional organizations to increase travel and conference/meeting business in Annapolis and Anne Arundel County.xiii The AAACCVB marketing and communication program strives to attract more people, having those people stay longer, and having them spend more money.

History The AAACCVB was created in 1990 to market the Anne Arundel County and the City of Annapolis, enhancing economic impact through the business of travel and tourism. Since 1993, when the Visitors Center at 26 West Street in Annapolis was opened; the AAACCVB has assisted millions of visitors.xiv

Destination Overview Visitors to Annapolis and Anne Arundel County enjoy one of the most diverse areas in the State of Maryland and possibly the entire mid-Atlantic region filled with a variety of natural, cultural, and, historical resources. With a mild climate, the setting lends itself to many outdoor activities and sports including hiking, team sports (e.g., La Crosse, field hockey, soccer) golf, water sports and sailing. The county has more coastlines along the Chesapeake Bay than any other region in Maryland. xv The Chesapeake Bay is North Americas largest estuary and the Bay and its tributaries account for 534 miles of shoreline in the county. xvi

Annapolis is the state's capital, an early capital for the United State and retains much of its Colonial heritage. xviiThe State House is where George Washington resigned as commander in chief and Congress ratified the treaty to end the Revolutionary War. xviii More than 1,500 Colonial buildings are scattered along the narrow brick streets and alleys -- more than in any other town in the country. xix It's also a college town, home to the United States Naval Academy and to St. John's College, known for its "Great Books" curriculum. xx With Annapolis and Anne Arundel County being centrally located, visitors can take advantage of historic attractions, national parks, theme parks in Washington, DC, Baltimore and Northern Virginia approximately one hour away. The area also features a variety of state-of

art facilities for business and corporate meetings. xxi Annapolis and Anne Arundel County offers an exciting travel experience with year-around appeal.

Access Annapolis is extremely accessible. Located mid-way between Baltimore and Washington, DC, Annapolis is located with a 750-mile radius of 40 percent of the U.S. population and 30 percent of Canada's population. Annapolis is within a day's drive of more than a third of the nation's population. Thurgood Marshall/Baltimore Washington International Airport, located nearly by in Anne Arundel County, Maryland, is a major gateway for domestic and international travelers, and is less than 30 minutes from Annapolis. Washington Dulles International Airport and Ronald Regan National Airport, are both located within an hour's drive, are also major gateways for domestic and international travelers, and are very convenient to Annapolis. Annapolis is conveniently located to numerous population centers along the East Coast, and is well served by four Interstate Highways, providing easy access to motorists. The Annapolis region is also well served by Amtrak. The convenient transportation options and location of Annapolis make it an obvious choice for visitors, both domestically and international. Thurgood Marshall/Baltimore Washington International Airport is a major hub for Southwest Airlines, and provides service to a wide range of additional airlines, both domestic and international carriers. Washington Dulles International Airport and Ronald Regan National Airports are also served by a wide range of both domestic and international carriers. Southwest's large presence, just minutes from Annapolis provides not only an increased number of flights, but increases Annapolis's appeal as a travel destination.xxii

Key Business Objectives Annapolis & Anne Arundel County continue to strengthen their market position by building on branded communities, unique selling points, and almost unlimited opportunity as new assets are identified, defined, and promoted appropriately. Each program and promotion in the marketing plan will continue to be held to a template that maximizes resources, offers measurable results, and encourages partnerships. The marketing plan is oriented toward results, through goals set high enough to provide a manageable stretch for the organization. The plan includes: strategies that move the community towards success; tactics used to implement programs and promotions; and most importantly, measurements that keep the plan on track. The Annapolis & Anne Arundel County Conference and Visitors Bureau leverages the attractions and assets of the destination to enhance economic impact for Annapolis & Anne Arundel County through travel and tourism.xxiii

Travel Industry Association of America (TIA) Travel Industry Association of America (TIA) iii US Depart of Commerce, October 27, 2009 iv bid. v bid. vi The New York Times, October 13, 2009 vii bid. viii bid. x Industry Association of America (TIA) xi iReport,
ii vii

Travel Industry Association of America (TIA) Travel Industry Association of America (TIA) ix Ibid. x Ibid. xi Ibid. xii Annapolis, Anne Arundel County Convention Visitor Bureau. xiii Annapolis, Anne Arundel County Convention Visitor Bureau. xiv Ibid. xv Frommers Maryland & Delaware, 2009 xvi Frommers Maryland & Delaware, 2009 xvii Annapolis, Anne Arundel County Convention Visitor Bureau. xviii Frommers Maryland & Delaware, 2009 xix Ibid. xx Ibid. xxi Annapolis, Anne Arundel County Convention Visitor Bureau. xxii Maryland Department of Business and Economic Development xxiii Annapolis, Anne Arundel County Convention Visitor Bureau.
viii

Market Audit The travel and tourism industry encompasses a number of sectors including transportation, lodging, food services, entertainment and retail. In 2008, domestic and international travelers spent $772.9 billion in the United States.xxiii This generated 7.7 million jobs, $194.1 billion in payroll income, and $117.3 billion in tax revenues for federal, state and local governmentsxxiii. These numbers have steadily increased since 2002 when domestic and international travelers were spending $544.9 billion in the United Statesxxiii As the U.S. and international economies remain in recession for much of 2009, U.S. Travel Insights expects business and leisure (domestic and international) travel trip purposes to decline slightly. xxiii The combination of rising inflation, increasing unemployment, and declining housing wealth are taking a toll on domestic travel.xxiii While the volume of travel seems to be decreasing, travel spending is continuing to show some growth due to rising transportation and hotel prices. Travel inflation has been a problem since 2006 however; relief has begun in the form of moderating oil prices and average daily room rates. xxiii Falling volume and lower travel inflation will moderate the remainder of 2009 and 2010 growth, slowing to 3.3% and 3.7%, respectively.xxiii Total domestic travel in the United States is expected to reach $847.6 billion in 2009xxiii Travel volumes are predicted to move upward in the second half of 2010, and increase more in 2011.xxiii Worldwide, forecasts expect low to moderate increases in average airline fares of 1.5% to 5%. xxiii Car rental rates are expected to remain relatively flat in 2010. xxiii The upcoming year may be a buyers market for hotel programs despite moderate increases in some marketsxxiii.

The average age of the domestic traveler is 46 years of age. xxiii 70% of travelers are married, 16% are single/never married, and 14% are divorced/widowed/or separated.xxiii 39% of travelers have a college degree, 67% of travelers are employed full or part-time. 36% of travelers have children in the householdxxiii. The annual household income is $70,200 mean, $62,900 median. xxiii Most trips occur in July and August. xxiii The lowest travel months are January and February. 51% of trips in 2005 were day trips only; 29% included spending 1-2 nights, 15% included spending 3-6 nights; and 5% included staying 7 nights or more. xxiii The most popular type of lodging is hotel/motel/bed and breakfast.xxiii Other lodging venues include private homes, RV or tent, and time shares. xxiii For the upcoming year, the top five types of trips planned are to beaches, to visit family, to cities (U.S. and International), rest and relaxation trips, and scenic vacations. xxiii In the past year, the average American traveler spent $6,700 on leisure travel. xxiii The top ten U.S destinations were California, Florida, New York, Nevada, Massachusetts, Texas, Tied at 7th place were Washington DC, Illinois and Pennsylvania, North Carolina, Arizona, and New Jersey. xxiii Top factors for domestic travelers to book hotels/resorts included room discounts, room upgrades, complimentary meal plans, airport/dock transfers, and golf.xxiii Consumers appear to be changing their travel priorities due to recent financial crises. Theyre placing more emphasis on obtaining a good travel value for the money, the location theyre traveling to, couple-oriented activities, and business service xxiii The weaker dollar and relative strength in the economies of key origin markets continues to drive international arrivals in the United States. xxiii International travel to the United States in 2008 registered approximately 60.8 million, up 7.2% from 2007. xxiii The strength of foreign currencies against the dollar, relatively strong origin market economic performance, and a renewed interest in the U.S. has combined to drive arrival performance.xxiii While this pace may

begin to moderate, international arrivals are expected to remain strong over the next two to three years.xxiii In 2009, total international arrivals are expected to advance by 4.9% and in 2010 to 5.1%.
xxiii

Most U.S. international markets look like they are showing strength. Canada and Germany are expected to register two consecutive years of double-digit arrival gains in 2008 and 2009.xxiii The United Kingdom, destination U.S.s largest overseas source market, reached 4.8 million arrivals in 2008. xxiii Only Japan failed to send more visitors to the United States in the past few years, primarily due to sluggish economic performance and a relatively narrow incidence (about 5%) of international travel among their population.xxiii In 2008, the top ten U.S city destinations for overseas travelers were New York City, Lost Angeles, San Francisco, Miami, Orlando, Las Vegas, Oahu/Honolulu, Metro DC area, Chicago, and Boston.xxiii

Market Analysis Competitive Analysis With the consumers being cautious with their travel dollars, the competition is fierce in the region and outside of the region to attract prospective travelers. Annapolis and Anne Arundel County must continue to find innovative means to keep the destination top-of-mind with a limited budget of $1.0 Million. The current marketing spending of the primary competitive set is as follows: Savannah at $6 Million; Newport, RI at $2.8 Million, and Charleston, SC.xxiii Annapolis and Anne Arundel County have strong competitors within the region that have established city and state marketing campaigns including Pennsylvania, West Virginia, and Virginia- each had budgets of $31.5 million, $19.1million and $18.2 million, respectively.xxiii Marylands 2007 reported budget was $11.7 million.xxiii The U.S. Travel Associations (TIA)

ranked two of Marylands regional competitors in the Top 20 of state domestic advertising and sales promotion expenditures: Virginia was 20th with $6.1 million, while Pennsylvania was seventh with $6.9 million. Marylands $3.7 million ranked 27th and West Virginias $3.5 million ranked 28th. xxiii In FY2005 AAACCVB commission a study of leisure travelers to Anne Arundel County the following results were made with 60% of Visitors spent night in county with the average stay if 2.8 nights, Household income is of $100,000 plus.xxiii This study indentified what the drivers were in the destination decision making with most came to spend time with family, and enjoyed the following (in rank order) dining, sight-seeing, the historic district including city dock and the US Naval Academy, and shopping at Arundel Mills. xxiii Moreover, the 74% of those who reached the area before visiting, approximately 33% visited a website, and of those used the www.vistannapolis,org site 99% rated the AAACCVB site as very helpful or helpful. xxiii than 50% used the visitor guide as a resource. . xxiii The competition for tourism, convention, and investment dollars is a constant battle amongst cities and states. Many destinations are increasing their tourism advertising efforts to head off decreased travel due to the economy and are increasing their spending into international markets. This competitive marketplace requires Annapolis and Anne Arundel County (AAAC) to work closely with the other Maryland destinations (DMO) to be more competitive and to find creative ways to build on successes in generating interest for AAAC Maryland tourism. Performance measurements need tracked and marketing strategies adjusted as needed. More

.Market Analysis of audit data our interpretation Annapolis Analysis Annapolis SWOT

SWOT Competitive Analysis The SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis is best applied when conducted from a strategic standpoint, that is moving from Weaknesses to Strengths, from Threats to Opportunities, then linking the internal Strengths with the external opportunities and finally moving from the input of the SWOT as an entry point to the output as a exit point. This comprehensive approach invokes a more disciplined approach to reaching a competitive advantage and being able to sustain it longer. The provides a summary of the SWOT at its basic level and depending on market plan priorities entering the fiscal year 2011, the details of taking a strategic approach to this through fiscal year 2015 would produce real and more meaningful long term results for the City of Annapolis.

Competitive Set of Basic SWOT for Major Regional Cities with Likeness to Annapolis

As mentioned in earlier in this market audit section, apart from what is shown here in terms of weaknesses displayed in the competitor cities, one of the major advantages Annapolis has is its milder climate throughout the year. And if that information were coupled with events by being modeled through a combined regression then the results would very likely expose some of the areas where Annapolis own weaknesses could be converted to additional strengths. In other words, if data for hotel stays were being recorded monthly and analyzed with a time-series econometric model, the results from seasonality and events could be combined this exposing the cause that AACVB marketing tactics had on hotel stays in relation to season and events.

Market Assumptions

Given the economic and travel forecasts for 2010, Annapolis and Anne Arundel County (AAAC) should continue to build awareness, so to take advantage of increase in domestic travel. This would in turn increase bookings in the area. With the competitive spending in the region, the AAAC needs to find be innovative in their marketing activates.

Strategic Intent Key Business Objectives Annapolis & Anne Arundel County continue to strengthen their market position by building on branded communities, unique selling points, and almost unlimited opportunity as new assets are identified, defined, and promoted appropriately. Each program and promotion in the marketing plan will continue to be held to a template that maximizes resources, offers measurable results, and encourages partnerships. The marketing plan is oriented toward results, through goals set high enough to provide a manageable stretch for the organization. The plan includes: strategies that move the community towards success; tactics used to implement programs and promotions; and most importantly, measurements that keep the plan on track. The Annapolis & Anne Arundel County Conference and Visitors Bureau leverages the attractions and assets of the destination to enhance economic impact for Annapolis & Anne Arundel County through travel and tourism.xxiii

Current Competitive Position Annapolis and Anne Arundel County offer rewarding travel experiences that most visitors are repeat visitors. Visitors expect a friendly small town feel while appreciating the natural beauty of the area and spending enjoying the rich maritime and colonial heritage with a variety

of attractions from national parks to museums to spas. Close to Baltimore and Washington, DC as well as BWI Airport but feels miles away.

Marketing Objectives Build awareness among key decision-makers resulting in an increase of bookings from FY2010 to FY2011 by eight percent Develop an integrated marketing and communications program to position Annapolis and Anne Arundel County as a year round destination work the AAACCVB partners and volunteers to create packages Construct and Integrate Social Media Policy to deliver on the brand promise Create a visitor loyalty program that will increase the customer database to be 20,000 by 2011 Build awareness key decision-makers, travel media writers, stakeholders, and business planners and the international traveler in markets with established sailing tradition, specifically in the United Kingdom, Canada, Germany, and France.

Marketing Mix Product AAACCVB promotes Annapolis and Anne Arundel County as a destination with a diverse mix of attractions, lodging, restaurants, attractions, museums, shops as well as natural resources. It is the business to deliver positive travel experience that increase a visitors stay and travel dollar spent in market, repeat visits as well as to provide economic benefits back to the community.

Price Given that Annapolis and Anne Arundel County has a variety of attractions, lodging, restaurants, attractions, museums, shops with costs reflecting a wide range, although skewing upscale visitor.

Place AAACCVB has effective distribution channels with the website providing opportunities for consumers to plan and book their travel to the area. The visitor center offers in-person and phone service on information regarding the area. The visitor guide provides a physical guide to the information on the website. This guide is delivered via the postal service, is found in-market at the visitor center or at participating partners in the area.

Promotion The promotional mix for AAACCVB includes public relations, media relations, outreach with over 140 volunteers, print, television, radio, online electronic direct mail, Search Engine Optimization, Online banners, Micro sites, variety of Social media, mobile, electronic newsletter. Additionally, the web site serves as a both a promotional tool and a distribution channel.

People AAACCVB visitor center prides itself on the extensive training for the 140 volunteers that provide a variety of services related to tourism for the area. The visitor experience is key to extending a stay, repeat visiting either for leisure or business. The Business traveler or business or meeting planner historically has visited Annapolis and Anne Arundel County for leisure and has recommended the area for business purposes.

Additionally, Annapolis residents take pride in their city from volunteer to sponsoring Naval Academy students.

Market Segmentation Primary Target Audiences Educated Female Age 35+ - HHI $100,000+ Married, Single or empty nester - Small family size Passionate about travel and travel experiences Active life style - Connecting with family and friends

In marketing Annapolis and the Chesapeake Bay Area to the consumer marketplace, the primary audience are (is?) comprised of educated females that are 35 or more years in age with a Household Incomes (HHI) of over $100,000, and are in professional/managerial positions. As indicated in the Maryland Tourism Board Visitor Study, the size of 2.1 suggests children present in the Household, it may also imply that children are either going to college and or the beginning of the empty nest stage. (i) Women have been the key influencers (78%) for leisure travel based on several research studies over the last several years including The Power of Women study by Roper Research in 2004.(ii) Women take the lead in the vacation decision-making process for their decision-making process for their family vacation or other leisure travel plans and 45% of women are the ones who suggested the destination. (iii) The reason cited for leisure travel is for relaxation, reconnection with family and friends, escapism, gaining a sense of freedom, experiencing adventure and seeing new places, and spending quality time with their husband or significant other. (iv) Additionally, Maryland Tourism has targeted the same primary target audience with a lower Household Income and a older age range, this reflects the Annapolis and Anne Arundel County Visitor that is more affluent and slightly older. (v)

Secondary Target Audiences Travel media writers, specifically in key target markets Business and Meeting Planners Naval Active Alumni - Naval Academy Sponsor Family Active sailing and power boating segment

The secondary target audiences for Annapolis include travel media writers, business and meeting planners, travel media writers, the Naval Academys active alumni, Naval Academy Sponsor Family (in-market) and the active sailing and power boating segment. It is recommended that a pilot for a pilot program to focus on the yachting and sailing be created as it may be an untapped market for both the maritime and leisure yachting industries. Annapolis is known as one of the top sailing destination in the US. (vi) Sailing and power boating are more than a past time or sport, they are industries in leisure yachting and maritime. We developed additional personas for this segment as it is differs from the primary target audience in both gender and household Income.

Personas To be more effective in marketing and communicating to the target audience it is recommended to create personas that reflects the demographics, psychographics, and lifestyle indicators. The following outline each persona: Regional visitors: Catherine and Robert are married, affluent, and live in the northeast. Catherine planned a weekend get-away in a quaint town experience Annapolis provides many activities and interests including sailing, boating, dining, history, the quaint town experience, and they love the outdoors. They may travel three to four hours. Celebrators: Amy is looking for a special place to celebrate a special occasion. She loves to travel and try-out new markets, hotels, and new restaurants. She may be local within

two hours or is including Annapolis as a tag-on when visiting Washington, D.C. or Baltimore, MD. Parents Club: Larry and Maggie who have children at the Naval Academy or St. Johns. They are a slightly older and affluent. They stay in Annapolis at a hotel or inn based on what is specific to the childs schedule parents weekend, football, graduation and commission. Maggie is the one planning the Travel air or car to Annapolis. Yachting/Sailing: Although Sam is married, he prefers to plan his travel, especially by boat during the sailing season or to fly in during the fall to one of the boat shows. He owns at least one boat and is in senior management and lives an affluent lifestyle. (vii) Personas outline

Beyond the personas, segments have been crafted to represent niche markets and including families, affluent traveler (over $100,000 plus), and couples. The mature market represents the older spectrum of the target and a segment that is growing. Additionally, other vertical markets are addressed including sailing (as representative in above the persona Sam), camping, fishing, outfitter vacation, cultural heritage.

As with any destination, it is important to be mindful of stakeholders and partners and to be considered as target audience.

Other Drivers Media Habits: Destinations website have the single most used planning resource for travelers (viii) Booking or retail travel websites are used in most vacations (ix)

Why market to Women as a Primary Target? Woman are the key influencers in the travel They are the fastest-growing segment Women consume more media then men They are the fastest-growing segment

What do travelers want? Extended Weekend Get-aways Value Destination for an extended vacation Change for scenery

Travel Trends: Travel Closer to Home Girlfriends Getaways Multi-Generational Travel Weekend Escapes Romantic Get- aways Eco-friendly vacations Laptops on Vacation

What AAACCVB delivers better than its competitive set? Beautiful small town Variety for the Upscale Traveler Outdoor Water sport market Heritage authentic experience

Integrated Marketing Plan The Integrated Marketing plan main objectives are to increase awareness and to drive conversion or visitation among the target segments and personas. The majority of the marketing plan is regionally or locally targeted to reach visitor source markets. The four markets are Washington, DC; Baltimore, MD; Philadelphia, PA; and New York, NY/New Jersey. For FY2011, it is recommended that an integrated with marketing and communications plan with an umbrella theme to build more brand awareness; therefore the seasonal campaigns will support the overall theme. The overall theme is the sweet spot this will play off of the current tagline Come Sail along. The sweet spot can be customized to each persona and vertical segment for the sailor/Sam persona the sweet may indicate the perfect place to go sailing, whereas, for the celebrators persona the sweet spot might mean the perfect place for a weekend get-away. The seasonal campaigns are as follows:

Summer Sailing and Boating reflects the events and activities (e.g. Regattas and the Fall Boat Shows) Fall/Winter Winter Wonderland focusing on the winter as a destination and highlighting the Christmas Parade and other special events. Spring Romance in the air with Valentines Day and celebrating spring with Spring Fling. Spring/Summer Celebrations highlights graduation, commission week for the Naval Academy, weddings and schools out.

These campaigns will highlight the features of the destination. The advertising will be placed in a mix of traditional and new media. This includes specialty magazines (e.g.travel, lifestyle, regional/city, outdoors), local market (spot) radio, video/cable (if affordable) and direct multi-touch and media (electric and postal) campaign. The online marketing mix will contain SEO (search engine optimization) and SEM (search engine marketing) including organic and

paid; online with a mix of travel, lifestyle portals ad networks targeting different segments. Multi-l level targeting (e.g. geographic, behavioral) will be used as well as social media venues and a pilot program for Facebook and iPhone application to create stickiness and to engage the target. Testing mobile media will create cross platform for messaging and reach the busy woman in the key markets, especially New York and Washington, DC. If successful roll-out after the test period to the other seasonal campaigns. The direct electronic and postal campaign will have a call-to-action with multi-touch to capture emails and landing pages. Consistent communications will reinforce the umbrella theme and provide air cover for the seasonal marketing campaigns. The micro sites will be used for all seasonal campaigns to break-through the clutter on the web site and to capture email address with the goal to create a customer loyalty program and database. Creative ad units will be created in various sizes to maximize impact when advertising including building full-page ads and advertorials, rich media/dynamic online ad units, blogs, video, text ads and for radio 60 and 30 second radio spots. In the January time-frame the web site will go through a redesign to develop a more streamline architecture that will create a better user experience embracing new technologies. This will create an online destination that reflects all of the elements of AAACCVB.

Resources:

i Marylands Tourism ii Roper Research, The Power of Women, Oct. 2005 iii ibd iv ibd v aaaccvb vi Usa Today Budget Radio (4 markets/4 flights) Print Online $245,000 $180,500 $150,000

Direct (electronic/postal) Facebook Application Pilot Programs (2x) Mobile Test Media Subtotal Opportunistic Fund Media Total

$55,000 $12,600 $15,000 $658,100 $60,000 $718,000

Production PR Misc Marketing Expenses* Total

$70,000 $50,000 $162,000 $1,000,000

* Misc Marketing costs include outreach, tradeshows, sales support materials, research studies, etc.

Monitoring Effectiveness The monitoring and stewardship of the marketing plan is critical for accountability and to make revisions as needed. The budget is broken out by medium as the schedule to advantage of volatile media market and to be more opportunistic. It is also recommended to negotiate media on the soft quarter, this will lend to flexibility and to be a richer media mix (e.g. more expensive daypart), larger ad units and to take advantage of any fire-sales on media. Additionally, a misc. marketing expense line item is be used to update research studies and brand awareness. The use of metrics to measure campaigns: ratio bookings to media spend, Return on investment, click-throughs, and benchmarks will help in developing a build a case for more funding. The key performance measures and metrics to be used:

Metric developed for each campaign to capture the visitors from the planning to conversion.

Measure brand awareness and customer engagement to create benchmarks.

Measure campaign effectiveness by Return-on-Investment (ROI), lift, test creative (A/B split), Cost per lead or conversion.

For PR/Communications monitor media clippings.

Conclusion The marketing plan is to provide additional recommendations to the AAACCVB. With more time- sensitive data, this plan can become more effective. The AAACCVB needs to update the visitor research study which is about four-years old, it is recommended that a online or less expensive be fielded prior to planning of FY2011.