2009-2010 Destination Marketing Guide
This past year, the Scottsdale Convention & Visitors Bureau was quick to respond to challenging economic conditions and take advan-
tage of unique opportunities that furthered the destination’s brand and ability to drive business. The CVB moved swiftly to increase
marketing efforts in Scottsdale’s key international markets, shift group sales efforts to generate new leads for hotels and resorts, and
launch a new brand campaign and corresponding Web site to keep Scottsdale top-of-mind with the traveling public.
These efforts, along with a strong tourism community and an action plan for recovery, will help us throughout the 2009-10 fiscal
year (July 1, 2009 – June 30, 2010) as we look for ways to rebound from the economic recession and its effect on all of our businesses.
Here’s what you need to know for the coming year:
1. The Scottsdale Convention & Visitors Bureau’s budget, like most companies, has been reduced drastically – by nearly 30 percent
from 2008-09. This, of course, means we are changing our program of work.
2. We will continue to operate as efficiently as possible while marketing, selling and promoting Scottsdale to as many targeted
customers as we can.
3. Every single one of our members and industry partners is important to us. We are working overtime to make sure that you
have a way to connect with our programs and maximize your membership with us to ultimately increase your business.
In the coming year, the CVB will continue to focus on three main areas: filling room nights and driving business to you, branding
the destination, and providing top-notch service to our members and customers.
Your team at the Scottsdale Convention & Visitors Bureau is ready for the challenges ahead, but it will take all of us working
together to help our destination recover.
We invite you to join us in extending our message to both repeat and potential Scottsdale visitors. Please feel free to contact us to
share new ideas on how we can work together to more effectively market Scottsdale as a premier destination.
Rachel Sacco Michael Surguine
President & CEO Chairman of the Board
full- & part-time staff list
Executive Office Sharon Utsunomiya Convention Sales & Tourism
Visitors Center Manager Services
Rachel Sacco (480) 421-1004 Deanne Boynton Grupp
President & CEO email@example.com Renee Angeles, CMP Vice President of Tourism
(480) 949-2160 Director of Sales & Services (480) 949-6285
firstname.lastname@example.org Sue Ritchie (480) 949-6297 email@example.com
Visitors Center Concierge firstname.lastname@example.org
Rita Pavoni (480) 421-1004 Ashlee Ciora
Executive Assistant email@example.com Kelli Blubaum, CMP Tourism Sales Manager
(480) 949-6295 Senior National Sales Manager (480) 949-2161
firstname.lastname@example.org Judi Simons (480) 949-6293 email@example.com
Visitors Center Concierge firstname.lastname@example.org
Brent DeRaad (480) 421-1004 Sarah Reck
Executive Vice President email@example.com Courtney Berryman, CMP Tourism Sales Manager
(480) 429-2256 National Sales Manager (480) 889-2705
firstname.lastname@example.org Diane Torosian (480) 949-6287 email@example.com
Visitors Center Concierge firstname.lastname@example.org
(480) 421-1004 Mary Carlson
Marketing email@example.com Julie Nicolazzi, CMP Tourism Coordinator
National Sales Manager (480) 889-2715
Lauren Simons Jason Martin (480) 949-2163 firstname.lastname@example.org
Vice President of Marketing Warehouse Assistant email@example.com
(480) 889-2714 (480) 889-2720
firstname.lastname@example.org email@example.com Anne Pashia Membership &
National Sales Manager Administration
Caroline Stoeckel (480) 429-2247
Director of Marketing Communications firstname.lastname@example.org Genia Kehayes
(480) 429-2246 Vice President of Finance &
email@example.com Laura McMurchie Kimberly Urich Administration
Vice President of Communications National Sales Manager (480) 949-2162
Kelly Tope (480) 429-2253 (480) 949-2164 firstname.lastname@example.org
Marketing Coordinator email@example.com firstname.lastname@example.org
(480) 889-2711 Marilyn Smith
email@example.com Rachel Pearson Kelli Hodge Accounting & HR Assistant
Director of Corporate Sales & Services Manager (480) 949-6292
JoAnne Zeterberg Communications (480) 889-2707 firstname.lastname@example.org
Creative Director (480) 429-2259 email@example.com
(480) 949-6284 firstname.lastname@example.org Cindy Smith
email@example.com Kelsey Paul-Petersen Accountant
Tatum Luoma Sales Project Manager (480) 889-2703
Charity Snyder Director of Public Relations (480) 429-2257 firstname.lastname@example.org
Art Director (480) 889-2719 email@example.com
(480) 949-2179 firstname.lastname@example.org Karin Mayes
email@example.com Sharon Strauss Membership Services Coordinator
Katarina Kovacevic Sales Assistant (480) 889-2713
Sara Gilles Communications Coordinator (480) 429-2248 firstname.lastname@example.org
Production Coordinator (480) 889-2716 email@example.com
(480) 889-2718 firstname.lastname@example.org Kristina Perkins
email@example.com Director of Information
Melissa Matthews Technology
Josh Kenzer Communications Assistant (480) 949-6286
Online Marketing Manager (480) 429-2254 firstname.lastname@example.org
(480) 949-6280 email@example.com
firstname.lastname@example.org Adam Gonzales
Technical Support Specialist
Mitchell Tay (480) 889-2722
Online Marketing Coordinator email@example.com
board of directors
Executive Committee *Rachel Sacco Del Cochran Greg Miller
Scottsdale Convention & Visitors Grayhawk Golf Club Royal Palms Resort and Spa
Michael Surguine, Chairman Bureau
Sanctuary on Camelback Kathy Duley Vince Parrotta
Mountain Resort and Spa Michael Stephens Duley Jones Gallery Four Seasons Resort Scottsdale
Hyatt Regency Scottsdale Resort at Troon North
Tom Silverman, Vice Chairman and Spa at Gainey Ranch Margaret Dunn
Chaparral Suites Resort Scottsdale Ollie the Trolley Arnold Roy
Frank Lloyd Wright’s Taliesin West
Richard Bibee, Immediate Past Board Members Councilwoman Mary Hamway
President Town of Paradise Valley Dan Schweiker
Valeriano Antonioli China Mist Brands
Don Carson InterContinental Montelucia Steve Helm
Don & Charlie’s Restaurant Resort & Spa Scottsdale Fashion Square *Ex-officio Member
Michael Hoffmann Councilwoman Lisa Borowsky Jim Hollister
The Boulders Resort & Golden City of Scottsdale FireSky Resort & Spa
*Kathy Carlisle O’Connor Peter Kasperski
John Holdsworth City of Scottsdale Cowboy Ciao
Andrew Chippindall Blessing McAnlis
*Mike King Hotel Valley Ho Casino Arizona/Salt River Pima-
Gammage & Burnham Maricopa Indian Community
Scottsdale Tourism City of Scottsdale Fort McDowell Yavapai
Development Commission Nation
Mayor Jim Lane
John Holdsworth, Chairman Councilwoman Lisa Borowsky President Dr. Clinton Pattea
TLX Inc. Councilman Wayne Ecton Vice President Bernadine Burnette
Councilwoman Suzanne Klapp Councilman Ruben Balderas
Michael Surguine, Vice Chairman Councilman Robert Littlefield Councilman Paul Russell
Sanctuary on Camelback Mountain Councilman Ron McCullagh Secretary Pansy Thomas
Resort and Spa Councilman Tony Nelssen Treasurer Pam Mott
City Manager John Little
Kate Birchler Salt River Pima-Maricopa
Macerich/Westcor Indian Community
Town of Paradise Valley
Sam Fox President Diane Enos
Fox Restaurant Concepts Mayor Vernon Parker Vice President Martin Harvier
Vice Mayor Jini Simpson Councilman Anthony Collins
David Richard Councilman Ron Clarke Councilman Thomas Largo
The Phoenician Councilwoman Mary Hamway Councilman Ricardo Leonard
Councilwoman Pam Kirby Councilwoman Claire Miller
Leon Young Councilman Scott LeMarr Councilwoman Lynn Myore
W Scottsdale Hotel & Residences Town Manager Jim Bacon Councilwoman Dixie Padilla
Councilwoman Deanna Scabby
Kathy Carlisle O’Connor
City of Scottsdale (staff liaison)
City of Scottsdale (staff liaison)
2009-10 Key Objectives
1. To fill room nights and generate revenue for the City of Scottsdale and local businesses.
2. To brand Scottsdale as a world-class vacation, meetings and group travel destination.
3. To provide top-notch service.
2008 Review Hotel InventoRy
In 2008, the Scottsdale market area, encompassing Scottsdale 16,237
2007 2008 15,345
and Paradise Valley hotels and resorts, dropped 8 percent in
occupancy (61 percent), while average daily rate increased 2
percent to $172.26. Revenue per available room (RevPAR) 9,167 9,444
dropped 6 percent to $105.05.
Ironically, Scottsdale’s 2008 rates were the highest in its his-
tory due primarily to the 13 percent spike in February’s rates, 1,572 1,865
attributable to Super Bowl customers who paid more than $400
per night for accommodations in the destination. Scottsdale Paradise Valley Periphery total
(Source: City of Scottsdale)
The softening of Scottsdale’s tourism industry can be traced
on the Rise: Additional hotel rooms were built in Scottsdale and Paradise Valley in 2008,
back to mid-2007. Year-over-year occupancy rates dropped in
increasing inventory by 5.5 percent.
five of the final six months of 2007. Additionally, February was
the only month in 2008 that had a year-over-year occupancy
increase. RooM InventoRy by categoRy (ScottSdale only)
ScottSdale Hotel/Motel SaleS tax Revenue 36%
Limited Service 42%
3,425 rooms 3,939 rooms Resort
(Source: City of Scottsdale) (Source: City of Scottsdale)
Reduced tax Revenue: Scottsdale’s hotel/motel sales tax revenue decreased by 6.1 the Resort lifestyle: The largest number of rooms in Scottsdale is in the resort
percent from 2007 to 2008. category.
ScottSdale RooM Revenue vS. total Hotel Revenue ScottSdale touRISM InduStRy MeaSuReMentS
total Room total Hotel Room Revenue as occupancy Room Rate RevPaR bed tax
Revenue Revenue % of Hotel Revenue
2008 . . . . . 61.0% . . . . . . . . $172.26. . . . . . . . $105.05 . . . . . $9,216,185
2007 . . . . . . . $324,725,700. . . .$561,259,697 . . . . . . . . . . . 57.9%
2007 . . . . . 66.6% . . . . . . . . $170.59. . . . . . . . $113.58 . . . . . $9,741,770
2008 . . . . . . . $309,290,467. . . $481,624,704 . . . . . . . . . . . 64.2%
2006 . . . . . 69.9% . . . . . . . . $164.19. . . . . . . . $114.72 . . . . . $9,375,017
(Source: City of Scottsdale) 2005 . . . . . 69.9% . . . . . . . . $146.55. . . . . . . . $102.45 . . . . . $8,276,226
2004 . . . . . 66.6% . . . . . . . . $135.42. . . . . . . . . $90.16 . . . . . $7,439,669
do not disturb: Scottsdale visitors spend 64 percent of their hotel revenue on the
room, and the remaining 36 percent on food and beverage and other services such 2003 . . . . . 62.1% . . . . . . . . $130.47. . . . . . . . $80.99 . . . . . $6,713,203
as golf, spa and retail. 2002 . . . . . 60.6% . . . . . . . . $136.88. . . . . . . . $82.89 . . . . .$6,846,846
2001 . . . . . 60.4% . . . . . . . . $146.47. . . . . . . . . $88.51 . . . . . $7,276,496
While Scottsdale’s occupancy and room revenue declined in (Sources: Smith Travel Research, City of Scottsdale)
2008, non-room revenue at local hotels and resorts declined to
an even greater degree. The recession is reducing the amount average daily Rate: Scottsdale’s room rates continued to hold strong in 2008
despite declining occupancy.
spent on group food and beverage, room service and on-site
restaurant and bar operations, spa services, golf, and more.
The City of Scottsdale also examines retail sales taxes and res- 2009 Forecast
taurant taxes in the context of tourism. While residents pay We anticipate, like many other tourism-driven destinations,
the majority of these taxes, visitors contribute a substantial that 2009 will be a difficult year for Scottsdale.
amount. During the final seven months of 2008, Scottsdale
retail sales taxes were down 19 percent year-over-year, while Meetings Business
restaurant taxes were down 11 percent. The Scottsdale area has numerous high-end resorts and hotels
that cater to corporate, incentive and small association meetings.
Tourism, like many industries, is cyclical. Scottsdale enjoyed Unfortunately, Congress and the national media have been
substantial growth throughout the late 1990s before the in- portraying legitimate business meetings as perks and wasteful
dustry softened in 2000 and plummeted after the Sept. 11, spending. The climate of fear, combined with the worsening
2001, terrorist attacks. Scottsdale’s recovery initiated in 2004 economy, has greatly reduced the universe of meetings, which
and grew strongly in 2005 and 2006. Scottsdale’s tourism is causing destinations to offer deep discounts to attract the
performance leveled off in 2007 before the major occupancy limited amount of available business.
drop occurred in 2008. The destination’s 2008 drop in tourism
performance was similar to what occurred throughout the U.S. Our resorts and full-service hotels estimate that as much as 60
lodging industry last year. percent of their business comes from meetings and business
travel. The recovery of Scottsdale’s tourism industry is largely
dependent on companies resuming their meetings. While this
is the first step toward reversing the downward trends, we be-
ScottSdale touRISM vS. u.S. lodgIng InduStRy lieve it will take longer for meeting delegate spending to return
2007 Scottsdale united States Scottsdale advantage to 2006 and 2007 levels.
occupancy . . . . . . . 66.6%. . . . . . . 63.2% . . . . . . . . . . . . . 5%
Room Rate . . . . . . . $170.59. . . . . . .$103.64 . . . . . . . . . . . . 65% Scottsdale is by no means alone in facing these issues. The
RevPaR . . . . . . . . . $113.58. . . . . . . $65.50 . . . . . . . . . . . . 73% U.S. Travel Association is leading the advocacy of tourism to
Congress. Additionally, the industry responded by posting on
www.ustravel.org best practices and travel guidelines for com-
occupancy . . . . . . . .61.0%. . . . . . . 60.4% . . . . . . . . . . . . . 1% panies to use as a resource. Perhaps most impactful to date
Room Rate . . . . . . . $172.26. . . . . . .$106.55 . . . . . . . . . . . . 62% is a letter sent to Congress in February 2009 from leaders of
RevPaR . . . . . . . . .$105.05. . . . . . . $64.37 . . . . . . . . . . . . 63% America’s major hotel companies. The letter asked Congress to
(Source: Smith Travel Research) champion tourism, along with the jobs and economic impact
created by the industry, rather than establish rules that dis-
Scottsdale advantage: Scottsdale’s cachet continued to allow our community to see
advantages over the U.S. average in occupancy, room rate and revenue per available
courage travel and would hinder economic recovery.
The hotel leaders cited U.S. Department of Labor statistics in Some positive signs are beginning to emerge, however. Ac-
making the aforementioned points. Nearly 200,000 travel-re- cording to YPartnership, the U.S. Traveler Sentiment Index
lated jobs were eliminated in 2008, while Commerce Depart- rose in February 2009, which is the first increase since Janu-
ment data predicts a loss of an additional 247,000 travel-related ary 2008. This index is a derivative of six variables: interest in
jobs in 2009. travel, availability of time to travel, availability of money to
travel, perceived affordability of travel, quality of travel ser-
At the Scottsdale Convention & Visitors Bureau, we have re- vices, and safety. Perceived travel affordability recorded the
sponded by increasing phone prospecting, conducting targeted largest increase, which, combined with pent-up demand for
sales calls and missions, purchasing meeting planner databases travel, could help spur incremental activity.
and seeking new business. From July 2008 through June 2009,
40 percent of our sales leads came from new business – clients YPartnership also reported in February 2009 that one in four
who were not in our database as of June 30, 2008. affluent leisure travelers plan to take more trips during the
next 12 months than they took during the previous 12 months.
Despite these efforts, our leads, bookings and room nights are Nearly three out of five are likely to take the same number of
down nearly 20 percent year over year. We will continue, how- trips, while 35 percent expect to spend more on leisure travel.
ever, to solicit new business for our resorts and hotels and will
continue encouraging our member properties to look for op- Scottsdale Outlook
portunities to package value-added amenities into their client Although the Scottsdale CVB’s budget will decrease by approxi-
proposals rather than compete solely on price. mately 30 percent in our coming fiscal year (July 1, 2009 – June
30, 2010), we will maintain our convention sales efforts, while
2009 Projections proceeding with cooperative and standalone leisure advertising
In 2009, Smith Travel Research is projecting the following for and promotion that contains tactical approaches to filling Scotts-
the U.S. tourism industry: dale-area room nights with group and individual travelers.
• Occupancy to decrease more than 2 points to 58.1 percent
(but hold steady in 2010) We believe it is vital to continue branding Scottsdale as one of
• Supply to increase by 2 percent the world’s top destinations for leisure, group and meetings
• Average daily rate to decrease 2 percent travel. Due to outstanding product and effective advertising,
• Revenue per available room to decrease nearly 6 percent Scottsdale enjoys a cachet that has led to Scottsdale/Paradise
Valley room rates being 30 percent higher on average than
In its 2009 tourism outlook report, Deloitte said economic throughout the rest of the Phoenix area. We plan to continue
difficulties are expected to continue well into 2009 affecting to market to affluent leisure travelers in our top feeder markets
how and where people travel. Based on Deloitte’s October of New York, Chicago and Los Angeles to promote the out-
2008 travel survey, 38 percent of respondents said they expect to standing values and packages at our properties.
spend less on vacation/leisure travel over the next 12 months,
nearly double the 21 percent who expect to spend more. ScottSdale vS. PHoenIx MetRo touRISM InduStRy
2008 Scottsdale Phoenix Metro* Scottsdale advantage
PricewaterhouseCoopers issued a revised lodging forecast in
occupancy . . . . . . . .61.0%. . . . . . . 58.8% . . . . . . . . . . . . 3.7%
early 2009 projecting an 11.2 percent decrease in revenue per
Room Rate . . . . . . . $172.26. . . . . . . $110.74 . . . . . . . . . . . 55.6%
available room during 2009. PwC expects significant drops
RevPaR . . . . . . . . .$105.05. . . . . . . .$65.11 . . . . . . . . . . . .61.3%
in both occupancy and rate, which is leading to the projected
(Source: Smith Travel Research)
double-digit reduction in RevPAR for the year.
*Excludes Scottsdale/Paradise Valley
The nation’s airlines will carry 41 million fewer passengers Setting us apart: Scottsdale-area resorts continue to outperform other area hotels.
this year, according to a new forecast, and the industry will
not begin to rebound until 2010 at the earliest. The projection According to Deloitte in its 2009 industry outlook, building
from the Boyd Group, an aviation consulting firm, predicted brand value is more important than ever. The competition for
that the airline industry will take in $25 billion less through customers and market share will intensify in 2009; therefore,
2011 unless ticket prices are increased significantly. Consider- the ability of destinations to define and consistently deliver on
ing that more than 70 percent of Scottsdale’s visitors arrive by a distinct brand promise can increase demand and build cus-
airplane, this is a disconcerting projection. tomer loyalty.
We also are expecting that strong international travel will help sdale features numerous high-end events that have enhanced
Scottsdale to offset decreased demand in 2009 from meetings the destination’s January through April peak season, while our
and domestic travelers. The CVB’s tourism and communications fall shoulder season represents a great opportunity to bring in
departments used a one-time allocation in 2008 to increase new events. The Frys.com Open, Crave Arizona culinary fes-
Scottsdale’s presence in our top international markets of Canada, tival, Scottsdale Fashion Week and Arizona Restaurant Week
Germany and the United Kingdom. The travel trade co-ops are recent, major additions to Scottsdale’s fall calendar.
and significant increases in Scottsdale travel articles in these
countries are leading to increased awareness about Scottsdale. • Fiesta Bowl: The Scottsdale CVB, in conjunction with the
City of Scottsdale, signed a 20-year agreement in 2006 with
Scottsdale’s Strengths the Fiesta Bowl that will keep Fiesta Bowl and Bowl Champi-
onship Series teams, alumni, media and other groups staying
Resorts in Scottsdale and Paradise Valley through 2026. Fiesta Bowl
The Scottsdale area features numerous properties that are rec- business is especially important considering it brings thou-
ognized among the nation’s best resorts. Last fall, two new sands of fans to Scottsdale during the holiday season when
properties opened – the W Scottsdale and InterContinental there is a dearth of meetings business.
Montelucia Resort & Spa. In addition, we continue to see ex-
isting properties undergo major renovations to remain com- fIeSta bowl – ScottSdale vS. PHoenIx MetRo
petitive (such as the Hyatt Regency Scottsdale Resort and Spa Jan. 2-6, 2009 Scottsdale Phoenix Metro* Scottsdale advantage
at Gainey Ranch and The Phoenician), as well as new product occupancy . . . . . . . .51.2%. . . . . . . 43.8% . . . . . . . . . . . .16.9%
entering the market (such as the anticipated Talking Stick Re-
Room Rate . . . . . . . $156.07. . . . . . .$106.30 . . . . . . . . . . . 46.8%
sort and Ritz-Carlton Paradise Valley).
RevPaR . . . . . . . . . $80.25. . . . . . . $47.07 . . . . . . . . . . . 70.5%
(Source: Smith Travel Research)
Destination Product *Excludes Scottsdale/Paradise Valley
Scottsdale is arguably one of the world’s best places to live and
visit due to its unique climate and Sonoran Desert setting com- forward thinking: The CVB and City’s contract with the Fiesta Bowl helps keep the
bined with high-end built attractions. In addition, Scottsdale teams, alumni and fans staying in Scottsdale and Paradise Valley.
differentiates itself from competitive destinations through its
arts and culture, dining and nightlife, golf, spas and shopping. • FBR Open: With more than 470,000 people coming through
the turnstiles during the week (Jan. 26 – Feb. 1, 2009), it re-
Air Service mains the most highly attended event on the PGA Tour.
More than 70 percent of Scottsdale’s visitors arrive via airplane
– primarily at Phoenix Sky Harbor International Airport. Sky • Barrett-Jackson Classic Car Auction and P.F. Chang’s
Harbor is served by more than 20 airlines that provide nonstop Rock ‘n’ Roll Arizona Marathon & ½ Marathon: In 2009,
service from Phoenix/Scottsdale to 100 cities per day in the these events converged on the same dates. For the five-day
United States, Canada, Mexico and Europe. Approximately travel period associated with these events (Jan. 15-19, 2009),
39.9 million passengers flew into and out of Sky Harbor in occupancy at Scottsdale/Paradise Valley resorts was 73.3
2008, a decrease of 5.4 percent from 2007. percent, 14 percent higher than the rest of the Valley. The
CVB has partnered with Competitor Group since 2004 to
Scottsdale also is fortunate to be served by Scottsdale Airport, bring a portion of the route through downtown Scottsdale
which is a vital part of the community. Scottsdale Airport re- while attracting runners to our hotels and resorts. The mara-
cords more than 200,000 operations annually, including thou- thon has grown into one of the world’s largest running events
sands of private aircraft associated with affluent business and with more than 35,000 participants. Scottsdale receives ap-
leisure travelers. Scottsdale Airport is a tremendous amenity proximately 6,000 room nights annually from this event.
for high-profile visitors traveling to Scottsdale events, such as
the FBR Open and Barrett-Jackson Collector Car Auction. • Spring Training: Scottsdale’s top tourism month is March
due primarily to the strength of Major League Baseball’s
Events Cactus League spring training. Scottsdale Stadium in down-
The CVB has executed long-term marketing agreements with town is the spring home of the San Francisco Giants. Plus,
a handful of local major events, which has helped turn January with a total of 12 teams conducting their spring training ac-
from a shoulder to a peak-season month. Additionally, Scott- tivities in the metro area, and the Cincinnati Reds relocating
here for 2010 spring training, the entire region benefits from • Twitter – www.twitter.com/scottsdaleaz: Potential visitors
the Cactus League. A recent study shows that Cactus League can receive regular updates on what’s happening in Scottsdale.
has a $22 million economic impact on Scottsdale.
Tourism’s Importance to Scottsdale
Trends for 2009 & Beyond Tourism is a vital part of our local economy.
Several trends have emerged that are impacting how we market • Scottsdale tourists generated $36.7 million in additional tax
Scottsdale to our customers. revenue for the City’s General Fund in 2007-08.
• In Scottsdale, 32.5 percent of all sales tax comes from non-
Value Message residents.
Many people are still traveling, but value has become king. • One in six jobs is directly related to tourism and another 23
Travelers are more cost-conscious – traveling in the middle percent also is impacted by the industry.
of the week, reducing the number of days they travel, choos- • Scottsdale’s property tax rate is about 27 percent lower than
ing a day spa instead of going to a destination spa. According the average of other metro area cities.
to Deloitte, smart hospitality organizations with innovative (Sources: Scottsdale/Paradise Valley Tourism Study, Visitor Sta-
and cost-effective programs will be able to increase customer tistics, September 2008; City of Scottsdale)
loyalty and drive demand. However, Smith Travel Research
cautions against discounting, which can erode profits for years. Scottsdale CVB Overview
The CVB is working with members to provide value-added The Scottsdale CVB is a 501(c)(6) nonprofit, private company
packages and promotions that will not affect our cachet and that has contracts with the City of Scottsdale and Town of Par-
yet will drive business to Scottsdale. adise Valley to conduct destination marketing efforts on behalf
of these municipalities. These entities provided approximately
Sustainability Initiatives $7 million of the CVB’s $11 million budget in 2008-09.
Leisure travelers and meeting planners alike are seeking desti-
nations – and specific vendors and experiences – that are envi- The CVB’s primary funding comes from a 3 percent bed tax
ronmentally conscious and working to minimize impact. There collected by Scottsdale resorts and hotels and passed along to
is still much to do, but the CVB is excited about continuing to the City. Twenty percent of bed-tax collections go to the City’s
introduce green, sustainable initiatives to our members. General Fund, while the remainder is allocated to tourism. A
city commission, the Tourism Development Commission (TDC),
Social Networking recommends to the Scottsdale City Council how to allocate the
The CVB launched a re-branded Web site, www.ExperienceScotts- tourism funds. The TDC and City Council allocated nearly $6.7
dale.com, in early 2009. The site provides a substantial number million to the CVB in 2008-09, down from $7.4 million in
of tools and features to help customers plan their Scottsdale 2007-08. The remaining tourism funding was used for special
programs or vacations. Customers also can stay updated on event promotion, attraction infrastructure and visitor research.
Scottsdale through the CVB’s social media tools, including: The City’s relationship with the CVB is overseen by the City’s
tourism development manager and the TDC.
• Blog – http://blog.scottsdalecvb.com: A supplement to the
CVB’s Web site, the blog allows for two-way conversations Other 2008-09 CVB public-funding sources included the
where comments can be posted, along with feedback and State of Arizona, via Proposition 302, where Maricopa County
questions about member events and Scottsdale news. resort/hotel operators and rental car companies collect and
pass along an additional tax to the state that is then split and
• Facebook – www.scottsdalecvb.com/facebook: Scottsdale invested in numerous projects. The Scottsdale CVB received
fans share their videos, photos and links and connect with more than $1.3 million in Proposition 302 proceeds in 2008-09.
each other on their Scottsdale experiences.
Partnering with neighboring communities is critical for Scotts-
• Flickr – www.flickr.com/photos/scottsdale-arizona: Im- dale as they continue to build tourism attractions and hotels
ages of Scottsdale activities and events are posted online. along Scottsdale’s borders. As partners, we can build the region’s
attractiveness in the eyes of our visitors.
• YouTube – www.youtube.com/user/ScottsdaleCVB: Videos
showcasing Scottsdale’s tourism amenities, events and The Salt River Pima-Maricopa Indian Community, which
members are posted online. borders Scottsdale on the east, invested $75,000 in the CVB
in 2008-09. The Community is scheduled to complete con- Return on Investment
struction on the Talking Stick Resort in early 2010. They In 2007-08, the Scottsdale CVB generated $32 for the commu-
currently operate Talking Stick Golf Club and two Casino nity for every $1 invested in the CVB. In addition to tracking
Arizona facilities. Additionally, the Fort McDowell Yavapai our return on investment, the CVB also evaluates the success
Nation, located 25 miles northeast of downtown Scottsdale, of its programs and reports results regularly.
invested $90,000 in the CVB’s 2008-09 marketing efforts. Fort
McDowell Yavapai Nation operates Radisson Fort McDowell The CVB provides monthly reports to our Board of Directors
Resort & Casino, Fort McDowell Adventures and We-Ko-Pa and the City of Scottsdale. Reports also are generated quarterly
Golf Club. for the Scottsdale Tourism Development Commission and the
CVB’s community partners to provide customized return on
ScottSdale conventIon & vISItoRS buReau investment recaps. Program results are reported often to CVB
2008-09 Revenue SouRceS members through the weekly Tourism Industry Update e-news-
letter and the Membership Minute blog, at Quarterly Update
Other 2% Meetings, and through the annual report distributed each fall.
Town of Paradise Valley Scottsdale
5.5% 62.8% cvb RetuRnS $32 foR eveRy $1 InveSted
State of Arizona 12.2% 2007-08 economic Impact
Scottsdale visitor economic Impact . . . . . . . . . . . . . . . . . $126,253,688
cvb web Site economic Impact . . . . . . . . . . . . . . . . . . . . $177,551,978
cvb convention Sales booking Impact. . . . . . . . . . . . . . . . $61,304,750
total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $365,110,416
(Source: Scottsdale Convention & Visitors Bureau)
cvb’s total 2007-08 Revenue (divided by) . . . . . . . . . . . . . . $11,506,855
cvb’s total Return on Investment . . . . . . . . . . . . . . $31.73 per every $1
funding: The Scottsdale CVB’s primary funding comes from bed tax collected by Scotts-
(Sources: Scottsdale/Paradise Valley Tourism Study, Visitor Statistics; City of Scottsdale
dale resorts and hotels and passed through the City of Scottsdale.
Visitor Inquiry Study; Scottsdale CVB and DMAI economic impact formulas)
The CVB has been a standalone company since July 2001 after Return on Investment: The CVB prides itself on using funds efficiently on behalf of
our members and the community.
having been an arm of the Scottsdale Area Chamber of Commerce
for 14 years. The CVB has 39 full-time-equivalent employees,
along with a volunteer board of directors comprised of local in- Our Partnership with You
dustry leaders who represent a variety of segments from the We at the Scottsdale CVB are honored to partner with our
hospitality and tourism industry. valued members, along with the municipalities and Native
American communities for which we provide destination
Vision marketing services. We exist to position Scottsdale as one of
Our vision is to position Scottsdale as a world-class vacation, the world’s most desirable destinations for leisure and business
meetings and group travel destination by communicating an travel, while creating programs that retain existing visitors and
image that sells the uniqueness of the Scottsdale experience. attract new customers to the greater Scottsdale area.
Mission Scottsdale has a cachet that has been built over the years based
The CVB is committed to enhancing the economic base of on promising and delivering an outstanding and unique expe-
Scottsdale and its partnering communities through a strong rience. We intend to continue branding Scottsdale as an up-
visitor, meetings and group travel industry. We achieve this by: scale destination that allows visitors to rejuvenate by escaping
• Maintaining a leadership position in Arizona’s hospitality the rigors of daily life.
and tourism industry
• Positioning Scottsdale in domestic and international markets to We invite you to review this destination marketing guide to
attract targeted, high-value visitors to our resorts and hotels learn how you can best partner with us at the Scottsdale CVB
• Teaming with member businesses to create awareness and to extend our collective message. We look forward to working
excitement among meeting planners, tour operators, travel with you again in the coming year!
agents and media in our established feeder markets, while
building credibility and interest in our entry markets
2009-10 Key Objectives
1. To generate bed tax for Scottsdale and Paradise Valley coffers, as well as revenue for our member
resorts and hotels, and other tourism-related businesses.
• Complement our branding efforts with tactical promotions that drive bookings and business to our members and encourage
additional spending in the destination.
• Increase Web site, online and e-mail promotions as they are typically more cost effective than print buys.
• Engage in more social media efforts to further drive traffic to our site and ultimately to our members.
• Increase use of direct mail to target leisure visitors and meeting planners with tactical, bookable offers to help drive business.
• Engage in programs with Travelocity that allow for measurable results and will assist with booking more business for our members.
• Leverage investments and sponsorship opportunities with events to increase room nights to Scottsdale.
2. To brand Scottsdale as a world-class leisure and meetings destination in our core geographic feeder
markets with integrated media campaigns.
• Continue our national marketing programs in our top feeder markets of New York, Chicago and Los Angeles, and continue
advertising in San Francisco, San Diego and Denver due to the strong increases in the viability of these secondary markets.
• Maintain our Canadian marketing efforts to increase visitation from markets with nonstop flights, including Calgary, Edmonton,
Toronto, Vancouver and Winnipeg.
• Tone down exclusive or luxurious language and opt for more of a rejuvenating, welcoming, fun voice.
• Focus leisure messaging on connecting with friends and family; value; and enjoying personal, nature-based or urban experiences.
• Focus sales messaging on value; accessibility; amenities such as dining, nightlife and desert adventure; the new product in Scottsdale;
and the top-notch service provided by working with the Scottsdale Convention & Visitors Bureau.
Overview nities within which our members may gain maximum exposure
The Scottsdale Convention & Visitors Bureau’s marketing de- and the greatest return on investment.
partment brands Scottsdale as an upscale leisure and meetings
destination through the use of advertising, high-end collateral Target Audiences
and publications, online and e-mail outreach, event marketing The Scottsdale CVB strategically targets the consumer, meet-
and sponsorships. The department includes advertising, fulfill- ings, and tour and travel markets. Within each group, we de-
ment, online, creative services and visitor information. velop refined customer profiles based upon research that assist
us in crafting precise messages and selecting the most effective
Our marketing plan is primarily based on cooperative opportu- delivery methods.
geogRaPHIc taRget MaRKetS graphic reach, response rate, cost per response, reader demo-
Primary: Chicago, New York, Los Angeles graphics and editorial coverage on Scottsdale and Arizona.
Secondary: Denver, San Diego, San Francisco, Canada
Scottsdale print advertising is complemented, when appropri-
ate, by targeted broadcast and radio flights, as well as online
target Markets: Based on our research, the CVB’s marketing programs will be banner ads, in key target markets. The programs we develop
targeted to the highest-performing feeder markets. and the mediums we employ to brand the destination are se-
lected as a result of this research and strategic planning. The
leISuRe tRaveleR – aveRage vISItoR CVB seeks media outlets that align the Scottsdale luxury travel
messages with the appropriate mediums to target our niche
Median age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 years old
audiences on a personal level.
Median household income. . . . . . . . . . . . . . . . . . . . . . . . . . . $107,700
average length of stay . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4 nights To extend the reach of Scottsdale’s advertising program and to
average daily expenditures (hotel guests) . . . . . . . . . . . . . . . . . . $455 maximize our resources, the CVB has developed a variety of
Percentage of overnight stays in a hotel/resort . . . . . . . . . . . . . . .65% cooperative advertising opportunities for our industry part-
u.S. regions where visitors are from (in rank order): West, Midwest, Northeast, ners. Participants in these programs benefit by receiving dis-
South counted rates, taking advantage of additional advertorial space
top 10 activities (in rank order): Shopping, Day Trips, Art Galleries & Museums, and merchandising, and increasing the reach and frequency of
Nightlife, Western Culture & Attractions, Native American Arts & Culture, Outdoor
the Scottsdale message. Cooperative opportunities are available
Desert Activities, Spa/Rejuvenation, Special Events, Overnight Trips to Other
in the CVB’s print and online advertising campaigns, as well as
Locations in Arizona
through direct mail and e-mail.
(Sources: Scottsdale/Paradise Valley Tourism Study Part II: Visitor Statistics 2008; City of
Scottsdale Visitor Inquiry Study 2008)
our visitor: The profile above reflects our average leisure visitor who requests Promotions are used to add value to our advertising campaigns,
information from the Scottsdale CVB.
highlight events, and create stronger calls-to-action that will
help us collect more contact information for our direct mar-
Brand Position keting programs. A typical promotion includes a cooperative
In all marketing programs, Scottsdale is positioned as an up- print advertising component with e-mail, direct mail or social
scale resort destination offering outstanding weather, spas, golf, media; a gift giveaway or vacation sweepstakes; and an “enter-
arts, outdoor adventure, shopping, dining and nightlife. to-win” online splash page. These contests allow the CVB to
gather new names for our database and begin a relationship
The CVB’s brand campaign showcases the unique and surreal with potential visitors.
quality of the Sonoran Desert and brings to life the energy, ex-
citement and contemporary rewards of modern life in Scottsdale. Relationship Marketing
Each print ad explores the layered experiences inherent in a We use relationship marketing to keep Scottsdale top of mind
quintessential Scottsdale vacation, and the creative incorporates with people who have already visited, expressed an interest
vibrant colors, rich textures and abstract scenes that capture in visiting, or fit the profile of our target audience. The col-
the unique spirit Scottsdale’s target audience expects of luxury lected data provides a glimpse into our customers’ interests,
brands. behaviors and buying patterns. Sources of this data include
Internet and phone inquiries, business reply cards, direct mail
Programs responses, direct sales and trade show leads, and list purchases.
Many marketing programs are open for CVB member partici-
pation. For specific opportunities, refer to the online Media & We maintain three permission-based customer databases, one
Sales Schedule. for each of our key target markets: leisure travelers, meeting
planners, and travel professionals. These databases contain
Media Plan highly qualified customer data and are used for our direct
Each year, the CVB creates a media placement schedule based mail and e-mail relationship marketing campaigns. A study
on extensive research conducted by its advertising agency, conducted by Behavior Research Center found that 71 percent
analysis of data collected from actual and potential Scottsdale of the CVB’s leisure inquiries convert into bookings within 12
visitors, visitor inquiry studies, and the past performance of months of their contacting the CVB (Source: City of Scottsdale
ad placements. The criteria for media selection include geo- Visitor Inquiry Study, 2008).
Publications & Promotional Materials Aiding the CVB’s event marketing efforts is the willingness of
The CVB’s creative services team produces a variety of publica- several event operators to provide the CVB with free ads in their
tions and collateral materials. The magazine-style, advertising- programs, which are used to cross promote other Scottsdale
based Experience Scottsdale destination guide is the fulfillment events. The CVB also maintains a presence at some Scottsdale
piece for leisure traveler inquiries. For the meetings and travel events via a booth with space typically donated by the respec-
trade markets, the Scottsdale Meeting & Travel Planners Guide tive events.
provides the same destination information, as well as detailed
information to aid in site selection and complete program Visitor Services
planning. The CVB takes great pride in serving both potential and current
visitors. We operate a full-service visitor center at the Galleria
The CVB’s inventory of high-quality promotional materials Corporate Centre, provide the services of a visitor center con-
– including lure brochures, city/area maps, postcards, posters, a cierge at Scottsdale Fashion Square and staff the Downtown
photo CD, videos and other materials – assist meeting planners, Group office in downtown Scottsdale on Saturdays seasonally.
travel agents and tour operators with their programs, and help In addition, the CVB operates an in-house call center to an-
the CVB stand out from the competition at trade shows. swer visitor inquiries that are generated by CVB marketing
Online Marketing & Social Media
To capture the attention of potential visitors and successfully These locations provide visitors with destination information,
lure them to Scottsdale, the CVB maintains a state-of-the-art including brochures, itineraries, city and state maps, walking
Web site at www.ExperienceScottsdale.com and www.Scott- maps of the downtown area, and personal one-on-one help
sdaleCVB.com. In addition, the CVB hosts a variety of other from visitor center concierges. In addition, the Galleria Cor-
Web site addresses geared toward specific audiences. porate Centre location displays CVB member brochures and
provides information via a visitor kiosk.
As part of the CVB’s online marketing strategy, we place ads on
high-traffic, travel-oriented and consumer interest Web sites. The CVB’s visitor center concierges also regularly visit con-
We also maintain a blog, Facebook fan page, Flickr photo stream, cierges at area hotels to ensure they are updated on Scottsdale
YouTube channel and Twitter account to further promote events and activities and to provide free copies of CVB publi-
Scottsdale. These social media channels allow the CVB to offer cations and other visitor materials. These one-on-one meetings
the Scottsdale brand where potential visitors spend their time also allow the CVB’s concierge staff to remain informed about
online, and allow for user feedback and visitor interaction. new amenities at area hotels.
In addition, the CVB uses online tools such as live chat, RSS feeds,
interactive maps and visitor guides, and downloadable coupons
to provide greater access to destination information and maxi-
mize guest experiences before they even arrive in Scottsdale.
The CVB supports the attraction, retention and marketing
of special events throughout the city. Whether a motivator
for travel or enhancement to visitors’ experiences, events are
a critical component to Scottsdale’s product mix. The CVB
incorporates events into its marketing campaign and also uses
advertising, resource guides, the Web site calendar and e-mail
blasts to reach visitors to encourage longer stays in Scottsdale.
In addition to helping market Scottsdale’s special events, the
CVB will continue to invest in several key events, such as the
Fiesta Bowl and the P.F. Chang’s Rock ‘n’ Roll Arizona Mara-
thon & ½ Marathon, which allows the CVB to leverage these
highly attended and publicized events.
2009-10 Key Objectives
1. To garner positive publicity about Scottsdale as a premier travel and meetings destination while
promoting CVB members.
• Pitch key media and encourage first-hand visits to Scottsdale, which typically produce in-depth and quality coverage about the destination.
• Target top travel editors and writers with customized messages through one-on-one conversations during media missions in
• Maintain international efforts by working with public relations representatives in the United Kingdom, Canada and German-
speaking markets to raise awareness for Scottsdale and drive consumer interest in our product.
• For the sixth year, host the annual Travel Classics West writers conference, which offers the CVB an opportunity to showcase
Scottsdale to hard-to-reach domestic editors and qualified freelance writers.
2. To generate awareness of the Scottsdale CVB’s efforts, as well as convey the value and economic impact
of tourism to local media and key constituents, including Scottsdale residents and government officials.
• Engage members through two-way communications, including member podcasts, blogs and dialogue sessions.
• Strategically target messages that speak to residents’ interests and level of awareness.
• Secure coverage in local media outlets educating residents on the value of tourism.
• Work with the CVB’s board of directors to arm them with the tools to educate the public on the benefits of the tourism industry
and its impact on the local community.
• Communicate with local government officials on a consistent basis through reports, one-on-one meetings and presentations
at council meetings.
Overview tination, and ultimately increase demand. In markets where
The Scottsdale Convention & Visitors Bureau’s communications advertising dollars are scarce or nonexistent, communications
department, which encompasses public relations and corporate programs are the most important tactic used to generate con-
communications, garners positive publicity on Scottsdale as a sumer awareness for Scottsdale.
premier travel and meetings destination in key markets while
promoting the amenities of the CVB’s members. The department also works to build credibility for Scottsdale’s
tourism industry within the community.
Through the voices of credible journalists, the CVB is able to
increase awareness for Scottsdale, position it as a premier des-
Target Audiences In addition, the CVB hosts an annual national travel writer
Print, broadcast and online publicity are the primary outlets for conference, Travel Classics West, which provides Scottsdale
spreading Scottsdale’s messages. Targeted, positive media expo- with an additional way to introduce top editors and freelance
sure frequently generates consumer interest. writers to the destination.
geogRaPHIc taRget MaRKetS Media Resources
The CVB offers a variety of resources to keep media up-to-date
local: Metropolitan Phoenix, Tucson, Flagstaff
on the latest tourism offerings of Scottsdale and the CVB’s pro-
domestic: New York, Los Angeles, Chicago, San Diego, San Francisco
grams. These resources provide story ideas, enhance editorial,
International: Canada, United Kingdom, Mexico, Germany
and help the CVB to build relationships with journalists.
target Markets: The CVB’s communications programs will be focused in the afore-
mentioned markets, which are key to reaching potential visitors and important • Press Kits: The CVB’s press kits are used for general media
media outlets. fulfillment and are distributed at trade shows, on media
missions and to visiting media. The CVB also has niche
Programs press kits specifically for culinary and golf media. Press
Some communications programs are open for CVB member kits are available online and on flash drives; some materials
participation. For specific opportunities, refer to the online are available in other languages.
Media & Sales Schedule.
• Press Releases: Media are targeted with news and feature
Media Missions & Trade Shows releases throughout the year. Releases often incorporate
The CVB conducts media missions targeting members of the information on events and the newest tourism offerings
press in key cities. These missions include one-on-one editorial submitted by CVB members.
meetings, receptions and other special events that allow the CVB
to target media with strategic messages and build relationships • Customized Pitches: Customized pitches to targeted media
with key journalists. allow the CVB to shape the message and secure thorough,
high-value coverage. Many prestigious travel publications
When possible, the CVB also attends travel trade shows to es- are leery of mass-distributed press releases and are reluctant
tablish and further develop media relationships as well as share to cover angles that have been covered by other outlets.
story ideas and new developments.
• Destination Images: The CVB offers video footage of
Media Familiarization Tours Scottsdale, as well as downloadable images and photo CDs
When journalists write about Scottsdale, we encourage them so that Scottsdale images can accompany editorial.
to visit the city to gain the first-hand experience necessary to
make their stories stand out. Media who visit typically produce • Scottsdale Travel News: This monthly e-newsletter updates
better coverage and write more often about the destination more than 4,000 domestic and international media on what’s
than those who do not experience Scottsdale for themselves. new in Scottsdale. Quarterly versions are distributed to niche
The communications team facilitates media visits by offering media segments for golf, culinary, arts and culture, and
support that ranges from providing story ideas to coordinat- meetings; while international versions are sent in Spanish,
ing hour-by-hour itineraries of the Scottsdale experience with French and German an average of three times a year.
the support of our members, who provide accommodations,
meals, activities and more. • Scottsdale Sun News: This printed newsletter, which is sent
in March and September, provides destination information
Media familiarization tours (FAMs) are conducted on either an for travel agents, tour operators, meeting and incentive
individual or a group basis. Many journalists prefer individual planners, and the media that cover these markets.
tours because it allows them flexibility with their schedule, and
the CVB is able to develop the itinerary around the specific International Representation
interests and needs of that journalist. Group media FAMs are The CVB contracts with public relations representatives in
produced around the CVB’s key drivers or current marketplace Canada, the United Kingdom and Germany. Our representatives
trends. These tours also are particularly popular with interna- respond to requests from the media for information about
tional journalists. Scottsdale, distribute press materials, translate materials for
CVB media missions and trade shows, pitch media, and coor- In addition, the CVB works with the board of directors to arm
dinate media visits to Scottsdale as well as Scottsdale-specific them with the tools to educate the public on the benefits of the
media missions in their markets. tourism industry.
Member Communications & Programs
The communications department has several programs in place
to better educate our members on what’s happening at the CVB
and how they can maximize their membership with us.
• Tourism Industry Update: This weekly e-newsletter sent
to members and industry partners provides up-to-date
information on CVB programs, city and state news,
tourism industry trends, and competitive destinations.
• Membership Minute: This members-only blog allows for
two-way communications with members and includes
weekly podcasts with CVB staff and other special guests
as they share their insight into the tourism industry.
• Member Dialogues: These one-hour sessions are geared
specifically to a niche membership group who are invited
to meet with the CVB staff to voice their opinions, share
ideas and concerns, and hear directly from the CVB regard-
ing how we are helping to market their particular area.
• Quarterly Update Meetings: These quarterly meetings help
members better understand what the CVB has been work-
ing on in the past quarter as well as what is coming up, in-
cluding marketing, events, research, member events and
more. The meetings also provide the opportunity to network
with other members, CVB staff and city council members.
• Member Seminars: Seminars are offered throughout the
year to help members better promote their business to our
target markets. The CVB also offers access to teleseminars
from national organizations.
Tourism Awareness Campaign
The communications team spreads the message that tourism
creates jobs, lowers taxes, helps pay for municipal services and
improves the quality of life for Scottsdale residents.
The CVB produces editorial features for local publications,
which are distributed to Scottsdale-area residents. These fea-
ture sections in the Scottsdale Republic, Scottsdale Airpark News
and Paradise Valley Independent help the CVB communicate
the positive impact of Scottsdale’s tourism industry and engage
locals in using the CVB as a resource when planning experi-
ences for visiting friends and family.
CONVENTION SALES & SERVICES
2009-10 Key Objectives
1. To secure meetings business for Scottsdale hotels and resorts, venues, attractions, restaurants and
other tourism-related businesses.
• Conduct sales calls in our top-performing markets so CVB staff can connect one-on-one with key clients and generate leads.
• Host VIP meeting planners in Scottsdale via familiarization tours, which allow clients to experience the destination first hand.
• Continue to prospect for new business, exposing new clients to the area and our members.
• Increase sales efforts to sports and insurance markets.
• Talk with planners about the value available in Scottsdale at a time when planners are concerned about how their meeting or
event will be perceived by the public.
• Position the CVB as a resource for assisting third-party planners with booking their clients in Scottsdale.
• Coordinate initiatives to promote online meeting planner packages that showcase the unique value of Scottsdale meetings.
2. To provide top-notch customer service, including educating meeting planners about the variety of
experiences available in Scottsdale.
• Use research findings to reinforce Scottsdale’s strengths – low crime, wonderful climate, clean/attractive, as well as good shopping,
hotels and outdoor recreation – and better educate planners on Scottsdale’s perceived weaknesses – lack of sightseeing, culture/
history and nightlife.
• Increase personal outreach efforts, including direct mail and e-mail campaigns, which are particularly effective in reaching
meeting planners and increasing awareness of Scottsdale.
• Educate planners on the value available in Scottsdale.
Overview Target Audiences
The Scottsdale Convention & Visitors Bureau’s convention sales The CVB’s sales programs are targeted toward corporate and
and services department educates meeting professionals about association meeting planners as well as to niche markets. In
the amenities that differentiate Scottsdale from its competition. Scottsdale, 60 percent of all resort and full-service hotel business
results from meetings-related travel.
In addition to providing destination education, the CVB’s con-
vention sales and services experts assist planners in securing
space and services for their programs while staying within their
budgets and short-planning windows.
2008-09 ScottSdale cvb booKIngS According to the 2009 Meetings Market Trends Survey from
Meetings Media, the following was reported for corporate
22% • Typical meeting duration: one to two days (38 percent),
Corporate three to four days (36 percent)
• Attendance changes in the last year: about the same (58
34% percent), decreased up to 10 percent (13 percent)
• Planning changes in the last year: fewer meetings (40
percent), greater emphasis on ROI and less entertainment
corporate culture: The corporate sector comprises the largest number of meetings
• Typical facilities used for most meetings: several chains
booked by the Scottsdale CVB.
(55 percent), conference centers (50 percent), independent
hotels (40 percent)
• Typical activities incorporated into meetings: golf (62 percent),
2008-09 ScottSdale cvb booKIngS by MaRKet
team-building activities (60 percent), spa (48 percent)
Government 2% Third-Party
(Assoc., Corp. & Niche) Association Meetings
6% 26% Association meetings include major conventions, as well as
(Assoc. & Corp.) 7% board meetings, training/educational seminars, professional/
Association 9% 25% technical meetings, and regional/local chapter meetings.
10% 14% Miscellaneous
According to the 2009 Meetings Market Trends Survey from
Meetings Media, the following was reported for association
Professional SMERF meetings:
• Typical meeting duration: three to four days (50 percent),
In the Market: Third-party meetings are the most likely to be booked by the Scottsdale
one to two days (32 percent)
CVB, followed closely by other corporate meetings. • Attendance changes in the last year: about the same (44
percent), decreased up to 10 percent (24 percent)
• Planning changes in the last year: more complex contract
2008-09 ScottSdale cvb booKIngS by State negotiations (34 percent), no change (28 percent), reduced
Canada 3% staffing (26 percent)
Washington 3% Other
North Carolina 3%
• Typical facilities used for most meetings: several chains
(64 percent), conference centers (41 percent), convention
Minnesota 3% 22%
centers (39 percent)
New York 3%
• Typical activities incorporated into meetings: golf (52
Arizona percent), spousal programs (47 percent), attractions/
theme parks (30 percent)
Illinois 11% 15%
California Greater D.C.
Niche markets include sports and government, as well as the
SMERF market, which includes social, military, educational,
location, location: The majority of meetings booked by the Scottsdale CVB come from
Arizona, Greater D.C. (which includes Delaware, Maryland, Virginia and Washington D.C.),
religious and fraternal meetings. These groups are often look-
California and Illinois. ing for value when selecting a meetings destination. Therefore,
the CVB focuses its attention on these groups during the shoul-
der and summer seasons. Many SMERF planners also plan
Corporate Meetings family trips around meetings adding to the economic impact
The majority of meetings booked in Scottsdale are from the of the booking.
corporate sector, including financial, manufacturing, health-
care, insurance, high-tech, incentive and more.
Programs Client Outreach
Many convention sales and services programs are open for Clients are strategically contacted during the course of the year
CVB member participation. For specific opportunities, refer via direct mail, phone calls and e-mails. Quarterly e-mail blasts
to the online Media & Sales Schedule. are sent to customers with information about hotel rates, new
amenities and products in Scottsdale, and other specific plan-
Generating Leads ner interests within the destination. E-mail and direct mail are
The CVB matches meeting planners’ requests for accommoda- used before every trade show to generate awareness, drive traf-
tions, meeting space, destination management services, off- fic to the Scottsdale booth and keep Scottsdale top-of-mind.
property venues, and other types of services with Scottsdale
hotels, resorts and other CVB member businesses that can Advertising & Public Relations
fulfill their needs. The CVB also reaches meeting planners through advertising in
predominant trade publications, through e-mail blasts and in
The CVB customizes all requests and does not produce a online RFP tools such as Starcite. In addition, the convention
convention calendar. This not only protects the privacy of sales and communications teams work together to keep Scotts-
our clients, but also ensures that only those companies that dale top-of-mind with media from key meetings publications.
fit their needs will be in contact with them. The CVB works
closely with both clients and members to ensure a great match Convention Services
between the needs and wants of a client and the products and Convention services provides a link between meeting planners
services of our members. and CVB members before and after contracts are signed with
Valley hotels and resorts. By efficiently matching the planners’
Trade Shows & Sales Calls requests for destination management services, off-property
Trade shows and sales calls provide outstanding opportunities venues, speakers, wholesale gifts and other types of services
to meet customers face-to-face. The convention sales depart- with CVB member businesses, the CVB streamlines the plan-
ment travels to trade shows each year that specifically market ning process and makes the planner’s job easier.
to our target audiences. A majority of the trade shows generate
immediate leads for CVB members. Convention services also provides meeting planners with col-
lateral materials to help boost attendance. Unlike many other
Often in conjunction with a trade show, the CVB will conduct tourism bureaus that charge for materials, the Scottsdale CVB
sales calls. Members frequently are able to partner with the CVB makes these items available to clients free of charge. Materials
for these trade shows and sales missions, increasing Scottsdale’s include images of Scottsdale, brochures, posters, videos, post-
presence in a market. The CVB will travel to key markets to cards, destination guides and welcome letters.
meet with top clients, while focusing on new customer oppor-
tunities in emerging markets.
To give meeting planners a first-hand experience of Scottsdale,
the CVB conducts meeting planner familiarization tours (FAMs)
each year. For each FAM, a select group of highly qualified
meeting planners is brought to Scottsdale to experience all
the city has to offer. These FAMs provide an opportunity for
members to showcase their properties and services to potential
clients who are actively considering Scottsdale for future pro-
grams. The goal of these events is to increase the planners’ over-
all knowledge of the destination and generate leads and bookings
for CVB members. In addition to large FAMs, smaller and
more customized site inspections are coordinated throughout
the year for qualified meeting planners.
2009-10 Key Objectives
1. To promote Scottsdale as a world-class vacation destination to international and domestic tour
operators, travel agents and receptive operators.
• Attend lead-producing trade shows and conduct sales missions throughout the year, both domestically and abroad.
• Coordinate with airlines, tour operators and travel agents to host travel planners on familiarization tours and site inspections
to showcase the destination to these valuable clients who are actively seeking new and exciting destinations to sell.
• Provide top levels of customer service to tour operators, travel agents and receptive operators by providing them the necessary
resources to drive traffic to Scottsdale and build loyalty with our customers.
2. To generate additional exposure for Scottsdale in our key markets by educating travel professionals and
partnering with them to increase consumer awareness and drive traffic to Scottsdale.
• Partner with select tour operators to create trade cooperative marketing campaigns in their respective countries to reach new
customers. We will pursue programs with the most value-added benefits for promoting the destination.
• Conduct product training sessions in person and online for travel industry clientele and reservation agents who sell Scottsdale
member hotels and activities. These sessions have proven to be valuable tools for increasing room-night production to the
Scottsdale area and have resulted in accelerated booking activity in markets where training is partnered with consumer advertising.
• Reach travel agents and tour operators through direct mail and e-mail communications.
Overview Target Audiences
The Scottsdale Convention & Visitors Bureau’s tourism depart- The CVB’s tourism sales programs are targeted to receptive
ment works closely with travel agents, receptive operators and operators, tour operators and travel agents in the following
tour operators to provide extensive guidance on ways they can markets: United States, Canada, Mexico and Europe (especially
best capture the Scottsdale experience for their clients. Since the United Kingdom and Germany).
more than half of Scottsdale’s hotels have little to no meeting
space, they rely predominantly on business from the leisure In 2008, 37.4 million domestic and international visitors to
traveler. Through sales efforts, the CVB ensures that Scottsdale Arizona spent $18.5 billion. Leisure travel, including both
and the destination’s brand stands out as a unique product in groups and individual travelers, accounts for approximately
tour operator product inventories throughout the world. 80 percent of the inbound visitation to Arizona year-round.
The domestic market represents the greatest percentage of
The department also is responsible for promoting Scottsdale to leisure visits to Arizona (Source: Arizona Office of Tourism
international meeting and incentive groups. Research Roundup, 2009).
As a result of Scottsdale’s positioning in both domestic and in- • Scottsdale’s key target markets in Europe: United Kingdom,
ternational market segments, the city enjoys increased exposure Germany and France
in tour operator catalogues and in-store travel agent promo- • United Kingdom is Arizona’s number one overseas market
tions, making Scottsdale more visible to the consumer who is • Overnight visitation to Arizona: 116,900 visitors in 2007
shopping for their next vacation destination. • Favorite reasons to visit: Arizona’s wide open spaces and
United States • German travelers rank the United States as the sixth most
• Overnight visitation to Arizona: 32.4 million in 2008 popular destination to visit
• Top 10 revenue-producing markets for domestic overnight • Repeat travelers: about 66 percent of German visitors to
visitors to Scottsdale: Boston, Chicago, Dallas, Denver, Los the United States
Angeles, New York, Philadelphia, San Francisco, Seattle and • Top point of entry: Los Angeles
Washington D.C. • Favorite activities: dining in restaurants, shopping, and
• Average age: 54 years old visiting national parks
• Average household income: $107,700 (Source: Arizona Office of Tourism)
• Average length of stay: 5.4 nights
• Average daily expenditures: $455 per person Programs
• Favorite activities: shopping, day trips, visiting art galleries Many tourism programs are open for CVB member participation.
and museums, and nightlife For specific opportunities, refer to the online Media & Sales
(Sources: Arizona Office of Tourism, City of Scottsdale) Schedule.
Mexico Generating Leads
• Second highest source of international visitors to the The tourism department generates hotel and non-hotel leads
United States for CVB members. Once a tour operator has established a rela-
• Average length of stay: 7 nights tionship with a Scottsdale hotel, the tourism team introduces
• Average daily expenditures: $150 per person new itinerary ideas. These ideas assist the operator in offering
• Peak travel times: the week of Easter, the summer months customers the best possible experience and hopefully increase
of July and August, and the Christmas holidays – as most of the number of nights their customers spend in Scottsdale.
the schools in the country are closed
• Favorite activities: shopping (84 percent), dining in restau- Trade Shows & Sales Missions
rants (67 percent) and visiting historical places (28 percent) The tourism department attends lead-producing trade shows
(Source: Arizona Office of Tourism) and conducts sales missions in key markets, both domestically
and abroad, and capitalizes on the location of the missions by
Canada hosting travel agent receptions and scheduling educational semi-
• Arizona’s top-grossing international market by overall nars. Sales calls provide an opportunity to cultivate relationships
expenditures with new clients and meet regularly with long-term clients in an
• Overnight visitation to Arizona: 517,000 in 2008 effort to ensure that their needs are being met.
• Population: Majority of the population is over 40 years old
• Peak travel times: Because more of the Canadian workforce During one-on-one client meetings, the CVB reviews travel
is self-employed and on contract, they are not forced to take catalogues to ensure that Scottsdale hotels and resorts are prop-
vacation only during Christmas break, March break or erly featured within a Scottsdale-branded section, as well as the
summer; many of Canada’s residents look to the United destination being prominently featured in the catalogue and
States for a quick escape many times throughout the year possibly even highlighted on the cover. The circulation of tour
• Number of trips: Canadians who visit Arizona do so three operator catalogues indicates Scottsdale’s widespread presence
or four times a year among the travel trade in Canada, Europe, Latin America and
(Source: Arizona Office of Tourism) the United States.
Europe The CVB also participates in sales activities for the international
• Key reasons to develop markets in Europe: high expenditures meetings and incentive market, which has great growth potential
and the fact that many travelers from Europe visit Scottsdale due to relatively healthier economies, particularly in Europe.
during the summer months
Familiarization Tours & Site Inspections The tourism department also relies on communications programs
The CVB coordinates with airlines, tour operators, travel agents with consumer and travel trade media to gain exposure in both
and the Arizona Office of Tourism to host familiarization tours new and developed markets.
(FAMs) each year for travel professionals to increase their overall
knowledge of the destination by experiencing it first hand. These International Representation
FAMs and site inspections provide an opportunity for members The CVB works with trade representatives in the United
to showcase their properties and services to travel professionals Kingdom, Germany, Canada and Mexico. Our representatives
who are actively seeking new product to sell. respond to requests from the travel industry for information
about Scottsdale, coordinate trade show participation, generate
Product Training Seminars sales leads and conduct educational seminars and sales missions
The CVB conducts in-person and online product training ses- in an effort to promote tourism to Scottsdale.
sions for travel industry clientele and reservation agents who sell
Scottsdale hotels and activities. These training sessions have proved Services
to be valuable tools for increasing room-night production to the The tourism department fulfills service requests from clients
area. The more information each agent absorbs about the desti- that are looking for information about Scottsdale. The requests
nation, the easier the destination is to sell to the leisure traveler, are usually for promotional items such as travel planners guides,
which results in increased bookings. destination guides, maps, images and videos, and itinerary infor-
mation. By fulfilling these requests, the CVB is able to reach a
Relationship Marketing wide audience of prospective travelers and educate them on
Tourism clients are contacted during the course of the year via what our destination has to offer. This service assists clients in
direct mail and e-mail. These communications are sent on a selling Scottsdale product and creates unique marketing tools
quarterly basis as well as before some trade shows to drive traffic that they could otherwise not afford to distribute. Many travel
to the Scottsdale booth and keep the destination top-of-mind. professionals include Scottsdale promotional pieces with itiner-
aries for clients who have purchased a Scottsdale vacation.
Marketing, Advertising & Public Relations
Since the budget for international advertising is limited, the CVB
partners with international tour operators to create trade coop-
erative marketing campaigns in their respective countries. Due
to the success of these campaigns internationally, the CVB also
creates trade cooperative advertising opportunities with domes-
tic tour operators in an effort to drive more travelers to purchase
Scottsdale vacation packages. These promotions are usually or-
ganized around seasonal discounted travel packages or a contest
to win a vacation to Scottsdale. The CVB matches the nominal
cost incurred by the tour operator to execute the promotion and
in turn receives exposure in every medium of the promotion
(i.e. print ads, direct mail, in-store billboards, etc.).
To further extend our limited advertising dollars in international
markets, the CVB has cultivated affinity marketing partnerships
with companies outside the tourism industry who share a similar
target audience. These layered campaigns often include in-store
promotions, magazine ads and editorial, direct mail, e-mail
blasts and catalogues. The cooperative efforts benefit the CVB
and the partnering company, as well as travel agents who sell
Scottsdale products as they are often included as a call-to-action
for those interested in booking a vacation. Lastly, collected con-
sumer information allows the CVB to provide additional infor-
mation to potential visitors.
4343 N. Scottsdale Road, Ste, 170 Scottsdale, AZ 85251 (480) 421-1004 (800) 782-1117 www.scottsdalecvb.com