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2009-2010 Destination Marketing Guide

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        Scottsdale
         2009-2010 Destination Marketing Guide
	       	




                    DEAR                Stakeholder
    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.

    Sincerely,




                      Rachel Sacco                                             Michael Surguine
    	                 President	&	CEO	                                         Chairman	of	the	Board

                                                                       1
                                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                sutsunomiya@scottsdalecvb.com          Renee Angeles, CMP                 Vice	President	of	Tourism
(480) 949-2160                                                        Director	of	Sales	&	Services       (480) 949-6285
rsacco@scottsdalecvb.com       Sue Ritchie                            (480) 949-6297                     dboyntongrupp@scottsdalecvb.com
                               Visitors	Center	Concierge              rangeles@scottsdalecvb.com
Rita Pavoni                    (480) 421-1004                                                            Ashlee Ciora
Executive	Assistant            sritchie@scottsdalecvb.com             Kelli Blubaum, CMP                 Tourism	Sales	Manager
(480) 949-6295                                                        Senior	National	Sales	Manager      (480) 949-2161
rpavoni@scottsdalecvb.com      Judi Simons                            (480) 949-6293                     aciora@scottsdalecvb.com
                               Visitors	Center	Concierge              kblubaum@scottsdalecvb.com
Brent DeRaad                   (480) 421-1004                                                            Sarah Reck
Executive	Vice	President       jsimons@scottsdalecvb.com              Courtney Berryman, CMP             Tourism	Sales	Manager
(480) 429-2256                                                        National	Sales	Manager             (480) 889-2705
bderaad@scottsdalecvb.com      Diane Torosian                         (480) 949-6287                     sreck@scottsdalecvb.com
                               Visitors	Center	Concierge              cberryman@scottsdalecvb.com
                               (480) 421-1004                                                            Mary Carlson
Marketing                      dtorosian@scottsdalecvb.com            Julie Nicolazzi, CMP               Tourism	Coordinator
                                                                      National	Sales	Manager             (480) 889-2715
Lauren Simons                  Jason Martin                           (480) 949-2163                     mcarlson@scottsdalecvb.com
Vice	President	of	Marketing    Warehouse	Assistant                    jnicolazzi@scottsdalecvb.com
(480) 889-2714                 (480) 889-2720
lsimons@scottsdalecvb.com      jmartin@scottsdalecvb.com              Anne Pashia                        Membership &
                                                                      National	Sales	Manager             Administration
Caroline Stoeckel                                                     (480) 429-2247
Director	of	Marketing          Communications                         apashia@scottsdalecvb.com          Genia Kehayes
(480) 429-2246                                                                                           Vice	President	of	Finance	&		
cstoeckel@scottsdalecvb.com    Laura McMurchie                        Kimberly Urich                     Administration
                               Vice	President	of	Communications       National	Sales	Manager             (480) 949-2162
Kelly Tope                     (480) 429-2253                         (480) 949-2164                     gkehayes@scottsdalecvb.com
Marketing	Coordinator          lmcmurchie@scottsdalecvb.com           kurich@scottsdalecvb.com
(480) 889-2711                                                                                           Marilyn Smith
ktope@scottsdalecvb.com        Rachel Pearson                         Kelli Hodge                        Accounting	&	HR	Assistant
                               Director	of	Corporate		                Sales	&	Services	Manager           (480) 949-6292
JoAnne Zeterberg               Communications                         (480) 889-2707                     msmith@scottsdalecvb.com
Creative	Director              (480) 429-2259                         khodge@scottsdalecvb.com
(480) 949-6284                 rpearson@scottsdalecvb.com                                                Cindy Smith
jzeterberg@scottsdalecvb.com                                          Kelsey Paul-Petersen               Accountant
                               Tatum Luoma                            Sales	Project	Manager              (480) 889-2703
Charity Snyder                 Director	of	Public	Relations           (480) 429-2257                     csmith@scottsdalecvb.com
Art	Director                   (480) 889-2719                         kpaul-petersen@scottsdalecvb.com
(480) 949-2179                 tluoma@scottsdalecvb.com                                                  Karin Mayes
csnyder@scottsdalecvb.com                                             Sharon Strauss                     Membership	Services	Coordinator
                               Katarina Kovacevic                     Sales	Assistant                    (480) 889-2713
Sara Gilles                    Communications	Coordinator             (480) 429-2248                     kmayes@scottsdalecvb.com
Production	Coordinator         (480) 889-2716                         sstrauss@scottsdalecvb.com
(480) 889-2718                 kkovacevic@scottsdalecvb.com                                              Kristina Perkins
sgilles@scottsdalecvb.com                                                                                Director	of	Information		
                               Melissa Matthews                                                          Technology	
Josh Kenzer                    Communications	Assistant                                                  (480) 949-6286
Online	Marketing	Manager       (480) 429-2254                                                            kperkins@scottsdalecvb.com
(480) 949-6280                 mmatthews@scottsdalecvb.com
jkenzer@scottsdalecvb.com                                                                                Adam Gonzales
                                                                                                         Technical	Support	Specialist
Mitchell Tay                                                                                             (480) 889-2722
Online	Marketing	Coordinator                                                                             agonzales@scottsdalecvb.com
(480) 889-2712
mtay@scottsdalecvb.com




                                                                  2
                                                 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
Door	Spa
                                     *Kathy Carlisle O’Connor                 Peter Kasperski
John Holdsworth                      City	of	Scottsdale                       Cowboy	Ciao
TLX	Inc.
                                     Andrew Chippindall                       Blessing McAnlis
*Mike King                           Hotel	Valley	Ho                          Casino	Arizona/Salt	River	Pima-
Gammage	&	Burnham                                                             Maricopa	Indian	Community




                                               community partners
                                     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)

                                     Steve Geiogamah
                                     City	of	Scottsdale	(staff	liaison)



                                                                          3
2009-10 Key Objectives
                                                INDUSTRY                                  Outlook
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.

                                                                                                                                             4,606 4,928
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

       2007      $9,260,786
                                                                                                                                       22%
                                                                                                                                   2,080 rooms
       2008      $8,698,169
                                                                                                                                  Full Service
(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.


                                                                                   4
       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
2008
                                                                                         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.
room.


                                                                                     5
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.


                                                                    6
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


                                                                    7
  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


                                                                   8
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.
                                                               City of
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
           Prop 302
                                                                                            Scottsdale visitor economic Impact . . . . . . . . . . . . . . . . . $126,253,688
                                       17.5%
                                                                                            cvb web Site economic Impact . . . . . . . . . . . . . . . . . . . . $177,551,978
                                                                                            cvb convention Sales booking Impact. . . .                .   .   .   .   .   .   .   .   . . . . $61,304,750
                         Private Sector
                                                                                            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


                                                                                        9
2009-10 Key Objectives
                                        MARKETING                                  Focus
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.
  Tactics
  • 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.
  Tactics
  • 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.


                                                                    10
                         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)
                                                                                                    Consumer Promotions
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).


                                                                                               11
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
                                                                            programs.
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.

Event Marketing
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.


                                                                       12
              COMMUNICATIONS
2009-10 Key Objectives
                                                                                      Focus
1. To garner positive publicity about Scottsdale as a premier travel and meetings destination while
   promoting CVB members.
  Tactics
	 • 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
    target markets.
  • 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.
  Tactics
  • 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-


                                                                       13
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


                                                                                  14
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.



                                                                    15
CONVENTION SALES & SERVICES
2009-10 Key Objectives
                                                                                         Focus
1. To secure meetings business for Scottsdale hotels and resorts, venues, attractions, restaurants and
   other tourism-related businesses.
  Tactics
  • 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.
   Tactics
		 • 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.


                                                                    16
                  2008-09 ScottSdale cvb booKIngS                                               According to the 2009 Meetings Market Trends Survey from
                                                                                                Meetings	Media, the following was reported for corporate
                                                                                                meetings:
                                    Niche
                                    22%                                                           • Typical meeting duration: one to two days (38 percent),
                                                 Corporate                                          three to four days (36 percent)
                                                   44%
                               Association
                                                                                                  • 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
                                                                                                    (30 percent)
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)
                      Incentive 1%
             Government 2%                                         Third-Party
                                                              (Assoc., Corp. & Niche)           Association Meetings
                  Sports
                                 6%             26%                                             Association meetings include major conventions, as well as
         Healthcare
       (Assoc. & Corp.)        7%                                                               board meetings, training/educational seminars, professional/
        Association           9%                        25%                                     technical meetings, and regional/local chapter meetings.
       Miscellaneous                                                   Corporate
                                  10%       14%                      Miscellaneous
                                                                                                According to the 2009 Meetings Market Trends Survey from
                        Association
                                                                                                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%
                              8%
                                                                                                  • Typical activities incorporated into meetings: golf (52
                Texas                                   19%
                                                                        Arizona                     percent), spousal programs (47 percent), attractions/
                                10%
                                                                                                    theme parks (30 percent)
                Illinois                  11%     15%

                                                                                                Niche Meetings
                             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.



                                                                                           17
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.

Familiarization Tours
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.




                                                                     18
	 				




     2009-10 Key Objectives
                                                       TOURISM                          Focus
     1. To promote Scottsdale as a world-class vacation destination to international and domestic tour
        operators, travel agents and receptive operators.
         Tactics
         • 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.
         Tactics
         • 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).

                                                                         19
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
                                                                              natural attractions
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


                                                                     20
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.



                                                                         21
4343 N. Scottsdale Road, Ste, 170 Scottsdale, AZ 85251 (480) 421-1004 (800) 782-1117 www.scottsdalecvb.com

				
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