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0 Accomodations u Boating KIRKLAND TOURISM PROGRAM Marketing Action Plan NOVEMBER, 2002 Unique Shops -ti .7 WM Pi. 5 . KIRKLAND TOURISM PROGRAM MARKETING ACTION PLAN presented to The Kirkland Lodging Tax Advisory Committee November 26, 2002 (Updated January 14, 2003) Prepared by Caroline Bombar-Kaplan Bombar Public Relations, Inc. and Rich Skinner Luxurient Travel Group LLC TABLE OF CONTENTS OVERVIEW ................................................................................. 2 GOALS ...................................................................................... 5 RESEARCH ................................................................................. 6 STATEGIC ASSUMPTIONS .......................................................... 18 KEY OBJECTIVES ...................................................................... 20 COMPETITIVE ADVANTAGES ....................................................... 22 CHALLENGES............................................................................ 23 AUDIENCES.............................................................................. 24 EDUCATION, TRAINING AND INTERNAL COMMUNICATIONS ............ 26 VISITOR INFORMATION CENTER ................................................. 28 BRANDING ............................................................................... 31 OVERALL COMMUNICATIONS TOOLS AND USAGE .......................... 33 CONSUMER MARKETING STRATEGIES & TACTICS.......................... 36 SIGNATURE EVENTS.................................................................. 53 ORGANIZATION AND FUNDING STRUCTURE ................................. 55 EVALUATION ............................................................................ 59 Kirkland’s Tourism Marketing Action Plan 1 OVERVIEW Kirkland is a highly attractive community with an appealing mix of tourism products and activities of interest to the visitor market. However, it is not an obvious tourist destination. Kirkland will need to give consumers appealing reasons to visit. Seattle is the region’s #1 tourist attraction. The natural gems of Mount Rainier, the Cascades and Olympic mountain ranges, and the San Juan Islands, are second. As yet, Kirkland is not on the domestic and international visitors’ radar. In time, with the right tourism development and marketing, Kirkland has the potential to be as well known as communities such as Sausalito, La Jolla, Santa Monica and Gross Point, Michigan. At present, Kirkland is a “second or third visit” destination. Only after visitors have seen Seattle and the surrounding region will they consider other options like Kirkland. However, Kirkland is in fierce competition with other local destinations, such as the wine country, La Conner, Port Townsend, and Tacoma, to name a few. Consequently, distinguishing Kirkland’s attributes and proximity to Seattle is key. Visiting friends and relatives is Kirkland’s primary out-of-the-area visitor market. A close-in market for Kirkland is area residents interested in strolling, shopping, dining and exploring fine arts and entertainment. Overnight stays should be promoted to the regional two(+) hour drive market. Providing more information about Kirkland’s offerings on a consistent basis will help increase the number of daytime visitors. Co-op promotions will support overnight stays. Tourism marketing will need to provide special reasons and incentives for visiting during the offseason months from October through June. Downtown The primary visitor gem for Kirkland is the waterfront and its many parks from Carillon Point through downtown, along with its art galleries, boutique shops and restaurants. A sustained branding program should image this attraction, as well as Kirkland’s cultural, shopping and dining features. Kirkland’s Tourism Marketing Action Plan 2 The biggest challenge to Kirkland’s tourism is the lack of a downtown boutique hotel. The downtown area is vibrant and walk able, but not to rooms. Totem Lake Visitor services that are used as conveniences for out-of-town guests include brand name retail along 85th Street/Rosehill and in the Totem Lake and Juanita Village areas. The Totem Lake area is a hub of commerce and host to many fine independent and chain restaurants, along with a wide variety of consumer retail stores. It is also the site of three of the five major hotels within the Kirkland area, and as such serves as a hospitality corridor for the city. With its concentration of affordable lodging, this area is a focal point for visiting friends and relatives. These areas benefit from their location adjacent to I-405, making it easy for motorists to reach. This area also serves as a connector to the Juanita Beach/Village area and for out-of-city attractions such as the Woodinville wineries, Red Hook Brewery, and the Sammamish River Trail, to name a few. Another potential attraction for Totem Lake is the relatively underdeveloped and underused nature preserve. The Tourism Marketing Opportunity Kirkland is an under-communicated and under-utilized visitor destination of great attraction to area residents, as well as visiting friends and relatives, and other visitors who have been to the Seattle area before. With its new commitment to tourism marketing, Kirkland should enjoy extremely positive outcomes in visitor revenue generation. The key will be to implement a tourism-marketing program that reaches the markets with the most potential for conversion to customers. The visitor experience will be enhanced with additional color in the downtown retail core in the form of vertical banners, signage and flowers. A staffed Visitor Information Center and boutique hotel are infrastructure elements that downtown critically needs. Kirkland’s Tourism Marketing Action Plan 3 Visitor gems include Juanita Bay Park and McAuliffe Park (in development) and the strand of open water view parks from downtown to Carillon Point. In addition, future tourism development in Totem Lake and downtown (retail/hotel) will only serve to enhance Kirkland as a visitor destination for recreation and relaxation, and also for those traveling who need good amenities and value options. The continuing emergence of close-by attractions such as Woodinville’s Wine Country, also promises to have a positive effect on Kirkland’s tourism appeal. The Kirkland Tourism Marketing Action Plan The following Tourism Marketing Action Plan will set out the overarching goals of the program and present strategic assumptions as guidelines for its successful implementation. The plan identifies 3to-5-year objectives, and recommends an organizational structure for program implementation and a funding strategy. In addition, a system for managing internal communications, partnership building and education of Kirkland’s tourism stakeholders are recommended. Branding is defined and a number of strategies are prioritized to address consumer marketing. Additional strategies, such as advertising and media buying, can be added in the future as the funding pool grows. The Tourism Marketing Team responsible for the plan’s implementation will find tactical “how-to” details, a resource listing of local tourism stakeholder organizations, a resource listing of regional and statewide tourism marketing organizations, a preliminary media list, and more. As such, this document serves as a manual for implementation. The Tourism Program needs to be evaluated on an annual basis, and recommendations for program measurement and reporting are also outlined. Kirkland’s Tourism Marketing Action Plan 4 GOALS The primary goal of Kirkland’s Tourism Marketing Program is: to attract quality visitors to Kirkland to increase tourism business income and related tax revenues in order to sustain a vibrant and healthy economy, while preserving community, cultural and environmental values. A second goal of Kirkland’s Tourism Marketing Program is: to assist in building a sustainable world-class tourism product by providing educational and training opportunities to Kirkland’s tourism sector to support the growth of Kirkland as a visitor destination offering quality service and a positive visitor experience. Kirkland’s Tourism Marketing Action Plan 5 RESEARCH This section details research findings. It includes: 1. National data on trends in visitor travel and tourism interests among Americans. 2. Findings of a survey conducted of close-in consumers using the research instrument on Zoomerang.com. 3. Findings from an email survey of Kirkland’s neighborhood leaders. 4. An analysis of existing Kirkland websites. 5. An analysis of visitor information requests to the Kirkland Chamber of Commerce. National Research Findings – Travel Industry of America Dominant Travel Themes • • • Feel-good travel—emotional connecting with family and friends. Nature as therapy. Americana (Heritage/Roots). Latest Travel Trends and Facts Vacationers are traveling more by automobile. America is starting to look the same. The same retail stores, lodging, restaurants, etc. are to be found. This “homogenization” of America is creating more interest in authentic heritage tourism. On average each month, 31% of U.S. households take at least one trip traveling 50 miles or more from home and include at least one overnight stay. Most travel in the U.S. is intra-regional, with 60% of personal trips remaining within the census region of origin. Consumers today have little time to plan a trip. When one combines this “time poverty” with the increasing frustration and hassle of travel, Kirkland’s Tourism Marketing Action Plan 6 there is a need to restore the spirit of freedom with value. Value is a perception, not just pricing. As consumers continue to lead stressed-out, hectic lives, they will continue to respond to packages and itineraries that “do the thinking for them.” The best packages and itineraries include: • • • • • • • • Scenic beauty Unique dining and shopping Exciting, fun and unique activities Ensure quality Ensure convenience and enjoyment Realize the consumer is buying an experience—not a ticket or room Think of a package as an all-inclusive cruise Packages don’t always mean discount; consumers say convenience of planning is the first priority. Additionally, TIA reports that the following activities were planned by visitors after arriving at their destination: • • • • • • • • Restaurant (48%) Shopping area (45%) Museum or Exhibit (26%) Sightseeing Tour (24%) Other Activities/Attractions (24%) Movie (16%) Live Theatre or Other Performance (14%) Festival or Parade (13%) Top Activities for Travelers According to RTM research and as documented by TIA, the activities participated in by U.S. resident travelers included the following for 2000: • • • • • • • • • Shopping (33%) Outdoor (Camping, hiking, biking, etc.) (17%) Historical Sites/Museums (14%) Beaches (10%) Cultural Events/Festivals (10%) National/State Parks (10%) Theme/Amusement Parks (8%) Nightlife/Dancing (7%) Gambling (7%) Kirkland’s Tourism Marketing Action Plan 7 • • Sports Event (6%) Golf/Tennis/Skiing (4%) Favorite trip activities by mature travelers include shopping (29%), visiting historical places or museums (15%), attending cultural events or festivals (12%), According to a report in Modern Maturity, “over-50s” report they are likely to travel 3+ times per year (68%), travel by car (46%), for relaxation (42%) or adventure (32%), and prefer to travel either with their mate (39%) or family (22%) or as part of a tour group (16%). Destinations must strengthen their leisure marketing muscles and sharpen their target marketing skills. Today’s consumer has an enormous range of vacation choices, with packages and discount deals abounding. Technology use will continue to dominate travel-marketing trends. The proliferation of online services such as Expedia, Travelocity and web marketing is a mega trend in travel planning. Consumers now demand access to online trip planning and trip purchase. TIA reports that most online travel planners seek maps or driving directions 74%, or are searching for airfares/schedules 69%, and looking for places to stay 67%. Just over half, 53%, of online travel planners search for things to do at the destination. Fast, accurate, user-friendly travel planning technology will be the main travel marketing tools of the future. Increase in off-season travel. The average American takes one long vacation, 5-9 days, and four to five short “getaways” during the year. Weekend travel accounts for almost one-half of all travel. The latest figures from TIA documented the following seasonal travel pattern for 2000: • • • • Winter Spring Summer Fall 20% 23% 33% 24% Kirkland’s Tourism Marketing Action Plan 8 RTM prediction: Continued increase in off-season travel interest, again with packages and special promotions providing the top interest. Primary destinations for off-season travel will continue to be in the 3-4 hour driving range from home. Close-In Consumer Survey Executive Summary Zoomerang.com survey respondents held a positive image of Kirkland as a nice, quiet, attractive small town. When visiting Kirkland, they were able to do their favorite activities—dine, walk on the waterfront, shop and visit art galleries. Almost sixty percent said they would recommend Kirkland to out-oftown visitors, but the others (41%) said they would not recommend Kirkland. These respondents said Seattle has more than enough for residents and their guests to do, so there is no reason to visit Kirkland. Since most people have out-of-town visitors only a few times a year, they must pick and choose the “biggest” attractions. Of those who would recommend Kirkland, it is an alternative to the hustle and bustle of Seattle, with great dining, shopping and walking opportunities. It seems that Kirkland would be best promoted as a great place to escape from the hectic city, a place that is close by and easily accessible but very different. Or, as one respondent put it, “accessible from Seattle but feels like a world away.” Survey respondents named 43 restaurants they have dined in, most of which are in downtown Kirkland. The Third Floor Fish Café was the most commonly-mentioned restaurant. Survey results indicate that downtown Kirkland is a great place for an evening of dining, strolling by the water, and shopping or visiting galleries with friends. Most people had not visited Kirkland via boat. One person said he was not aware of this option. Because people seem to be especially fond of walking on Kirkland’s waterfront, promoting the “visit Kirkland by boat” option may be quite successful, especially when the larger marina facility has been completed. Two-thirds of respondents had not attended any of Kirkland’s special events, such as ArtWalk, July 4th or SummerFest. Most respondents said they got their Kirkland news from the newspaper or by word of mouth. One said that he “would have to search it out with effort.” Kirkland’s Tourism Marketing Action Plan 9 Zoomerang.com Survey Details An online Zoomerang.com survey was sent to Puget Sound area residents to get their impressions of Kirkland as a visitor destination and their preferred activities when visiting. The survey was sent to 130 people, of whom 43 responded, for a response rate of 33%. The general impression of Kirkland was a positive one. Almost all respondents said Kirkland was a nice, upscale, friendly community. Restaurants, shops, the downtown waterfront and art galleries were noted as being especially attractive. Only four people mentioned parking as a problem, and two actually said that parking is easy. Only three people said that traffic was a problem. Six people said that Kirkland was a great place to walk, whereas only one person said it is not pedestrian friendly. A few respondents considered Kirkland “expensive” and “high-end.” The majority of survey respondents (47%) visit Kirkland a few times a year, and 30% visit monthly. When they visit, they are most likely to dine (91%), shop (65%), or visit art galleries (60%). Other popular activities include visiting friends (53%) and nature walks/parks (41%). Few attend the theater when visiting (14%), and only one person has attended a sports game in Kirkland. Most people (70%) had not visited Kirkland via boat. Of those who have, most dined in Kirkland or walked around downtown. One respondent said he didn’t realize Kirkland could be visited by boat. When asked to name the restaurants they’ve dined in, respondents most frequently mentioned the following downtown restaurants: • • • • • • • • • • • • Third Floor Fish Café (12 mentions) Anthony’s Home Port (10) Yarrow Bay Grill (8) Szamania’s (8) JJJ Café (7) Kirkland Roaster (5) TGI Friday’s (5) Riki Riki (4) Crab Cracker (4) Cucina Cucina (4) Kidd Valley (4) Mama Lucia’s Italian Kitchen (4) Kirkland’s Tourism Marketing Action Plan 10 • Carillon Point (4) Other restaurants mentioned three times or fewer were: • • • • • • • • • • • • • • • Acropolis Ale House Baja Café BBQ Chicken place Beach House Café Ben & Jerry’s Brown Bag Café Juanita Calabria Costco Dexter’s El Paradiso Gelato place Hector’s Jalisco’s • • • • • • • • • • • • • • Las Margaritas Marina Cantina Marina Park Grill Noah’s Bagels Six Degrees Original Pancake House Raga’s Indian Cuisine Santorini’s Sasi’s Café Taco Del Mar The Foghorn Tully’s Wah Luck Teriyaki World Wraps The majority of respondents (74%) had not attended major events in Kirkland such as ArtWalk, SummerFest, Taste! Kirkland, July 4th or Magical Night of Shopping. When asked about their favorite activities in Kirkland, walking, especially on the waterfront, was the most popular, mentioned by 19 people. Dining, visiting friends, shopping and art walks/galleries were also mentioned as favorite activities by a quarter of the respondents. Seven people said they like to attend special events, such as Taste! Kirkland, the Wednesday Market, or concerts. The majority of respondents (79%) have shopped in Kirkland’s specialty boutiques. About half of the respondents have out-of-town guests visit them a few times a year. About a third (29%) have visitors more frequently, about once a month. A slight majority of respondents (59%) said they would recommend Kirkland to out-of-town visitors, but 41% said they would not! Newspaper and word of mouth are the most common ways that respondents learn about Kirkland events (60% each). Next closest, with 15% of respondents, was radio. Kirkland’s Tourism Marketing Action Plan 11 Respondents’ favorite activities include: • • • • • • • • Dining (95%) Arts/Cultural Activities (86%) Shopping (77%) Farmers Markets (56%) Festivals (49%) Cycling (33%) Boating (30%) Other (23%), including: o Birding o Sailing o Sports o Golf o Bookstores o Theater / Foreign Films o Reading o Gardening o Exercising (walking) o Exploring nature o Hiking o Kayaking o Family activities Respondent demographics: • • • • Most respondents were aged 36-65 (20% aged 20-35, 41% aged 36-50, 37% aged 51-65) Almost all respondents were college educated or beyond. Most were female (74%). About half of the respondents make joint travel and social decisions with their spouse/partner (54%), while 44% make travel decisions on their own. Kirkland’s Tourism Marketing Action Plan 12 Kirkland Neighborhood Survey Executive Summary The amenities that visitors to Kirkland enjoy are also predominantly what residents enjoy. Promotion to residents will be an important function, as many expressed interest in gaining more information about what there is to do in Kirkland on a regular basis. In addition, residents are interested in more opportunities to engage in off-season activities. Neighborhood Survey Details An email survey was sent to Kirkland residents via the Kirkland Association of Neighborhoods (Kari Page assisting) to gather their feedback on Kirkland’s attractions and events. The survey was sent to more than 100 people, and 14 responded with detailed input. Respondents said the most appealing attractions in Kirkland are its waterfront, parks and restaurants. All 14 respondents mentioned the waterfront, usually first in their list of favorites. Ten mentioned parks and seven mentioned restaurants. Other appealing attractions were art/galleries (5), walking downtown (4), shops (3), music/concerts (2), and views (2). Mentioned once each were Kirkland’s “downtown feel,” the Wednesday Market, Kirkland Performance Center, Costco and flowers planted in downtown. When asked where they take visiting friend or relatives, respondents again most often mentioned the Kirkland waterfront (10), parks (7) and restaurants (6). Visiting the downtown area was next most mentioned (5). Respondents also take visitors to Seattle (3), Carillon Point (3), or on an Argosy Cruise (2). Mentioned once each were the Kirkland library, Costco, the Silver Gallery, shops, view, condominiums, and the San Juan Islands. Respondents gave a variety of suggestions for attractive. Two of the 14 respondents said improved (more/better/longer), and two said should be more affordable. Other than that, suggestions was mentioned only once each: • • More restaurant/coffee shop seating More picnic areas making Kirkland more parking needs to be that downtown rents each of the following Kirkland’s Tourism Marketing Action Plan 13 • • • • • • • • • • • • • • • • • • • More benches More friendly pedestrian areas downtown Cleaner public restrooms Indoor gym/pool Bakery More view restaurants More live music More affordable art, shops, jewelry, crafts Covered playground at Peter Kirk Park Remove big boat from marina More hotels Install elevated public viewing area Remove I-405 and 85th Street More bike lanes/trails Year-round farmers market Light rail linking with airport Make kids in Peter Kirk Park clean up their garbage Expand Wednesday Market Smaller scale buildings Eight respondents said that Kirkland’s events are enjoyable. Two said they were not interested in community events. Suggestions given for improving events included: • • • • • • • • More free parking/free shuttles to ease parking (3) Fireworks/bigger fireworks on the 4th (2) Include local Kirkland food only at Taste! Kirkland (2) Smaller portions/prices and Taste! Kirkland Have farmers market on weekend Open market earlier in day More shade Better weather! Respondents were very interested in off-season events—12 of the 14 were interested. One person wrote, “Yes! Yes! Yes!” Only one person was not interested. When asked if they receive sufficient information about what’s going on in Kirkland, five respondents said they don’t receive enough information, and others gave suggestions for improving the flow of information. Two said they receive good coverage. The rest of the answers indicated that coverage is okay, but could be improved. Kirkland’s Tourism Marketing Action Plan 14 Comments about communication included: • • • • • • • Coverage good, but not sure if average non-involved citizen is getting enough information City Update good, but not distributed often Kirkland Courier should carry more information Flyers should be posted at grocery store, library, neighborhoods Need more information about Kirkland Performance Center Weekly or monthly e-mail circular or newsletter would be good Publish events in Seattle newspapers Finally, respondents were asked to rate the following on a scale of 1 (awful) to 10 (sublime). The average score is given. • • • • • • • 7.6 7.1 6.9 6.4 6.3 5.3 5.2 Restaurant quality and variety Friendliness of community Local arts community, including galleries Performing arts (Kirkland Performance Center, etc.) Special events (Taste!, Market, etc.) Communication of local activities Parking Existing Kirkland Websites: An Analysis of Current Online Visitor Information Four websites currently exist for Kirkland. They are: • • • • City of Kirkland Kirkland.net Virtual Community Kirkland Chamber of Commerce Kirkland Downtown on the Lake The following is an analysis of these websites’ visitor information. City of Kirkland (www.ci.kirkland.wa.us) The City of Kirkland’s website provides easy access to their visitor information, with a “Visit Kirkland” link on their home page. The link takes viewers to a web page that gives a general description of Kirkland’s performing and visual arts, restaurants, and parks system (with great map). A separate Events Calendar lists City of Kirkland hosted and sponsored events only. There are good maps on the “Maps and Directions” page. However, the visitor information is limited and very general. Kirkland’s Tourism Marketing Action Plan 15 Kirkland.net Virtual Community (www.kirkland.net) The Kirkland.net website provides a wealth of information geared mainly toward residents or potential residents. (Information on neighborhood associations, schools, traffic, etc.) The website provides interesting detail about Kirkland’s public art, artists and art donors, and a comprehensive list of galleries. Kirkland businesses are not searchable by type. The Parks and Recreation link provides some general information useful to visitors, such as shopping, outdoors recreation, and activities and sports. Kirkland Chamber of Commerce (www.kirklandchamber.org) The Kirkland Chamber of Commerce website provides general information on its “About Kirkland” page. It gives visitors a good feel for Kirkland’s history, lifestyle, natural amenities and businesses. Although this website gives a good general description of Kirkland, it is not geared toward visitors. There are no specific listings about accommodations, restaurants, or other visitor information. A business directory contains listing of chamber members only. The Events Calendar lists only chamber-related meetings and events. Kirkland Downtown on the Lake (kirklanddowntown.org) Of the four websites analyzed here, the Kirkland Downtown on the Lake website has information most geared toward the visitor. It’s Visitor Information pages provide information on accommodations, dining, arts, parks, festivals and events, shopping, nearby attractions, and more. It positions Kirkland as a visitor destination and provides the resources visitors need to plan their visit. However, this site is limited because it focuses only on downtown Kirkland, and it lists members only. Kirkland’s Tourism Marketing Action Plan 16 Analysis Visitor Information Requests to the Kirkland Chamber of Commerce Over a 5 month period, the Kirkland Chamber of Commerce was contacted 339 times with requests for visitor information. The majority of those requests were by phone (69%), and most of the rest were in person (29%). Only 1% of requests were made by e-mail or by letter. Most people requested information about Kirkland events and activities (43%). Maps and brochures were also common requests (25%). Less than 10% requested information about hotels, restaurants or boating. Total Requests by Means % Phone Requests % Walk-in Requests % Email Requests % Letter Requests 339 69% 29% 1% 1% Total Requests by Type % Event/Activity % Map/Brochure % Restaurant % Hotel % Boat % Other 388 43% 25% 7% 6% 6% 12% Based on the low number of e-mail requests, Kirkland would benefit from a stronger presence on the Internet with a visitor information website. Detailed information on a designated website should help reduce time-consuming phone calls. The website could also include a form to request printed materials, such as maps and brochures. Kirkland’s Tourism Marketing Action Plan 17 STRATEGIC ASSUMPTIONS Strategic Assumption #1: The marketing strategy needs to include campaigns to increase hotel occupancy in order to generate the highest possible revenue from the 1% hotel/motel tax. In addition, it should concentrate on shopping and dining to sustain a vibrant local tourism economy. Strategic Assumption #2: Tourism for Kirkland is desirable as long as it brings advantages to those who live in the community and does not degrade the community’s quality of life. Tourism should amplify and support the arts, local retail and service businesses, and the natural attributes of Kirkland. Strategic Assumption #3: Tourism growth is most desirable in the shoulder and off-seasons from October to May. The primary aim of the tourism program is to “fill the gap.” When the weather is good, Kirkland has no shortage of visitors. The program needs to avoid spiking the spikes and concentrate on taking the dip out of the dips. During the peak season (JuneSeptember), it is desirable to assist visitors and residents in learning about tourism-related activities. Tourism marketing will improve visitor communications and awareness of Kirkland’s attributes and attractions year-round. Strategic Assumption #4: Tourism is a clean industry that provides entrepreneurial/business ownership opportunities, entry-level jobs, part-time work desirable to working mothers, and is attractive to all ethnic groups. Strong tourism marketing should support the tourism development goals of the city and tourism stakeholders. Tourism marketing in Kirkland should take place in concert with ongoing, quality regional tourism development currently underway. Kirkland’s Tourism Marketing Action Plan 18 Strategic Assumption #5: Consumers want diverse experiences and make choices regardless of organizational borders and boundaries. Collaboration will present the best possible scenarios and experiences for visitors, and is vital to building sustainable tourism. Geo-tourism is the latest term coined to reflect the values and interests of communities and to enhance or sustain the geographical character of the place being visited—its environment, culture, aesthetics, heritage and the well-being of its residents. Strategic Assumption #6: Because visitors are looking for unique experiences, visitor interest will be concentrated primarily on the downtown and waterfront areas. However, the 85th Street/Rosehill and Totem Lake areas have favorite brands and amenities that visitors, not just residents, use, and a majority of Kirkland’s hotels are located in this zone. Therefore, providing good visitor information about these amenities and services is essential. New opportunities such as the Juanita Beach area redevelopment and a revamped Totem Lake Mall will have a future impact on this program. Strategic Assumption #7: Tourism stakeholders should cultivate opportunities to extend the visitor activities of the corporate/business travel market. Strategic Assumption #8: The tourism marketing strategy needs to encompass all of Kirkland and also branch out beyond the city borders to make linkages that make sense to the consumer/target markets. Kirkland’s marketing efforts will yield the greatest results by linking to other destination marketing organization (DMOs) wherever possible. This will leverage visitor awareness throughout the Eastside, Puget Sound, Pacific Northwest, and the domestic and international travel marketplace. Strategic Assumption #9: At present, Kirkland has a total of only 522 motel/hotel/B&B/inn rooms. The Lodging Tax Advisory Committee (L-TAC) budget will remain modest until an expansion in lodging takes place. Kirkland lacks a boutique hotel in the downtown area and has limited meeting space for the small group, association and corporate meetings market. Tourism product development is needed to expand Kirkland’s capacity as a visitor destination. Kirkland’s Tourism Marketing Action Plan 19 KEY OBJECTIVES Based on the goal and strategic assumptions for the Tourism Marketing Program, the following 10 Key Objectives have been identified for the first 3-to-5 years of the program: TO INCREASE VISITOR REVENUE: Objective #1: Increase the number of visitors to Kirkland, including overnight stays, with a special emphasis during the shoulder and off seasons (October to May), and convert those visitors into consumers. Objective #2: Increase the number of visitors attending arts and cultural events and activities, with a special emphasis during the shoulder and off seasons (October to May). Objective #3: Extend the corporate/business travel market by engaging groups and individuals in visitor activities. Objective #4: Establish integrated marketing services to present image/brand identity of Kirkland as a visitor destination. a unified Objective #5: Provide visitor services to disseminate Kirkland visitor information, encourage overnight stays, and provide friendly concierge and travel assistance as needed to the general public. Objective #6: Expand the group tour market by enhancing Kirkland product offerings, especially through hands-on experiences and storytelling, and growing the itinerary selection. Objective #7: Expand Kirkland’s partnerships in wine tourism, cultural tourism and eco-tourism to gain access to niche market opportunities. Kirkland’s Tourism Marketing Action Plan 20 KEY OBJECTIVES, continued TO SUPPORT TOURISM DEVELOPMENT: Objective #8: Serve as a liaison for Kirkland on tourism-related opportunities, and provide a “clearing house” function. Serve as a central resource for effective communication between Kirkland’s tourism stakeholders. Objective #9: Encourage professionalism, quality service, creative product development, local and regional collaboration, and also address emergent needs of tourism stakeholders and those working within the visitor industry through education and training. Objective #10: Provide data, research and reports to aid in the assessment and redirecting of the Tourism Marketing Action Plan to ensure the most strategic use of limited tourism funding and public-private resources. Objective #11: Participate in economic development planning by providing input on tourism issues. Kirkland’s Tourism Marketing Action Plan 21 COMPETITIVE ADVANTAGES 1. Lake Washington provides stunning scenic beauty to visitors from Carillon Point through downtown and in Juanita. Sweeping views incorporate the downtown Seattle skyline and the Olympic mountain range. From certain viewpoints, Mount Rainier is also visible. 2. Kirkland’s lakefront areas are pedestrian, cycling and boating friendly. There are many points of access to the waterfront through a string of well-maintained and colorful parks. Parks have visitor amenities such as restrooms, docks, paved walkways, play and picnic areas, and public sculptures. In addition, organized water activities include secured swimming areas, a kayak/canoe concession, boat tours and much more. 3. Downtown Kirkland has an eclectic mix of stores, many of which are one-of-a-kind. Kirkland offers individualistic expression and quality/value. Kirkland has homegrown character in an upscale urban village setting free from skyscrapers and malls. It also has a critical mass of sophisticated stores, including art galleries, decorative art and furniture shops, jewelry stores and clothing boutiques appealing to high-end consumers. Lakefront residential real estate is architecturally attractive. 4. Kirkland’s public parks and public art are exceptional assets. 5. Kirkland has a good selection of brand favorite hotel and retail stores in Totem Lake, Rose Hill and Juanita’s new shopping center. 6. The city has an authentic “small town” feel with friendly inhabitants. Kirkland’s Tourism Marketing Action Plan 22 CHALLENGES 1. Downtown Kirkland needs a boutique hotel to build easy access rooms into the tourism structure. At present, all hotels are more than 1 mile away from the downtown retail core and restaurants and other tourism attractions such as the Kirkland Performance Center, Marina Park and Argosy Cruises. 2. Retail and restaurant businesses turn over. Closed businesses need window dressings to minimize the negative perception of vacancies. The main thoroughfare, Lake Street, lacks a “third place” or “euro-village” such as a bakery/café/deli/market with open air seating. 3. Art galleries can be intimidating to some visitors. A “live arts” forum of some sort, such as an emporium with a collection of studios under one roof, would provide a place for the public to converse with local artists and watch them work. Souvenirpriced items as well as art pieces would have great appeal for the friends and relatives and group tour markets. 4. Parking is challenging, particularly for longer-stay visits. Offstreet parking is difficult to find during peak hours and options such as at the library need highly visible communications and signage. 5. Traffic, especially along Lake Washington Boulevard, Lake Street, Central Way and Market Street can get backed up. Traffic jams dampen the visitor experience. In addition, Central Way east of downtown is not pedestrian-friendly. 6. Visitors to downtown will tend corridor and Park Lane. Unless directional banners or signposts, to Peter Kirk Park, Park Place Center. to stroll along the waterfront they have guidance, such as they will not naturally walk up or the Kirkland Performance 7. A majority of the hotels—those along the I-405 and State Route 520 corridors—are dislocated from downtown. The Totem Lake area, while part of the tourism industry because of its hotels, restaurants and certain retail stores, is not a primary tourist attraction as it exists today. Kirkland’s Tourism Marketing Action Plan 23 AUDIENCES Tourism growth should be focused on market segments that are most desirable and can yield the highest return on investment of limited tourism marketing dollars. PRIMARY CONSUMER MARKETS Taking into account Kirkland’s current tourism infrastructure, the following key groups of customers represent the most attractive targets: • Visiting Friends and Relatives. This is the largest built-in market impacting many of our area’s residents. This audience may stay in local homes, but also purchases a large number of hotel rooms. The Free and Independent Traveler (FIT) who is visiting the Puget Sound area. This audience most likely will use Seattle as a base of operation, but they are looking for things to do after they’ve visited the Space Needle, Pike Place Market, the Locks, etc. Much as Sausalito has acquired a large number of visitors from dominant San Francisco, Kirkland likewise represents another travel choice in a similar vein. Corporate/Business Traveler. People traveling on business will extend their participation in visitor activities when given good tourism information and time permitting. A nonworking spouse will take advantage of recreational and shopping opportunities. In addition, a business stay may convert to FIT and a romantic or family getaway. Small Groups who might be attending a meeting, conference or convention in the area. These groups plan visits usually long in advance and represent targets for customized packages. Working with meeting planners and tour operators, Kirkland has the opportunity to cash in on this substantially-sized market. Area residents will visit Kirkland because they consider it attractive for a day trip but it feels away from home. Keeping this group informed about new developments will bring them back more frequently. This is also the group to cultivate for offseason visits. • • • • Kirkland’s Tourism Marketing Action Plan 24 INFLUENCER MARKETS Kirkland’s Tourism Marketing also needs to target opinion makers and gatekeepers. Some of these audiences include: • • • • • • Travel writers (Society of American Travel Writers) Columnists and travel editors Travel and feature television programs (both local and cable) Online travel sites Meeting planners and local in-bound tourism facilitators Concierges on the Eastside and in Seattle. EXTERNAL PARTNER ORGANIZATIONS • • Cultural Cascades Seattle Convention and Visitors Bureau (See Seattle) o See Seattle Cultural Tourism Division o See Seattle News Bureau o Consumer Housing Division (Hotel Hotline) Washington State Group Tour & Travel Association (WSGTTA) Washington State Tourism Woodinville Wine Country Association o (Washington Wine Commission) • • • INTERNAL AUDIENCES It is critical to sustain a high degree of communication between all parties with a vested interest in Kirkland’s tourism in order to sustain vibrant engagement that will meet the goals of the program. These audiences include: • • • • • • • • • • • • • The Lodging Tax Advisory Committee (L-TAC) Greater Kirkland Chamber of Commerce Kirkland Downtown on the Lake City of Kirkland (City Manager, Planning, Parks and Events) Kirkland Mayor and City Council Kirkland hoteliers Kirkland retailers and merchants Kirkland restaurants Kirkland’s cultural community (new arts council) Kirkland Heritage Society Kirkland Gallery Association Kirkland civic leaders Kirkland neighborhood leaders Select members of the Kirkland business community. • Kirkland’s Tourism Marketing Action Plan 25 EDUCATION, TRAINING AND INTERNAL COMMUNICATIONS Using training and education forums to improve the tourism development environment and provide internal communications to tourism stakeholders and neighborhoods. Training and education programs for tourism stakeholders are proven methods for improving the tourism product in communities, as well as internal communications, partnership involvement and marketing opportunities. For those involved with tourism-related products, it is suggested that a three-fold program be considered: 1. Perhaps under the auspices of a joint effort between the Chamber of Commerce and Kirkland Downtown on the Lake, monthly tourism breakfasts could be held with programs designed to share success stories and to bring concerns and challenges to a networking group. 2. On a quarterly basis, a series of seminars could be held with special local speakers (sponsored or originated by both tourism and non tourism-related local businesses). Topics could include: • • • • Developing Relationship Marketing in Tourism Building Public/Private Partnerships New Consumer Trends and their Application to Tourism Building Business with Special Events and Promotions 3. A quarterly e-newsletter would be posted on the tourism website. The same newsletter would be e-mailed to key stakeholders with their permission. Topics might include: • • • • • • • • • • Program updates Media coverage Leads Case histories (both local and in general from the tourism industry) Partnership ideas Marketing and media relations opportunities Visitor trends and statistics Tourism industry news Calendars of events Special timely columns Kirkland’s Tourism Marketing Action Plan 26 A second, but equally important audience, is Kirkland’s neighborhoods, whose continuing understanding and support is crucial for the success of any tourism-marketing program. So they can better understand the nature, benefits and value of local tourism, it is suggested that residents should: 1. Be given the opportunity to opt-in to receiving the monthly tourism e-newsletter. They would be alerted to the newsletter by post-card mailing, through the Kirkland Courier, and by publicity posted through other city communications channels. 2. That all residents would be sent another post-card alerting them to an electronic annual report posted on the Tourism website. For those not possessing personal computers, the library would be suggested as a venue where they could read this report. 3. That an annual Town Hall meeting would be held in conjunction with a City Council meeting which would feature the annual LTAC report to the community. Internal Communication Ongoing communication to tourism stakeholders will be a day-to-day function carried out by the Kirkland Tourism Team. Elements of that interactive communication would include email alerts about: o Opportunities for partnership promotions; o Workshops and events of value to Kirkland’s tourism stakeholders; o New tourism products coming online locally o Tour operator and press leads o Calendar items o People on the move (personnel changes) o Award opportunities and winners Much of this communication can be issued in the monthly e-newsletter (sample: www.olympicpeninsula.org/vcb/memberresources/weeklynewsletter.html) to avoid excessive mailings. However, time-sensitive items should be emailed for immediate action. A key role of the Tourism Contractor will be to stay informed about Kirkland’s tourism activities and then to screen and respond to opportunities on behalf of Kirkland’s tourism stakeholders. Kirkland’s Tourism Marketing Action Plan 27 VISITOR INFORMATION CENTER The tourist has been conditioned to seek out a Visitor Information Center whenever they travel or venture to a new place. That VIC serves as a focal point for information gathering and planning. The VIC also becomes the site where updated information is sought for those who may wish to sample new opportunities, or to revisit old favorites. For Kirkland it is recommended that a two-stage strategy be followed in the construction and development of an outstanding VIC befitting the image of the city. • Step I: Make an agreement with Argosy Cruises to share their existing visitor information booth as the interim Kirkland VIC. The goal would be to double the size of the existing facility and provide it with year-round information dispersal capabilities. The site would offer brochure racks, calendars, maps and other relevant information. The goal for having the enhanced existing site operational would be the Summer of 2003. Using volunteers, the booth would be operational on weekends during off-season months (OctoberApril), and with extended weekday and weekend hours from May-September. The initial Kirkland VIC site would be created so that it would be compatible with the proposed repositioning of the restroom facilities at Marina Park. Much in the style of the Interstate Highway rest stops which incorporate information sites with rest facilities, the restrooms would supplement the value of the site and probably help in drawing attention to the VIC operation. A second part of expanding the scope of the Visitor Information Center is tied to working with Kirkland Downtown on the Lake and the Chamber of Commerce. If KDL would agree to expand their coverage to include all of Kirkland for visitor information purposes, visitors could be directed to the KDL offices for additional brochures and visitor information. The same situation would hold with the Chamber of Commerce, using their proposed new facilities as another center for visitor information and materials. Using these two existing organizations would add synergy to the VIC concept with little or no additional cost. Kirkland’s Tourism Marketing Action Plan 28 In addition to the larger sites, mini-VIC’s would be established at Carillon Point, Totem Lake Mall, Juanita Village, City Hall, the Kirkland Library, Chamber of Commerce offices and perhaps Evergreen Hospital’s gift shop and elsewhere. Other mini-sites could be developed as requested by neighborhood or merchant organizations. The mini-sites would have brochure racks and signage serviced by the volunteer VIP’s for the VIC’s. Business partnering could be pursued to help meet the costs for all VIC sites. • Step 2: When feasible, create a new, purposefully designed outstanding Kirkland VIC as part of the new Lakeshore Plaza project under consideration as referenced in the Kirkland Downtown Strategic Plan. A design competition might be held to come up with a design that best represents the qualities of living in Kirkland. The advanced VIC would include new technology in the form of interactive computer kiosks that would operate on a 24/7 basis. On-demand videos, CD’s or other multi-media formats would be available. Advanced technology kiosks could also be emplaced at the former rack sites, upgrading the quality of information available for visitors, or inquirers. It may be possible to sell advertising at the VICs as a method for producing the income to purchase and maintain these sites. Partnering with local-area technology firms would help to develop these advanced visitor information sites. Kirkland’s Tourism Marketing Action Plan 29 Staffing Through Volunteer Corps for the VICs Volunteer resources could be developed in conjunction with the Kirkland Senior Center and the existing city volunteer support organization. A corps of docents would be developed and trained and put into the field. The City of Kirkland Volunteer Coordinator could supervise the development of the program and train a core group of volunteers to become trainers and managers of the program. In time, a volunteer Volunteer Coordinator (or small team) will run the program, with minimal support needed from the city. Training would include a historical perspective on the community, along with techniques on customer service and problem solving, and periodic familiarization trips to all of Kirkland’s tourism attractions (including merchants), as well as partner attractions (Woodinville wineries). Recognition is a critical component required to make this program succeed. Rewards for the volunteers could include “Volunteer of the Month” certificates and photos on the VIC wall, local merchants offering free meals, gift certificates and special merchandise (hats, scarves, umbrella’s t-shirts, etc.). Annual events would be hosted to thank VIC docents for their involvement. Kirkland’s Tourism Marketing Action Plan 30 BRANDING Kirkland’s tourism branding should be the visual, verbal and behavioral expression of the vision and values that drive the Kirkland community involved in tourism. This “promise” should be integrated into every aspect of Kirkland’s tourism-related programs and communications. Branding also creates a strategic way to distinguish your destination and set the standard for its total identity. When people look at anything associated with your destination, an immediate recognition is triggered. All parts of the destination hang true to the brand. Branding is more than a logo. It permeates as an understanding of what a destination is about in every aspect, including customer service behavior, product delivery, promotions, image, marketing and so on. All this builds brand equity – a place in the consumer’s mind where your brand is distinguished from other destinations. Branding Kirkland as a Visitor Destination Kirkland is in a unique position of being able to craft its branding from the ground up. Its current identity is not “honed” in the Puget Sound area, and it is not a recognized destination in the domestic and international visitor markets. This presents an enormous opportunity to position Kirkland with branding that will set its course toward greater positive recognition for the next 10 to 20 years. The primary branding application will be in the visual identity presented through the website, brochures, banners and other collaterals used by the Tourism Program. The single most important attribute for Kirkland’s tourism positioning is the lake. Other core attributes (including the #1 attribute) are: 1. Location on the lake 2. Interesting variety of things to do 3. Energetic and exciting atmosphere The Kirkland Tourism Marketing Action Plan serves as a guideline for the graphics branding team to develop a logo and look for Kirkland as a visitor destination. The visual branding should incorporate the following qualities: Kirkland’s Tourism Marketing Action Plan 31 • • • • • • • • • • • • Attractive ribbon of parks Pedestrian-friendly waterfront and downtown Sporty atmosphere on and off the lake Homegrown village atmosphere International melting pot Many one-of-a kind boutiques and specialty stores Human scale of buildings (no mall/skyscrapers) Upscale homes form attractive backdrop Wide variety of restaurants, many with water views and options for outside dining in warm weather Public art sculptures present joyful and interesting surprises Allure of fine arts galleries, decorative arts stores and gift shops Delightful eco-treasures in an urban setting (such as eagle pair and beavers at Juanita Bay Park). Additional considerations: • authentic and not over promise • consider the entire city and place Kirkland geographically • engage the audience with an impression and allow them to use their own imaginations • complement existing taglines that have established their own equity, such as Kirkland Gallery Association’s “Come for the Art. Stay for the Experience.” Characteristics of a Good Theme-line: • Simple • Memorable • Flexible • Strong • Upbeat • Timeless • Versatile • Accurate Keeping in mind the vision, values and character of Kirkland, the fact that it needs to address many individual attractors under one umbrella positioning, consider: Kirkland or on the lake Kirkland. Natural Simply Vibrant. Culturally Vibrant. Simply Kirkland’s Tourism Marketing Action Plan 32 OVERALL COMMUNICATIONS TOOLS TOOL RECOMMENDATIONS FOR USE • • • Should represent Kirkland as a visitor destination and provide valuable information for consumers. It should also be easy-to-use for trip planning. Should cover information of interest to residents and locals as well as out-of-towners. All other communication tools should drive people to the website. Should be a portal to websites of umbrella organizations that promote tourism, such as Kirkland.net, the City of Kirkland, Chamber of Commerce, Kirkland Downtown on the Lake, The Arts Gallery Association and nonprofits such as Kirkland Arts Center, Kirkland Performance Center and the Heritage Society. Will be highly graphic and easy to use. Will focus on the needs of the consumer. Name site sample: www.visitkirkland.org. Should be used for internal communications. Will be used for highly targeted consumer communications. Should be used to survey consumers. Should be used to survey stakeholders Messages will be brief and link people to the website where more information is available. Should be used only for high-priority items, i.e., when immediate action is needed on urgent issues. Should clearly articulate the action and desired response for the tourism task force or stakeholders. Priority use is as a tool for informing tourism stakeholders about events and activities of the Tourism Marketing Program, including partnership opportunities and results from campaigns. Means to stay informed both internally and through knowledge/skills building. Open to all Kirkland tourism stakeholders Held quarterly. Half or full day with box lunch. Website • • • • • • • • • E-mail • Faxes • • E-newsletter • Tourism Forums • • Kirkland’s Tourism Marketing Action Plan 33 • • Press Kit • • • • Should articulate Kirkland as a visitor destination in both print and electronic pieces. Should be distributed to media mailing list and as new press prospects arise. Should be updated to reflect new products and activities. Should be organized by activity/lifestyle theme. Should be designed to reflect Kirkland’s branding. Should be image-driven and reflect visitor experiences and opportunities in Kirkland. Should be designed to reflect Kirkland branding. Should have colorful photos and include web address. Mailed as needed to fulfill visitor inquiries. Should have a listing and description of Kirkland’s retail stores that have products and services of value to the visitor. Should reflect Kirkland branding. Ad sales on left side of booklet will underwrite costs. Should have a listing and description of Kirkland’s restaurants. Should reflect Kirkland branding. Ad sales on left side of booklet will underwrite costs. Should be postcards that are easy to read and more economical to distribute. Letters should be used for internal correspondence. Press should be cultivated to spread visitor and local messages. Will need a printed Press Kit and website Press Room that responds both to the overall messages and to timesensitive items, such as events. Campaign should be planned to launch the Kirkland Tourism branding and website. Press tours should be conducted periodically. Connect with Regional Partner itineraries. Offer individualized itineraries. Partner with hotels/restaurants/tour operators for comped overnight stays, dining, cruises. etc. Provide “behind the scenes” experiences. Brochures (In general) • • • Shopping Guide • • • Restaurant Guide • • • • • • • • • • • • Mass Mailings Media Relations Kirkland’s Tourism Marketing Action Plan 34 Kirkland Post Cards • • • • • • Should be a selection of classic Kirkland scenes. Serves to position Kirkland as a visitor destination. Provides needed service to visitors. Should be used in press and tour packets. Should include sights beyond downtown, such as Juanita Bay/Beach and McAuliffe Park. Should be sold at VIC for additional revenue stream and at other appropriate locations. Should be distributed at VICs, events and festivals, concierge desks at Eastside hotels and selected Seattle locations. Also partner locations: Chamber, KDL, Library, McAuliffe Park, KPC, KAC, Heritage Hall, Argosy booth, galleries (as able), restaurants (as able), etc. Mailed in fulfillment of visitor inquiries. Handed out at regional networking meetings. Should be provided or produced by other entities and marketed by the Kirkland Tourism Program. • Brochure Distribution • • • Tourism Product and Promotions • Kirkland’s Tourism Marketing Action Plan 35 CONSUMER MARKETING STRATEGIES & TACTICS Strategy #1: Develop and maintain an official Kirkland Tourism website. Visitors need a designated website where they can learn about Kirkland (where to stay, what to do, where to eat) and find the resources they need to plan and book a visit. This visitor information website (known as the “consumer site”) would position Kirkland as a visitor destination and provide a complete picture of what the city has to offer. The website should be the primary marketing tool to encourage visitors to come to Kirkland. All other communication should promote the website. Recommended name for the website is www.visitkirkland.us or www.kirklandtourism.com (both currently available). The .us suffix was released earlier this year and positions Kirkland in the United States. This is helpful in the international markets. Kirklandtourism.com might be more readily found on search engines such as Google.com. The website should be promoted as Kirkland’s “Official Tourism Website” and should be endorsed by and linked to tourism stakeholder organizations’ websites, including the City, the Chamber, Kirkland Downtown on the Lake, the Kirkland Performance Center, and the Kirkland Arts Center, to name a few. Those websites should also link to the tourism website. The website would serve as a portal to the many events and activities Kirkland has to offer the visitor. The website will point visitors to the appropriate external websites that will provide more detailed information. Visitor Communications Process Visitors follow a typical process of discovery. The website will be structured to build awareness, act as a planning tool and convert potential visitors into consumers. Kirkland’s Tourism Marketing Action Plan 36 The Visitor Communications Process Awareness Information Gathering Planning Decision Making Trial Return Visitors search the Internet. Find and explore the Kirkland website. Use the website to plan a visit to Kirkland. Use the website to reach partner websites and make reservations. Visit Kirkland. Revisit the website to see what’s new, and then return to Kirkland again. Linkage To gain exposure for the Kirkland Tourism website in regional, domestic and international markets, it is critical to link to: • • Seattle’s Convention and Visitors Bureau (www.seeseattle.org) Washington State Tourism (www.experiencewashington.com) Information Included The website should be geared toward the main things visitors look for—where to stay, what to do, and where to eat. It should include these main links and subcategories: • • • • General Introduction What’s Happening This Week Accommodations What To Do o Parks and Wildlife o Arts and Entertainment o Events and Festivals o On the Water o Shopping Dining Group Tour Information o Itineraries o Meeting Facilities Maps and Parking Information Press Room (see below for more information) • • • • Kirkland’s Tourism Marketing Action Plan 37 • • • • • • • • Tourism Industry Section (see below for more information) Contact Us Photo gallery Vacation Deals and Promotions o restaurant coupon programs o special event hotel rates o hotel promotions o contests Online Request Form o brochures o visitors guide o maps Online Goodies o Kirkland desktop background o Kirkland screensaver o Kirkland electronic postcard Weather Links (Link to area hotels, attractions, etc., and get link on their websites.) The Look The website should be photo-driven, with many large scenic and action photographs and concise text. An excellent model is the Sausalito, California Chamber of Commerce’s website (www.sausalito.org). The website is attractive and well written, with large color photos. Visitor information includes restaurants, shopping, lodging and activities. The website has a distinctive feel and is branded with their tagline, “The Jewel of the Bay.” A webcam would be a good addition to the website, pointed at Marina Park, art in progress inside Kirkland Arts Center (in bad weather months), or the downtown scene on Lake Street. Press Room An electronic Press Room would serve as a communication tool between Kirkland’s tourism stakeholders and the media. Its purpose is to gain media coverage for Kirkland by making it easy for the press to get timely news and interesting information related to visiting Kirkland, and give them ideas when writing stories. The press room would include two sections: Kirkland’s Tourism Marketing Action Plan 38 • • News—Press releases from Kirkland tourism marketing unit and tourism stakeholders (new accommodations, seasonal events, special promotions, etc.) Story Ideas—Brief write-ups of interesting, off-beat and lesserknown (hidden gem) activities in Kirkland, with links for more information. This is a good place to promote off-season activities. Ideas can be rotated as needed. A press room is a “must visit” resource for the media when it includes: • • Interesting and timely content that is easy to read. Great photographs that are easy to download and copyright cleared. (Photos should accompany News and Story Ideas whenever possible.) Example Story Ideas: • • • • • • • • • • Spotting the eagle couple at Juanita Bay Park through the seasons, including the summer solstice walks. An all-year-round Santa artist carves figurines at his store, Reasons to Believe, daily. Wander through a botanical treasure shrouded in history at McAuliffe Park. Eastside Trains has been attracting model train trackers, old and young, for 20 years. Cyclists take a body break by stretching their legs at the new Juanita Village. Bright-colored Italian motorcycles, red leather jackets and all, adorn Café Veloce in Totem Lake. Diners view crash videos. Don’t miss Kirkland’s most beloved sculpture, The Puddle Jumpers, at Marina Park…or the other 44 public art pieces around the city! Live by George! Special opportunity to sit in on a live broadcast on King-FM hosted by George Shangrow, every month at the Kirkland Performance Center. Kirkland has the most public access of any community on Lake Washington through its string of public parks. Kirkland is the 7th most scenic urban walk in the nation (from Carillon Point to downtown), according to the National Volkssport Association. Kirkland’s Tourism Marketing Action Plan 39 Tourism Industry Section A separate page dedicated to Kirkland’s tourism stakeholders will be a critical component of the website. This “Industry” section would provide a forum for: • • • • Ongoing education and training Information dissemination (Tourism Marketing team can pass on leads) Interactive discussion (posting comments/email news group) Updates on how to use the tourism marketing services. This section would also provide stakeholders with information on how to post their events and press releases to the Kirkland Tourism website. For an analysis of existing Kirkland websites, please see the research section. Kirkland’s Tourism Marketing Action Plan 40 Strategy #2: Implement a media relations program. Kirkland needs to be in the news! Media outlets that cover travel, arts and entertainment, and food and lifestyle offer considerable opportunity for increased and regular exposure. Media coverage will increase consumer awareness of Kirkland that will, in turn, result in visits. The tourism marketing team will help Kirkland get in the news by: • • • • • • • • Developing a press kit (print and online) and distributing it to a full and current media list. Developing story ideas and posting them on the website. Actively pitching stories to the local/regional media. Organizing press trips to bring regional travel writers to Kirkland (partner opportunities). Working with regional and state partners planning press trips to include Kirkland in their itineraries. Providing linkage to Kirkland’s media relations programs to Kirkland tourism stakeholders to expand and enhance their own publicity efforts. Providing basic media-relations support for those stakeholders who do not have a media-relations capability. Tracking media results. Target media include: • Newspapers o calendar listings o arts and entertainment o travel o food o lifestyle o sports o columnists Lifestyle Magazines Local Broadcast Media Niche (Vertical) Publications • • • A target media list is attached in the Addendum. Tips for gaining media coverage and a sample press release are attached in the Addendum. Kirkland’s Tourism Marketing Action Plan 41 Strategy #3: Partner to create packages and itineraries for the consumer/small group market. VIP Services, Convention Services Northwest in Seattle and Dominion Tours in Vancouver, B.C., and the Washington State Group Tour and Travel Association are looking for stops for their 30+ people tour itineraries through Kirkland. These visitors are seeking special experiences and real-life storytelling. They want to be taken behind the scenes into private areas where the general public is not allowed. The top three topics are: • • • Gardens Galleries/Art Cooking Consider adding the following ideas (or brainstorm your own) to the group tour itineraries. • • Wildlife Tour: View eagles and beavers in the wild at Juanita Bay Park. Food & Wine: Learn to make a (name the dish) at Sur La Table with guest Chef (name the chef – rotate among interested restaurants). Tie in with A Grape Choice or Woodinville Wine Country Association. Art in an Hour: Tie-in with Kirkland Arts Center to create a small souvenir using a simple painting technique. Act Your Heart Out: Tie in with the Kirkland Performing Center. Provide a behind the scenes tour and offer first hand experience to be in the limelight. Willing participants learn to act out a scene under the direction of a theater producer. Benefit for a nonprofit such as the American Heart Association. Develop tie-ins with restaurants: Chef’s tables, cooking demonstrations, hands-on “make a dish” events, etc. • • • City of Kirkland Parks and Community Services Department Once the Corporate Partnership Program is in place, review activities for tour group potential. The Kirkland Tourism Program should also publicize Park activities to Kirkland residents, local area residents, outof-town visitors (VFR market), regional DMOS and tourism partners, and corporate meeting planners. Kirkland’s Tourism Marketing Action Plan 42 Ideas to consider for the group tour and corporate meetings markets for McAuliffe Park: • • • Jerry McAuliffe conducts private tours of his property and collectibles. Antiques Road Show: Experts from the antiques mall bring samples and discuss how to tell a treasure from a trinket. Restaurants host fund-raising dinners. Chef uses gourmet seasonal ingredients from the garden and shows visitors how to use outdated items found in antiques malls as creative centerpieces. Conduct tours with master gardener/docent and stage a botanical activity, or show how to decorate the garden with old implements and utensils found at garage sales and antique malls. • Also see the Consumer Marketing section Strategy #5 on partnering with Washington State Tourism for linkage to the state’s Domestic and International Tour Operator program. Opportunities with Microsoft Microsoft has small group needs for corporate meeting facilities and social activities. The challenge is positioning Kirkland’s offerings to the internal meeting planners, as this function is spread throughout the company with no central organizing. Microsoft meeting planners search the internet and use websites and email as their primary research and communications tools. They look for meeting rooms and use hotels in Bellevue and Seattle as well as the Woodmark Hotel in Kirkland. The Woodmark is also a resource for VIP level guest stays. Cruises are booked directly with the tour operator (Argosy, Waterways, etc.) There is an “Event alias” where a Kirkland resource listing might be placed. A link to Kirkland’s tourism website can be championed by Carol Cooper, a special event planner at Microsoft and Kirkland resident. Preview tours of a unique property such as McAuliffe Park and a familiarization tour of Kirkland’s small group offerings have potential, but are not standard. Kirkland’s Tourism Marketing Action Plan 43 Strategy #4: Create off-season partnership promotions and cooperative advertising programs. Kirkland has special tourism products and services, that provide excellent partnership promotional and cooperative advertising opportunities. Organized by the Kirkland Marketing Program, businesses related to the product could pool resources to buy ads to position Kirkland and their businesses. Once established, any special tourism promotions would be publicized on the official Kirkland Tourism website, brochure, and media relations programs. Weddings Kirkland has many resources for wedding planners, including venues (hotels, parks, etc.), bridal shops, spas, nail and hair salons, jewelry shops, and rehearsal venues (restaurants, etc.). Timeframe: January. Holiday Giving Kirkland is a great place to shop for the holiday, with its two Christmas stores, Michael’s craft store, art galleries, restaurants (gift certificates), and decorative arts, jewelry and specialty apparel stores. Timeframe: October. Restaurants Ask restaurants to offer dining options as credit to the Tourism Marketing Program. These will be used for press tours, FAM tours by tour operators, as gift incentives for VIC volunteers, and other promotions. Restaurants feature selection of Woodinville wine purveyor varietals at reasonable prices. A portion of the proceeds would go to an environmental cause, such as the protection of eagles (Kirkland-based East lake Washington Chapter of the Audubon Society, www.elwas.org, has built platforms for the eagles in Juanita Bay and hosts a one-day educational festival there annually). Seasonal promotion, early spring. Restaurant Coupon Program Participating restaurants can provide visitors and residents with frequent diner cards, coupons from the website, or coupons sent to Kirkland’s Tourism Marketing Action Plan 44 those on a mailing list. Coupons should be printable from the “Vacation Deals & Promotions” section of the visitor website. Hotels Ask hotels to offer a set number of stays (sliding scale based on number of rooms) as credit to the Tourism Marketing Program. These will be used for press tours, FAM tours by tour operators and other promotions. Hotel Discount Program Visitors will be able to book special rates with participating hotels when they come to a special event in Kirkland. The special rates, with instructions on how to book them, should be promoted in a “Vacation Deals & Promotions” section on the visitor website. “Extra Room” Hotel Discounts for Residents Promote hotels to Kirkland residents as “spare bedrooms” for visiting guests. Provide 30% off when resident books a room for a friend or relative, October to March. Kirkland Performance Center KPC’s greatest need for promotion is in the summer. Although this runs contrary to the Tourism Marketing objective to promote visitors into the off-season, this provides special promotional opportunities for KPC while a majority of visitors are attracted to downtown during the fair weather months. Spring-time/summer-time promotions with restaurants, festivals and events throughout the city of Kirkland will support KPC. Backstage tours with storytelling and catering tied to park-based activities can be organized for the small group market. The Kirkland Library Collaborate with the public library to transform the lobby into an informal “Visitor and Community Resource Room” with literature racks providing local and regional leisure activity literature. Bookmark all library computers with a designated “Visitor Information” button that launches the Kirkland Tourism website. The library has 9,00 to 12,00 visitors a day. Kirkland’s Tourism Marketing Action Plan 45 Arts Community Art in the Dark: Kirkland’s Artists in Action. Visitors want to be given unusual opportunities and have “storytelling” experiences. Encourage the arts community to provide forums during the dark days of winter where artists can be viewed engaged in their work (evenings and weekends could be tied to restaurant visits), can explain their vision, techniques and even provide ways to let visitors try their hand. This can be done in settings “off the beaten track.” Consider back of the store space, even private garages—locations that add to the authenticity of the experience. Work with the arts community to develop Kirkland Tourism Graphics Standards Guidelines manual. This would guide the production of brochures to provide a cohesive look and a blended “family” of materials to present to the public. Kirkland Merchants Publish A Shopping Guide: Engage merchants to participate in an “At Your Service” shopping guide featuring specialty retail shops, branded chain retailers, service industry businesses, and other merchants interested in increasing their visibility through the Tourism Marketing program. Pay to play promotion. Partnership participation by Greater Kirkland Chamber of Commerce. Downtown Merchants Shopping Guide: Engage merchants to participate in an arts-branded shopping guide. Promote cultural tourism through fine art, decorative arts, glass art, fine furnishings, furniture, community art, performance art, books/reading, and human decoration: jewelry and clothing. Pay to play promotion. Tagline: Practice the art of giving (and getting!): Shop Downtown Kirkland. Partnership participation by Kirkland Downtown on the Lake. Heritage Hall Historic walking tours start from this historic building on the corner of Market Street at Central Way. Either self-guided or when available, docent-guided. Maps available now, but would benefit from professional design production. Wine-Tourism Explore partnership opportunities with the Woodinville Wine Country Association, the Washington Wine Commission. Cross-promote with Kirkland hotels and KPC focusing on a wine and entertainment promotion. Kirkland’s Tourism Marketing Action Plan 46 Strategy #5: Extend market reach by partnering with regional and statewide Destination Marketing Organizations (DMOs) Exposure to broader markets can occur with zero or minimum investment by engaging with programs being implemented by regional and statewide tourism marketing organizations. The relationship is mutually beneficial. These organizations need local information and resource support to fulfill their programs with the press, tour operators, co-op partners, and other members of the travel trade. Active participation will gain Kirkland visibility before potential visitors in markets too costly to reach through direct channels. In addition, representatives from these organizations are already in place to present Washington state, Seattle, and the Eastside as visitor destinations. Supporting their efforts will position Kirkland to new markets, and is valuable in the long run in putting Kirkland on the domestic and international map. Washington State Tourism (WST) (WST is a program within the Business and Tourism Development unit of the Washington State Department of Community, Trade and Economic Development. There is no charge for general participation.) WST provides umbrella marketing for the state as a visitor destination. Annual advertising campaigns drive visitors to Washington state, primarily to the regions for outdoor experiences and promote the www.experiencewashington.com website. Various opportunities and programs for Kirkland to market itself as a visitor destination through Washington State Tourism include: 1. The Washington State Tourism website city listing and events calendar. The website www.experiencewashington.com allows cities to post their own information and list upcoming events. Kirkland’s listing is at www.experiencewashington.com/City_C516.html. Action: Update with a new, catchy description. To learn how to post information to this website, visit www.experiencewashington.com/industry and click on Web Forms. Or, contact Linda Mitchell at 360-725-5060 or Lindami@cted.wa.gov. Kirkland’s Tourism Marketing Action Plan 47 2. The Washington State Tourism website press room. Here, tourism organizations and businesses can get their news posted and have it viewed by the media. The press release section of the press room can be viewed at www.experiencewashington.com/Press_SelectPressRelease.html. Action: Post press releases to this website by e-mailing them to lisa@bombar.com. Please format press releases as shown here: www.experiencewashington.com/industry/IndustryPage_pid103700.html. 3. The industry section of the Washington State Tourism website. The latest news, research data and reports, and resources for tourism organizations is available at www.experiencewashington.com/industry. Co-operative advertising opportunities. Tourism organizations can team up with other related businesses and organizations to get great rates on advertising. Action: For more information, contact Betsy Gabel at 360-7255056 or betsyg@cted.wa.gov. 4. 5. CD ROM tour operator guide. This CD provides information for receptive tour operators who put together tours in Washington state. Action: It is recommended that Kirkland organizations supply their information for this guide so that tour operators will be aware of visitor opportunities in Kirkland. To learn how to get information on this CD, contact LeAnn Miljour at 360-725-5051 or leannm@cted.wa.gov. 6. What’s Happening in Washington State: Travel Notes from South of the Border. A monthly travel newsletter distributed to Canadian media. The newsletter provides information about events, festivals and getaway ideas in Washington state. Action: To learn how to get your information in this newsletter, contact Timothy Lynch at 604-925-8187 or timothy@spectacularadventures.com. Kirkland’s Tourism Marketing Action Plan 48 7. Tourism conferences. Periodic conferences hosted by the state’s Tourism office, the National Association of Tour Operators, and other national, state or local organizations such as the Washington State Association of Convention and Visitors Bureaus are listed as scheduled on the industry website at www.experiencewashington.com/industry. E-Bulletin newsletter. The state’s quarterly tourism newsletter informs of current events, programs, opportunities, conferences and more. Action: To be placed on the mailing list, contact Michelle Reilly at 360-725-5067 or micheller@cted.wa.gov. 8. 9. Story Line press release. A periodic listing of short (30-200 word) blurbs announcing tourism-related news of interest to the consumer. Sent to 4,000 press contacts. Action: Send news carriew@cted.wa.gov. to Carrie Wilkinson-Tuma at 10. Tourism Network Meetings. The state’s Tourism office convenes quarterly tourism network meetings attended by destination marketing organizations throughout the state. Action: To participate in these meetings, learn about tourismrelated news throughout the state, spread news about Kirkland, and meet key tourism stakeholders, contact Carrie WilkinsonTuma at carriew@cted.wa.gov. Seattle Convention and Visitors Bureau (Kirkland Tourism Program should become a member.) The Seattle News Bureau of the CVB is a portal for press opportunities. The flow of information to the Bureau is key to gaining exposure. Provide press information frequently, including off-beat happenings and hidden treasures. Kirkland’s Tourism Marketing Action Plan 49 Meet with the Bureau seasonally to brainstorm story ideas and review annual editorial calendars to see which would fit Kirkland’s offerings. The Bureau will then include Kirkland items in their pitches. The Bureau can provide press clips of coverage as issued. Consumer Housing Division For the Off-season, this division organizes the Seattle Super Saver program. In the high season (March through October), they run the Seattle Hotel Hotline. This includes inventory from the Eastside and beyond. Check to ensure that all Kirkland hotels are plugged into this program. Gain leads from the FIT and meetings markets. Cultural Tourism Division Kirkland Performance Center and the Gallery Association are already engaged in programs focusing on Cultural Tourism. This is a new initiative for Seattle, and provides for special opportunities to reach a target market niche of visitors with in interest in the arts, culture and dining. Under the slogan “Have A Cultural Affair” Seattle has themed its Super Saver program, created an Evening Out program with American Express and developed a comprehensive online arts calendar of events (www.culturalaffairs.org). The challenge will be for Seattle to keep gaining funding from special sources for these programs. Kirkland’s Tourism Marketing Action Plan 50 Strategy # 6: Leverage marketing by creating partnership promotions with neighboring tourism-related groups. Visitors don’t travel within organizational boundaries. Synergy achieved by harnessing Kirkland’s tourism-marketing initiative with outside-of-city-limits organizations will build more opportunities for Kirkland. It is recommended that natural partnerships, co-oping opportunities and even joint venturing should be considered as means to extend the reach of the tourism-marketing program. One way to promote Kirkland’s hotels is to look at what neighboring Woodinville is doing with the promotion of its Woodinville Wine Country concept. A majority of Kirkland’s hotel rooms sit at the front door to the Sammamish Valley and the growing development of its tourism attractions in the form of new winery visitor centers, the Red Hook brewery and pub, and the Willows Lodge (a part of the same hotel organization as the Woodmark Hotel). Redmond is another natural potential partner for cross-marketing. Kirkland should explore becoming a member of the Woodinville Wine Country Association, as wine-tourism is a fast-growing sector of the industry. Benefits could include: • • • Opportunities for cross promotions with Totem Lake area and other Kirkland lodging and dining entities with the world-class quality of Washington state wines. Opportunities for joint media relations and familiarization programs to attract quality writers to both Kirkland and Woodinville. Opportunities to develop special promotions for Kirkland residents and/or their visiting guests (free glass of wine, free desserts, etc.). Other opportunities to tie-in with events in Bellevue (hotels, SAM, Bellevue Square), Redmond (Towne Center, Marymoor Park) and other local cities should be considered as cost-effective ways to enhance Kirkland’s reputation as a visitor-friendly place. The manager of Kirkland’s tourism marketing program should be active in seeking out and developing these kinds of cooperative programs. Kirkland’s Tourism Marketing Action Plan 51 Strategy #7: Integrate tourism and economic development. The Tourism Marketing Program should be a force for interactive engagement on economic development discussions and initiatives, both within the City of Kirkland (Economic Development Task Force) and with its neighbors in the region. The community should look to the Tourism Marketing Program for visitor market data and information, partnership relationships and marketing support ideas. The visitor industry is made up not only of hotels, restaurants and attractions, but also of retail stores. Kirkland’s retail mix in its shopping centers, thoroughfares and downtown will be greatly enhanced with an integrated approach to economic development. Tourism product development is a function of economic development. A boutique hotel downtown, a revived Totem Lake Mall, and enhanced Marina facilities are all strategic ideas that would benefit the goals of tourism. Kirkland’s Tourism Marketing Action Plan 52 OFF-SEASON SIGNATURE EVENTS Overview Kirkland as a community could demonstrate its civic pride and also enjoy two seasonal periods by coming together around a visible concept. These signature events are designed to start small and build into Kirkland traditions. In time, they will be woven into the fabric of Kirkland life in the fall, holidays and spring. Marketing These concepts could grow into week-long celebrations that will attract area and out-of-town visitors. A special hotel promotion could be designed to attracted visitors from the 2+hour drive-time markets (Tacoma/Olympia, Bellingham, Vancouver B.C., Portland/Vancouver, Spokane, etc.). Special festival rates, shopping packages, dining promotions and other value-added merchandising could promote overnight stays. Both the following signature events have the potential to tie-in to the City of Kirkland Parks and Community Service Department’s Corporate Partnership Program. Bloom Clock Festival This magnet event would be designed to leverage more regional visitors to come back to Kirkland after a long, cold winter season. A special designer garden could be created in Marina Park as the “Official Spring Budding Clock” for the Puget Sound area. The clock would officially herald the start of spring in our region. Early blooming flowers (locus, crocuses, daffodils, etc.) would be tracked in their blooming cycle with an official count-down to full bloom. News stories would be generated on the progress of the bloom clock. These stories would follow coverage of Ground Hog Day. The website would include a live webcam shot of the garden and count down clock to encourage ongoing and repeat visits. Kirkland would become Puget Sound’s spring gardening center for a week. Organize spring bulb and tree blossom competitions between neighborhood gardens, and the bloom trail along Lake Washington Kirkland’s Tourism Marketing Action Plan 53 with business-sponsored gardens and flower boxes. A Kirkland’s best garden (home and commercial) contest could be conducted with prizes for the winners. At the same time, (perhaps in conjunction with Larry’s Markets, Fred Meyer, etc.) a series of special gardening classes could be offered over a week’s period. Hotels, restaurants and stores could hold flower-themed promotions. Timeframe: Early April (though not in competition with Easter or Passover weeks). Where: Locations throughout the city limits. Kirkland Candlelight Holiday Market and Walk Bring the arts community together with merchants, businesses, tourism stakeholder organizations and the City’s Parks Department to host a Kirkland Candlelight Holiday Market and Walk. Set up a market in tents and pavilions promoting arts and crafts, do-ityourself materials, hands-on demos, musical performances themed around creative expression and holiday traditions. Models for this market include the European Kindlmarket and Piazza Navona in Rome. Emphasis is on hand-made decorations and gifts, both pre-made by crafts people and ready-to-make by individuals and families. Timeframe: Weekend after Thanksgiving through the first week of December. Kick off event: Set luminarias (like the ferralitos of Santa Fe) from Carillon Point along the waterfront promenade, through downtown to Park Place, along Central Way and Market Street to Juanita Village. Stage large public displays at key parks including McAuliffe Park and also at Totem Lake Mall. These luminarias are a string of electrical lights with a “brown bag” plastic shade over the light bulb that gives off a burnt orange glow. Luminarias are inexpensive, and each merchant, household, business and organization should be invited to invest in their own set and to decorate their properties creatively. This event will build civic pride. Where: Market site—Peter Kirk Park baseball field. Kirkland’s Tourism Marketing Action Plan 54 ORGANIZATION AND FUNDING STRUCTURE The L-TAC will develop, recommend and monitor an annual Lodging Tax Budget to be submitted to the City Council for approval to promote tourism for the City of Kirkland. The L-TAC will be responsible for supervising the implementation of the Kirkland Tourism Marketing Action Plan, to be known as the “Kirkland Tourism Program” as approved by the City Council. All claims for expenditures for operating the L-TAC shall be made in accordance with the annual Lodging Tax Budget recommendations as approved by the City Council. Requirements are to be established by the City of Kirkland Finance Director. The L-TAC may develop contracts for specific services to carry out its responsibilities. Such proposals shall be submitted to the City Council for approval. A Request for Proposal (RFP) should be published and distributed publicly by the L-TAC in accordance with City of Kirkland requirements. The City of Kirkland shall serve as the Lodging Tax Fund collector. The Finance Director will be responsible for communicating Lodging Tax Fund estimates and actual revenues on a monthly basis to the L-TAC. The fiscal agent responsible for payment of expenditures against the Lodging Tax Budget shall be the City of Kirkland. The City of Kirkland shall be responsible for payment of expenditures against the Lodging Tax Budget and for providing monthly financial statements to the LTAC. The contractor will serve the L-TAC through a Memo of Understanding but submit invoices to the City of Kirkland. Kirkland’s Tourism Marketing Action Plan 55 Independent Contractor Scope of Work The scope of work for a selected independent contractor shall include, but not be limited to: • • • • • • • • The implementation of the Tourism Marketing Action Plan against approved annual objectives and priorities. Serve as the internal communications coordinator and Kirkland’s tourism point-person with regional partners, the press and travel trade. Fiscal accountability: Manage the expenditures of the Tourism Program within the approved annual budget. Provide monthly oversight reports and present new opportunities at scheduled L-TAC meetings to track progress of planned activities. Provide quarterly progress reports on the website and via email to the L-TAC and broader community of tourism stakeholders. Provide an annual report (approved by the L-TAC) to the citizens of Kirkland in both paper and electronic formats as a report card on the Tourism Program and Lodging Tax Budget. Organize an annual town hall meeting (open to the public) with the City Council and the L-TAC to formerly report on the results in the annual report to the community. Draft an annual budget and work plan for the forthcoming fiscal year in the fourth quarter of the current fiscal year to be approved by the L-TAC, with concordance of the City Council and City Manager. Funding Strategies and Priorities The primary goal of the Kirkland Tourism Program is to provide services within the scope and responsibilities outlined in this Kirkland Tourism Marketing Action Plan. That goal supports the tourism-related products and activities of Kirkland’s tourism stakeholders with communications and marketing services. In terms of funding, the Kirkland Tourism Program will be a two-phased program. Phase 1: Establish and build the promotional and marketing function to a sustaining level of the Lodging Tax Budget. During Phase 1, the Kirkland Tourism Program will be established and complete funding priority will be given to implementing the primary Kirkland’s Tourism Marketing Action Plan 56 infrastructure of the Kirkland Tourism Marketing Action Plan, including the organizational development of the Kirkland Tourism Program and its related internal communications and consumer marketing functions. A minimum baseline for funding Phase 1 as a sustainable long-term program should be established by the L-TAC and met before moving into Phase 2. Phase 2: Add special projects for sustainable tourism development As the Lodging Tax Budget grows and monies become available after the baseline requirements of the Kirkland Tourism Program are met, consideration may be given to funding special tourism-related projects as presented by the community or Kirkland’s tourism stakeholders. These special projects might include tourism development (building projects), tourism infrastructure projects (such as signage), events, festivals, partnership promotions, and other products relating to tourism. Funding requests should be reviewed by the L-TAC with the following considerations: • • • • • • Impact on the goal of the Kirkland Tourism Program Long-term sustainablility for tourism development Economic, community and environmental values of Kirkland Uniqueness or novelty of project Widespread benefits Continued funding needs/sources (if applicable). In the meantime, local tourism-related organizations are encouraged to pursue tourism-development projects, promotions, and initiatives. Service support from the Kirkland Tourism Program will be given to the marketing and communications needs of these projects and initiatives. Kirkland’s Tourism Marketing Action Plan 57 Flow Chart for Kirkland Tourism Program Lodging Tax Advisory Committee Chair Jim Lauinger, City Councilmember Kirkland Hoteliers Marc Nowak, General Manager, Woodmark Hotel Jane Harrison, Director of Sales, Best Western Kirkland Inn Jeff Uveges, General Manager, Kirkland Silver Cloud Inn Representing organizations involved in activities authorized to be funded by revenues received: Karen Lightfeldt, Kirkland Downtown on the Lake Lisa Turnpaugh, Greater Kirkland Chamber of Commerce Luanne Erikson, Kirkland Gallery Association City Council City of Kirkland KIRKLAND TOURISM PROMOTION COORDINATION Implement Tourism Marketing Plan (3-5 years): • • • • • • Design and maintain a tourism website Develop a themed branding campaign Create a consumer marketing & PR campaign Create a Visitor Information Center system Expand regional and state tourism partnerships Add a limited number of off-season events • • • • • • Coordinate tourism stakeholder communications Promote local partnership opportunities Organize training and education forums Manage the budget and program expenditures Report to L-TAC monthly Report to the community annually Result: Local businesses, organizations, and events gain revenue from enhanced marketing support. City gains increase in lodging and sales taxes. EVALUATION Measuring the success of any long-term tourism initiative needs to be based on two elements: 1. A Progress Report against key strategic values: • • • • 2. Community values: Sustainable tourism through no or low impact. Environmental values: Sustainable tourism through no or low impact, or improved natural conditions. Economic goals: How are merchants, restaurants and galleries doing? Buzz factor: Are you hearing more talk about Kirkland as a great place to visit? A Report of Specific Program Results • Analyze visitor spending through reports on quarterly and yearly taxes collected by the City of Kirkland on tourismrelated entities such as restaurants, lodging, retail, attractions, parks, etc. Website statistics Press clip coverage and ad equivalency Conduct case studies to show cause and effect. For example, conduct a press trip, gain media coverage, and see if hotels receive spikes in bookings in days following coverage. Result is potential visitors have been converted into Kirkland consumers. Leads generated from regional Destination Marketing Organization (DMO) partners. Anecdotal evidence from galleries and shop merchants, restaurants and hotels is also important to gather because while not statistically solid, is a good barometer at the community level. • • • • • These data and anecdotal evidence of progress can be issued in an Annual Report to the Community. Kirkland’s Tourism Marketing Action Plan 59