HomeMy WebLinkAboutSS2 - Conference & Visitors Bureau PresentationNEWPORT
BEACH
CONFERENCE &
VISITORS BUREAU
110 Newport Center price
Suite 120
Newpurt Beach, CA 92660
949.719.0100
1,80004.0 OAST
FAX 949,719.6 101
newporthcach -ev ,.corn
January 7, 2004
Dear Mayor, City Council members and City Staff:
We are looking forward to seeing you on Tuesday, January 13, 2004 at 4:30pm. We
are anxious to share our research and trust our presentation will increase your
knowledge of the Bureau's efforts and contributions to the City of Newport Beach.
We will address the following points in our discussion and welcome open dialogue
throughout the presentation:
1. State of the City/NBCVB /Market Analysis
2. Competitive Analysis
3. NBCVB S Year Budget History
4. NBCVB Budget - Resource Allocation
S. Key Accomplishments /Missed Opportunities /City Benefits
6. Funding Options & Recommendation
7. Next Steps
Attached for your reference is the 2003-04 Newport Beach Conference & Visitors
Bureau detailed plan of work for backup information and review. Please contact me at
(949) 719.6100 ext. 227 if you have any questions or require additional information
prior to the meeting.
Sincerely,
AaI;6L Ji
Marta Hayden
Executive Director
MH:jc
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NEWPORT
BEACH
CONFERENCE &
VISITORS BUREAU
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Executive Summary
State of the Economy
Market
Analysis/Competitive Set
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Newport Beach Conference & Visitors Bureau
2003.04 Sales & Marketing Plan
Executive Summary
Mission Statement
To gain and retain clients, thereby contributing to the economic fabric of the community, through visitor
servicing, solicitation of conferences, tour groups, and other related group business; and to engage in visitor
promotions which generate overnight stays and increase visitors' spend.
1. To position Newport Beach as a premier visitor and conference destination.
2. To aggressively sell, promote and market Newport Beach as the premier conference and leisure
destination.
3. To be recognized as the authoritative source of travel industry information for conference delegates,
consumers, clients, media and member partners.
• 4. To provide benefit to the City of Newport Beach
5. To provide benefit to our members and hospitality marketing partners.
Priorities
I. Increase room nights and visitor spending.
2. Protect and retain current business base through service and marketing.
3. Provide greater business opportunities for members.
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ROI (Return on Investment)
The Bureau has funded 1.38 million and generates and influences 24.9 million in sales for the City of
Newport Beach
1. Direct Sales
Bureau sales personnel and their lead generating firms generate
o $5 million in group room revenue
o $540,000 in travel industry sales
o Influences 13 million in group sales
2. Conference Advertising
The Bureau places ads in 17 meetings magazines in pursuit of the conference business
• Circulation of over 316,000 readers creating awareness of Newport Beach
• The Bureau estimates from the advertisement that they influence $6.9 million in group
conference meetings to Newport Beach
3. Consumer Advertising
The Bureau places ads in 13 consumer magazines in the pursuit of the visitor and consumer stays
o Circulation to over 6,331,869 readers
o Fulfillment of 3,000 business reply cards
o 2,400 telephone calls
o 7,200 e -mail requests
• o $171,937 in incremental revenue for the Summer Passport Program and an additional
$354,854 from magazine requests.
o Estimate that the Bureau has an ROl of $304.05 for every $1 invested in advertising
o Generates through communications the equivalent of 720,000 to 1.8 million in positive media
coverage
4. Trade Shows
The Bureau participates in more than 21 tradeshows and 8 client FAMs or sales missions
• Through these trade shows, the Bureau makes contact with over 60,000 potential clients
• Generates over 1,300 leads
• Estimate that the revenue to the City of Newport Beach is $13 million with an approximate
ROl of $650 for every $1 invested in tradeshows
•
State of the
• The Newport Beach Conference & Visitors Bureau is a non - profit, 501(c)(6) corporation under
contract by the City of Newport Beach to promote Newport Beach as a Visitor and Conference
destination. The Bureau is funded by both the City of Newport Beach and from the private sector
facilities and service companies identified with the visitor and conference industries throughout the
City of Newport Beach.
The year 2003 was theoretically to be the year of the turnaround. Unfortunately, sustained economic
growth has yet to return to the bookings of meetings and incentive business at pre -2001 levels.
Through August 2001` the average daily rate in Newport Beach was $169.82 and the occupancy was
75.2 %; presently Newport Beach is only at 66.8% in 2003 - occupancy a drop of almost 10 points
from 2001! The room rate is $134.80 which is $35.02 less than in 2001. Newport Beach is still
performing below historical levels in terms of occupancy and the hotel properties have to recover from
such large decreases in room rates. The prevailing wisdom is that reducing the room rates would
stimulate the hospitality economy and entice NEW consumers to enter the market and buy rooms.
Because no NEW consumers entered the market in response to hotel discounting, but the existing
consumers simply got more for less, the Newport Beach hotel room revenues fell. In an effort to
increase room rate, the hotels in Newport Beach tried to create "perceived value" to get a higher room
rate and the consumer got "amenity creep." Amenity creep could be high speed internet service,
expensive bars of soap, imported chocolates at turn down service and other amenities.
• The Bureau's presentation rate and interest activity at trade shows is up but there are still challenges to
convert this interest into confirmed bookings. There is also more competition - new areas and
facilities like Montage, St. Regis, Hyatt Huntington Beach and the growth in Garden Grove and
Anaheim competing for a smaller piece of the pie.
In PKF Consulting's Orange County outlook for 2003, the occupancy is stabilizing but at a decreased
room rate. Newport Beach's average daily room rate for 2003 (January through September) was
$134.80 as compared to $143.75 for the same time period in 2002, a drop in rate of —6.2% or $8.95
and $169.82 in 2001 a drop in rate of — 20.6% or $35.02! Occupancy for 2003 is only 66.80% as
compared to 63.83% in 2002; an increase in occupancy of 4.6% in 2001 it was 75.2 %. For Newport
Beach the "normal" business travel and convention business months are January through mid -June
and then again September through December. During the first two quarters, group and transient
hotel markets were down due to budget constraints and lack of confidence in the economy. SARS,
and the Iraq War heightened terror alerts, which made people not want to travel.
The Bureau, as well as its partners, does an aggressive summer promotion aimed at the leisure market
and the Newport Beach hotels enjoyed strong summer occupancy, even with the new inventory in the
surrounding areas. The "Summer Passport" program was promoted on the Bureau's website, direct
mail and through consumer publications. The drive market was targeted for this campaign and the
Bureau emphasized the convenience of Newport Beach, its close proximity to major tourist attractions-
Disneyland, Resorts beaches, Los Angeles/Hollywood, Knorr's Berry Farm, the mountains and the
desert areas -a safe environment for families.
' The tragic events of 9/11 happened in September of 2001
• The Bureau's advertising program attempts to drive visitors to the website address and the 800 phone
number for a call to action. The Bureau tracks the visitors' request for information and provides
through fulfillment brochures and collateral materials. With all advertising insertions the Bureau
strives to obtain value added in the form of distribution at events, hyperlink to our website, cross
promotions, advertorials.
What has happened in the last few years is the "moving up" to a better hotel product for the customer
experience. The luxury hotels are bidding for the same customer that use to stay in the mid -range
hotels and with a wider range of hotels, products and lesser demand pricing has become very
competitive. One of the ways Newport Beach has tried to increase it's share of the hotel market is to
offer seasonal packages on its website to make the travel experience all - inclusive, which has great
appeal to the leisure market who wants to know the total costs for vacations and appreciates any value
added and the ease of buying a package. Every increase in occupancy for a Newport Beach hotel
property is a result of a decrease in room rates.
A trend that has emerged since the terrorist attacks, war, and the wavering economy is that
conferences, meetings and incentives are being booked with less lead time than ever before. We are
optimistic as soon as the economy returns travel will rebound; there is a lot of pent -up demand.
Freedom of movement and the right to travel are very powerful urges.
The Newport Marriott and the Hyatt Newporter will commence their renovation programs this fall.
There is a potential for lost room revenue and some displacement during the renovation. But in the
• long run the product would be new and improved and this would add to the economic health of the
City of Newport Beach.
Visitor and Tourism
2002 2001
Visitors to Orange County 41.8 million 40.9 million
Direct Visitor Spending $6.4 billion $6.5 billion
One of the main goals for the Newport Beach Conference & Visitors Bureau is to promote Newport
Beach as the premier visitor destination. As part of the Bureau's efforts to leverage the Bureau
members, as well as the City's investment, the Bureau has entered into a cooperative advertising
program with the OCTC, Orange County Tourism Council.
There is a direct correlation between visitors and the number of hospitality related jobs. For every 1%
variation in visitor numbers approximately 1,500 jobs are created. The success of the visitor industry
in Newport Beach is critical to the economic well being for the entire City and has an immediate
positive effect of generating new spending and jobs for the Newport Beach economy. The Bureau
strives to get the message out and convince visitors to come to Newport Beach as opposed to
Huntington Beach, San Diego, Palm Springs and other resort locations and extend the visitors' length
of stay.
• In 2001, the Newport Beach Conference & Visitors Bureau commissioned CIC Research to do
research on the Visitors to Newport Beach. Some highlights of that report:
• The average parry size for the visitors was 2.7 people
• • The average length of stay for the visitor was 4.9 days
• The average length of stay in a hotel or motel was 3.8 nights
• Tourism increased from 1990 to 2000 by 13.5%
• 36% of the Visitors got their information and made travel plans via the Bureau's website
and the internet
There are charts in the appendices, which outline that for California travel and tourism expenditures
represented 6% of the Gross State Product! In addition, there are charts from IACVB, International
Association of Convention and Visitors Bureaus that show the delegate spending to be $822 per
delegate in 2001.
Retail and Visitor Spending
Retail market analysis for the City of Newport Beach in 2001 retail businesses generated about $1.57
billion in retail sales. City residents have an estimated retail purchasing power of $1.04 billion and it
is estimated that $449 million comes from visitor spending.
Balboa Village generates approximately $13.6 million of retail sales. The single most prominent
category is restaurants and eating, which accounts for $8.5 million. Non - residents account for about
$10.5 million of the retail sales. Much of this is due to the very large base of eating spots that are
mostly supported by visitor spending. Balboa Village has seen a slight diminishment in sales in recent
years as competing year -round entertainment options have emerged inland and also up and down the
• coast.
E
Lido- Cannery retail business generates approximately $43.8 million in retail sales and non - residents
account for $19 million of the retail sales in the area.
Mariner's Mile retail businesses generate approximately $103 million in retail sales and non - residents
account for about $98.7 million of these retail sales.
Ultimately this is because of the exceptional performance of the area's restaurants and other eating
places.
Newport Beach Economic Indicators
1990.2000
Retail Sales
1990
1999
2000
% change
% change
1999.2000
1990.2000
Eating & Drinking
$189,660
$263,964
$280,948
6.47%
48.13%
Places (in '000s)
Retail Stores
$773,089
$1,216,681
$1,346,105
10.64%
74.12%
Total Employment
$40,310
$44,040
$45,330
2.930/0
12.45%
Hotel Average
$76.39
$140.06
$148.77
6.22%
94.75%
Dail Rate
Hotel Occupancy
50.40%
71.06%
74-7R.77
5.24%
N/A
Rate
Newport Beach Restaurants contribute $3.75 million or 20% of the sales taxes collected in the City of
• Newport Beach, and in addition, they also employ 7,800 employees.
•
E
4 Newport Beach Market Analysis
• The Newport Beach Conference & Visitors Bureau is one of many cities in competition for national,
group and local tourism business. The Bureau is a member of the Anaheim Visitor and Convention
Bureau as well as the Orange County Tourism Council which is a cooperative of other destinations that
collaborate to generate business.
Newport Beach has 2,394 guest rooms in hotels of over 100 rooms and half of these hotels have a national
chain affiliate. In addition, Newport Beach has 241 guest rooms in the small inns category as well as
seasonal rental units, timeshare properties and campgrounds. Of the timeshare category, Marriott's
Newport Coast Villa provides 700 guest rooms for the visitor. There are 535 seasonal rental units in
Newport Beach mostly concentrated around the resort area of Balboa Island and Balboa Peninsula areas.
The major hotel properties in Newport Beach are:
• Balboa Bay Club - 132 guest rooms with 17,000 square feet of meeting space. This property just
opened in the spring of 2003 and is a luxury property located on the waterfront. Their projected
target marketing mix is 20% group and 80% transient. This hotel is targeting the small incentive
programs, high end board meetings and social events.
• Four Seasons - 293 guest rooms includes 83 suites with 35,000 square feet of meeting space as well
as off site meeting space at Pelican Hill Golf Club and also the Palm Garden Ballroom. Recently
completed an extensive renovation program that refreshed the rooms, restaurants, meeting space
• and pool area. Will do an enhancement of the spa area.
• Hyatt Newporter - 403 guest rooms, 11 suites and 4 villas over 26 acres with 20,000 square feet of
meeting space as well as extensive outdoor meeting space estimated with a group /transient mix of
40/60. The hotel has announced an $8 million renovation and re- positioning of the hotel to
Hyatt Regency status. Major components of the renovations are guest room renovation, meeting
space as well as a new restaurant.
• Newport Beach Marriott - 570 guest rooms and 8 suites with 28,000 square feet of meeting space
with an estimated group /transient mix 40/60. They just announced a $63 million renovation to
include guest rooms, spa, new entrance, new lobby, meeting space, a new themed restaurant and
lounge. When the renovation is complete, they will have 523 guest rooms and 14 Executive suites.
• Newport Beach Marriott Suites - 250 suites with limited meeting facilities for smaller groups of up
to 150. Positioned more as a business property during the week and weekends for families.
• Radisson Hotel Newport Beach - 335 guest rooms including 4 suites with 15,000 square feet of
meeting space and an estimated group /transient mix of 40/60. Located near John Wayne Airport
and in the process of converting their tennis courts to a semi-outdoor venue for meetings and
receptions.
• The Sutton Place Hotel- 435 guest rooms including 28 suites with 20,000 square feet of meeting
space estimated to be doing more group 60% transient 40% business. Located close to John
Wayne Airport and recently completed a "soft goods" renovation.
Competitive Set Hotel Properties
• • Hyatt Huntington Beach Resort & Spa - 519 guest rooms with over 52,000 square feet of meeting
space with an estimated group /transient mix of 60/40. Just opened in) anuary and considered a
resort on a beach front location. Competes with Newport Beach in the larger sized conventions
PAXOMNOS\Council PrestnWarket Analysis - Hotels6.doc
and for groups that have overgrown the meeting space in Newport Beach. Very competitive in the
• social market.
• Hyatt Regency Irvine - 536 guestrooms with 30,000 square feet of meeting space, estimated
group /transient mix 35/65. Recently completed a $14 million renovation of the guest and
meeting rooms.
• Marriott Laguna Cliffs - 347 guest rooms including 18 suites and 18,000 square feet of meeting
space with an estimated group /transient mix of 60/40.
• Montage Laguna Beach - 262 guest rooms including 511 bedroom suites and 37 cliff -side
bungalows. Just opened in 2003 and done in a California Craftsman style; luxury property with
ocean views. Extremely competitive and offering pre - opening rates to incentive group bookings.
• Ritz Carlton Laguna Niguel - 500 guest rooms in a luxury oceanfront resort setting situated atop a
150 foot bluff overlooking the Pacific. An estimated group /transient mix of 45/55. The Ritz has
30,000 square feet of meeting space and aggressive in the group and incentive markets.
• St. Regis Monarch Beach - 400 guest rooms done in a Tuscan style building; over 20 acres with
ocean views. An estimated group /transient mix of 60/40. Very aggressive in positioning the hotel
in the group market and willing to make room rate concessions in order to secure the business.
Note: 2003 saw the arrival of the 264 room Montage at Laguna Beach, the 132 room Balboa Bay Club &
Resort and the 519 room Huntington Beach Hyatt Regency in the immediate area. The additional supply
in 2003 resulted in 7902 daily rooms' added to the market in Orange County.
Competitive Set - Bureaus and Competing Cities
• Anaheim Newport Beach both competes with and compliments Anaheim. Several of the hotel
• products in Anaheim compete for the west coast meetings. The City's room tax is 15 %. Anaheim
and the Garden Grove area have increased the room inventory by 1,300 guest rooms and
"overflow" guest rooms from City wide conventions have dwindled with the increased room
inventory in Anaheim/Garden Grove.
• Huntington Beach has a room tax of 100/6 and with the addition of the Hyatt Huntington Beach
has become one of Newport Beach's top competitors.
•
• Laguna Beach has a room tax of 10% and the new Montage Hotel is the top competitor in the
luxury market.
• Monterey has a room tax of 10.5% and they have a municipally owed Conference Center that
competes with Newport Beach in the small 350 person to medium sized 1,000 groups.
• Palm Springs has a 12.8 % and they have a larger sized Convention Center that competes with
Newport Beach in the medium 1,000 person to the larger groups 2,000+ person market
• San Diego has a room tax of 10.5% with a large Convention Center and a vast inventory of hotel
rooms. They compete with Newport Beach in the small coastal meetings of 100 -500 to the
medium sized meetings of 375 - 1,000 persons.
As a generalization those cities in our competitive set have an average TOT (Transient Occupancy Tax) in
the 10% range. Those with TOT above 10% have Convention Centers and a portion of the TOT is
dedicated to retiring the bond debt on those Centers. Please see the attaehed excerpts from the California
TOT report in the appendix.
' PKF Hotel Trends
PtUCOMNOS \Council Plestn\Market Analysis - Hotels&doc
Competitive Set
• It is a very competitive market and meeting planners are clearly taking advantage of low hotel occupancy to
negotiate good deals. At the same time their corporations or associations are delaying decisions to host
meetings and the booking time for meetings has shortened.
Room rates and the destination are the two most critical criteria when planners select a property for a meeting.
As time gets closer to deciding whether to book a property, planners look for incentives that directly impact
their bottom line. Some of these enhancements may be:
• Free breakfast
• Free coffee breaks
• Multiple meeting discounts
• Reduced room rates with no internet under-curting
• Reduced meeting room rates
• Value priced food and beverage
• Amenities
• Complimentary airport transportation
• Complimentary or reasonable parking fees
• Complimentary or reduced spa guest fees and golf fees
Meeting planners are looking at the whole package "including the room tax" when selecting a destination and
facility. Instead of paying more in meeting room rentals or room tax fees, the meeting planners are asking for
concessions from the hotels to make up the difference in pricing, rebates and incentives.
Attached is an article from Meetings and Incentives that illustrates the difference in convention center pricing of
various cities of San Antonio and Memphis. San Antonio reduced its rental rate to $40,000 for the group;
• Memphis is reducing their rental rate to $26,500 with a guaranteed $15,000 to cover the shuttle buses.
Locally, when meeting planners have considered Newport Beach as a possible meeting site and once they have
narrowed the selection down to two or three cities and/or hotel properties, they have asked the hotels and the
Bureau if they would:
• Underwrite the Board Dinner
• Underwrite or subsidize the transportation for the meeting
• Host the opening night reception
Because of the competitive environment and the short booking time, the planners are asking for the best price.
The room rate in Newport Beach is presently $131.81 which is below 2000 averages. Because of this, there is
little profit margin remaining for the hotels.
For the average business person on an expense account the difference on a room rate of $150.00 for 10% TOT
($15.00) and 10.5% ($15.75) would hardly be noticeable. But to a meeting planner or organizer of a group
looking at the total cost to conduct the meeting, I have hypothetically illustrated what could happen when the
extra cost to hold a meeting in Newport Beach would be $750+ compared to our competitive set of neighboring
cities. Hypothetically, a 1,000 room night piece of business for the City of Newport Beach at a rate of $150
nightly' would be valued at $150,000 - with the TOT at 10% - $1,500 is revenue for the City of Newport Beach.
Another .5% would be an additional $750 cost to the bottom line of the meeting. In our competitive set,
Huntington Beach and Laguna Beach, the meeting would cost $750 more if held in Newport Beach. If the
meeting planner came back to a Newport Beach hotel, he /she would ask the hotel for additional concessions
i.e., pricing, rebates and incentives to offset this increase. Newport Beach may lose the meeting to a
neighboring city and consequently the $1,500 TOT and sales tax. Additionally, the Bureau and subject
Newport Beach hotels would lose the $150,000 room revenue and $30,000 - $45,000' in food and beverage
• revenue.
' Average room rate is $131.81 but for this illustration we will use a $150.00 room rate and a 300 room meeting for 3 nights plus early
staff arrivals and some stay over would equate to a 1000 room night meeting for this example.
2 Conservatively estimating potential food and beverage revenue of 30% of less for a meeting.
Travel 5 1 Slmday. ]an 4. EUM
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tests M wW u comperdr thil,
exhibit at those masaigs. end
suppliers to the industry. a"
N all tomes dawn to who a6'
most • group's needs the bako
That usually mew smpl. Nor"
tei roomo and square f",r
and aeeasdbiuty to en airport.`
-Nost organizers of the > .
jor waventi..are going to i(i
mming for Certain fdmg. sad'
rm not sue any amount of
tentives vmdd chene• tha(
Alva MSd
•
•
•
NEWPORT BEACH
CONFERENCE AND V151TORS BUREAU
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TOTAL
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OVERSPEND
5137,010
TOTAL
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n
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11,100
Bat ChWq.SW
11
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0
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AL OPERAMM
$159
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5
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1
Nai111608
2DXM
0
129
i
135
Mrn6e- Ta.inrW12
109
FarYSie Twc1614
15
Sales B9Ti615
39
11n.aR78
3JDUW
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48
1e
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56
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58
u
13
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TOTAL ABM
M 717
olm
Newport Beach. Conference &- Visitors Bureau
2003 -4 Sales and Marketing Plan
Ton Goals and Priorities for the Newport Beach Conference & Visitors Bureau
To promote, sell and market the City of Newport Beach and our hospitality partners . in the group ,.
meetings, group tour /travel, and media and leisure markets. Thereby:
• increasing room revenue and
• Visitor spending as well as to
• Provide more opportunities for our hospitality partners
To increase the benefit to the City of Newport Beach through increased TOT (Transient Occupancy Tax), '
the NBCVB will:
• 'Be the catalyst for growing the business and maximize revenue. by the use of our partners' hotel
facilities
And ensuring market share thereby contributing to the .economic. fabric of the community
Meeting Sales
Meeting sales is responsible for generating qualified leads and bookings and subsequentiy room nighu,and
the corresponding TOT and VSF for the City of Newport Beach. The Newport Beach Conference &
Visitors Bureau has a National Director of Sales; Corporate Sales Manager and a'contractor representing
the Bureau in a satellite office in the all important Northern California area These saleg.peopleare.
supported by shared administrative support people.
• '
The -focus of the sales team is to-aggressively .solicit and acquire meeting.opportunhies for tfie '
bureau's hospitality partners.
• ' Increase the meeting awareness of.Newport Beach
• Through direct calls, sales missions and trade shows establish conract.and build relationships with
potential buyer groups.
Satellite and Lead Generating Office
The Bureau established a satellite office in Northern Califomia and uses the services of a Lead Generating -
firm Hinton and .Grusich in Chicago, Illinois. The Bureau is contra
cdng far seiviqa with The Hyland
Group, another lead generatingftrrn in the Washington, DC area The main purposes for these offices
are to: .
• Increase the aazrness and visibility of Newport Beach
• Attend all local area events and industry functions
• Generate new leads and business for Newport Beach and our hospitality partners_
• By being located in the geographical areas, continue to mine those.contacts and impact future sales
The regional office for the Newport Beach Conference & Visitors Bureau connects with the bureau on a
weekly basis and sends updated lead reports. In addition, the regional office updates information
electronically in the Bureau's computerized sales database through electronic.mail communications. The
Lead Generating firm of Hinton and Grusich sends out updates of trade show opportunities and client
• events in the regions that they cover.
H: Uen1 WORDDATAWarketlngYnarke4ngdan0304.doc -
NBCVB Sales & Marketing Plan
FY 2003-04
• Page Two
Plan of Work for the Meeting Sales Team
In order for the Meetings Sales Team to meet its goals and objectives and to increase the conference
business through solicitation of new accounts, direct sales, sales missions and trade shows, the Bureau's
Plan of Work will include
• Tradeshow participation -
✓ Affordable Meetings,
✓ American Society of Association Executives,
✓ CaISAE, California Society of Association Executives .
✓ GWSAE, Greater Washington DC Society,of Association Executives
✓ ICPA, Insurance Conference Planner Association,
✓ ITME, Incentive Travel and Meetings Exposition
✓ Meeting Professionals International,
✓ Meeting World
✓ SGMP, Society of Government Meeting Planners
• . Saks calls in the major markets both independently and combined with trade show activities .
• FAM trips and Site tours
• Develop sponsorship opportunities for partners
•, Become the preferred vendor to 3' party firms such as ConferenceDirect and HelmsZriscoe
In addition, the meetings sales team will utilize advertising, collateral materials, direct mail and an
advertising campaign to increase awareness and compliment their sales efforts in the meetings market.'
• Develop a new Meeting Planner Guide; make it contemporary by making available in a PDF
format on the NBCVB website.
• ,Direct mail using purchased media lists and partnering with others in the hospitality community
to identify key, contacts for solicitation
• Use of promotional items at trade shows and client gifts to increase awareness and help brand
.Newport Beach as the premiere meeting destination
• . Advertising campaign with value added editorial, rate protection, page preferred position, lead
generation and database access, meeting profiles, press releases, rotating banners, color add, focus
group, research study, telemarketing and exclusive trade shows . .
o American Society of Association Executive.Associarion Management.
o California SAE (Society of Association Executives)
o GWSAE, Greater Washington DC Society of Association Executives Executive Update
o Insurance Conference Planner
o Meetings and Conventions
o Meeting Neuu
o Meeting Professionals International
o Meetings West
o Successful Meetings
•
u•, io,,, wnanne- rep. ..�n.on,...�,,,�n.on,..,,a�„nzu .�...,
•
NBCVB Sales 6L Marketing Plan
FY 2003-04
Page Three
Travel Industry
The Travel Industry encompasses Tourism Development and Incentive Sales by promoting the City of'
Newport Beach as a safe and desirable destination. The department is supported by one sales person and
a shared administrative assistant and is responsible for:.'
• Marketing the destination to visitors and incentive house users for their respective clients .
• Conducting FAM tours to educate key travel wholesalers, tour operators., receptive operators and
incentive houses '
• Sales Missions, trade shows.and client events
• . Marketing strategies and advertising '
Focus on the Drive Market in California for a portion of the domestic leisure.market
1. Plan of Work for the Travel Industry Deoamnent
In.order for the Travel Industry Department to meet its goals and objectives to increase the visitor stays, it
will provide information, collateral materials, sales missions, trade shows, coordinatemith Tour Operators,
Wholesalers and Receptive Operators. The Travel Industry Plan of Work will include-
• Establishing a VIC (Visitor Information Center) in Fashion Island
• Working with the City of Newport Beach to establish City Information Kiosks at die Pier Area''
6 Making Sales Calls on the LA Tour Operators
• Special Events - Receptive Operators luncheons and Phoenix Event for key Travel Agents to sell
• Newport Beach for. summer program
•. '.Strive to develop a strong brand for Newport Beach
. • Increase database and use other, marketing methods to contact and increase the awareness of
Newport Beach
o HTML campaigns
o . Purchase of databases
•, Advertising campaign with value added editorial, rate protection, page preferred position, lead .
generation and database access, visitor profiles, press releases, color add, telemarkeOng and co-
operative advertising:
o AAA Westways
.0 Alaska Airlines
o Arizona Highroads
O . CA Tour & Travel
o. Las Angeles
a Southwest Airlines
o Sunset
o Travel and Leisure
• Develop itineraries
• Develop sponsorship opportunities for partners .
• Look to expand the consumer marketing opportunities through the web by developing an online
vacation package booking system
:... • Incentive Sales Mission - coordinate a sales mission to the key incentive houses with interested
partner members
• Partner with Anaheim/Orange County for potential coop opportunities
H:UenWOR DDATAVnarketing 4narketingplanO3- g4.doc
NBCVB Sales & Marketing Plan
FY 2003A4
• Page. Four
Plan of Work for the Travel Industry Department (cont.)
• Attend the following trade shows:
o CTM, California Travel Market
o ITME, Incentive Travel and Meetings Exposition
o NTA, National Tour Association
o OCTC, Orange County Tourism Council
o Pow Wow
Communications
The Communications department consists of one Director of Communications and is supported by a
shared administrative assistant Communications is responsible for.
• Providing information to the Meeting Planner, Leisure and Visitor through publications, web
technology and media
• In conjunction with the Membership Consultant increase member, service referrals from meeting'
planners
• In conjunction with the Bureau's Public Relations Agency attract and also make contract through. '
outreach with the National media
o Target and host key media representatives
• o Conduct sales calls and interviews with key media in major cities . .
• Increase exposure of members in the visitor service
• 'Oversee the creation on the web of members packages and help create enhanced value to the
visitors
• Assist with site visits and FAMS for the media
• Establish strong media relationships
Plan of Work for the Communications Department
In order for the Communications Department to meet its' goals and objectives to increase and provide
information, collateral materials, web technology and working with the media the Bureau's Plan of Work
will include
• Calling on the main consumer and meeting publications houses in New York
• Take a more aggressive marketing stance to present Newport Beach
Produce the Visitor and Meeting Planner Guides
• Conduct the Jazz Festival FAM,.Taste of Newport Beach, Holiday Boat Parade FAM, Toshiba
FAM
• Communicate with the membership and other publics through an Electronic Newsletter
• Update the Bureau's crisis communication plan
• . Production of the Rack Brochure and Map
• Produce a 5- minute destination video on Newport Beach
• Update the Bureau's library of images on the web and offer them to the media
• • Work in conjunction with the Bureau's Public Relations and Advertising Agency to create
advertorial. supplements for the 2003.4 Advertising Plan
• Generate the equivalent of $720,000 to $1.8 million of positive media coverage
H'Uen1W ORDDATA4narketinaMarketinadanO3 -04 -dw
NBCVB Sales & Marketing Plan
FY 2003-04
• Page Five
Membership
The Bureau works with a Membership Consultant to provide membership in the hospitality industry. .
The Membership Consultant works with the Bureau to
• Gain and retain new members
• Provide members with marketing support and help promote the members' products and services
to potential clients
• .Promotes member restaurants to meeting planners and attendees
Maintain a database on membership
Plan of Work for the Membership Department
In order for the Membership Department to meet its' goals and objectives to increase the membership,
provide information, collateral materials, web technology and marketing the members' services to the
meeting planner and the visitor the Bureau's Plan of Work will include
• Conducting a survey to assess membership needs
• Assist with the production of the Visitor Guide
Conduct a Membership Orientation
• Conduct three membership seminars
• Investigate membership benefits programs and develop infinity programs for.members
• Liaison with the Restaurant Association to provide dining guides and assistance at special events-
Toshiba
• Investigate the creation of membership logos that can be used on. members printed materials,
advertisements and at trade shows
Finance and Administration I. .
The Finance and Administration Department is responsible for Human .Resources, Finance,
Administration and Computer Technical Services. Finance and Administration oversees the budget and
makes sure that revenues and investments are maximized while being conservative with expenditures. The
department consists of one Director of Administration with a shared administrative support and
receptionist and is responsible for:
• The development of the annual budget
• Proving accurate financial information
• In conjunction with the Executive Director, Tom Clark, CPA and the Chief Financial Officer,
reviews investments, maximizes the cash flow and controls the line of credit
• Ensures passage of the annual audit
• Maintains the personnel policies and procedures as well as the' operations procedures
• Reviews the employee benefit programs
• Coordinates with the Computer Consulting firm to ensure that the Bureau's hardware and
software are maintained and continually upgraded
H•UI WVORDDATA4narkedna4narkefinadano3- D4.doc ,
NBCVB Sales & Marketing Plan
• FY 2003-04
Page Six
Plan of Work for the Finance and Administration Depart=nt
In order for the Finance and Administration division to meet its goals and ensure that the Bureau is
financially sound, all operational procedures are being followed, computer equipment is up to date and
functioning and the personnel are able to function efficiently the department's Plan of Work will include
• To ensure that all financial information is accurate and timely and enstires that that information is
produced and provided monthly with accurate financial statements
• Contracts -with an outside Accounting Firm for evaluation of financial status
• Contracts with an outside Investment company to consult and invest the Bureau's reserve funds'
• Contracts with an outside CPA firm for the annual audit
• Improves and helps coordinate the budget process' "
• Contracts with an outside Labor Law firm to review and update the Bureau's personnel policies
and the Annual Employee Handbook
• Develops job descriptions, assist departments with job interviews and new employee orientation
and when necessary conducts exit interviews; also responsible for internship program
• Administers payroll as well as record keeping and research for employees' benefits programs; also
works with benefit plan insurance agent and Bureau 401(1) administrator and funds controller
(AIM Funds).
• Works with Bureau insurance agent on General Liability, Workers Compensation and.Erisa Bond .
• insurance, etc.
• Oversees the management of the property and is liaison to the Property Manager.
• Handles all Accounts Payable and Receivable as well as confirmation of accuracy; also.places orders
when necessary
• Prepares reports as necessary to .Board of Directors and City Council as well as the Executive.
Director i.e., meeting minutes and weekly staff minutes.
• Provides general supervision to all administrative support; ensure office runs in a smooth manner
i.e. supplies, equipment, etc.
• Contracts with an outside agency to conduct computer training
• Provides training and telephone etiquette for staff
• Continually seeks to improve the Bureau through enhanced communications and technology and
sound financial policies
IE
Tian of w orlt
2003 -4
July
Tradeshows:'.
Meeting WorlA- New York, New York
IACVB, International Association of Convention and Visitors Bureaus CDME, Certified
Destination Management Executive Program - Kansas City, KS.
Sales Calls:
New York, New Jersey. and Connecticut
Communications/PR
New York Media Event
Membership:
Conduct survey to assess membership needs
Collateral:
Visitor Guide production
Events:
Bureau Annual Dinner
WIT, World Team Tennis
August
Tradeshows:
Meeting Professionals International WEC (World Education Conference) - San Francisco,
CA
•
American Society of Association Executives - Honolulu, HI..
Communications/PR
Jazz Festival FAM
Events:
Bureau Sales meets with Hotel Sales -
September
Tradeshows:
Affordable Meetings - Washington, D. C. "
-
ITME, Incentive Travel and Meeting Executives - Chicago, IL
.. Sales Calls:
Washington D. C., Northern Virginia and Maryland
Commtmicadons/PR
'Electronic Newsletter (quarterly)
Membership:
New Member Orientation.
FAMS:
Taste of Newport Beach.-.Media FAM
October
Events:
Southern Califoraia Visitor Industry Outlook Corfference
November
• Tradeshows:
Insurance Conference Planners Association - Kissimmee, FL
NTA, National Tour Assodarion Charlotte, NC
-
Communications/PR
Visitor Guide
•
Membership:
Bureau Membership Educational Seminar (3 seminars a year)
December '
Tradeshows:.
Ca1SAE, California Society of Association Executives Seasonal Spectacular - Sacramento,
CA
Helms Briscoe Annual Conference - Palm Desert, CA
Association Forum of Chitagoland - Chicago, IL
Sales Calls:
LA Tour Operators Holiday visitation
FAMS:
Media Holiday Boat Parade FAM
Events:
Holiday Bureau Open House
Bureau Staff and Executive Committee Holiday Parry
Newport Beach Chamber of Commerce Holiday Boat Parade
2004
January
Events:
AOCVCB Receptive Operators Luncheon
February
Tradeshows:
SGMP, Society of Government Meeting Professionals - Sacramento, .CA
•::
NCCMPI, Northern California Chapter of Meeting Professionals International - Santa
..
Clara, CA
Membership:
Bureau Membership Educational Seminar (3 seminars a.gear) .
Events:
Incentive Sales Mission
American Society,of Association Executives Chief Elected Official and Chief Paid Staff .
Symposium. -
'Mayor's Dinner
March
Tradeshows:
MPISCC, Meeting Professionals International Southern California Chapter - Los Angeles,
CA
FAM:
Toshiba FAM - National Meeting Planner Fam
Events:
Toshiba Senior Classic Golf Tournament
California Conference on Tourism - Sacramento, CA
Sacramento Client Event
Nominating Committee Meeting
Apra
Tradeshows:
CTM California Travel Market - Anaheim, CA
•
Pow Wow - Los Angeles, CA
Conference Direct - Toronto, Canada
Successful Meetings /CA Market Place - Santa Monica, California
,
•..
FAMS: Newport Beach to Ensenada Yacht Race Media FAM
Newport Beach Film Festival FAM
Communications: Electronic Newsletter (quarterly)
Events: Newport Beach to Ensenada Yacht Race
Newport Beach Film Festival
AOCVB Receptive Operators golf tournament .
WACVB, Western Association of Convention and Visitor Bureaus spring educational '
program - Long Beach, CA
May
Membership: Bureau Membership Educational Seminar (3 seminars a year)
Communications/PR Rack Brochure and map reprints
Events: Phoenix Reception for Travel Trade - Phoenix, AZ
San Francisco Bay area client event
MILD
June
Tradeshows: Hinton bt Grusich Annual "Top Hat Meeting Professional Expo,- Denver, CO. ,
GWSA.E, Greater Washington Society of Association Executives "Springtime in the Park"
- Washington, D. C. '
HSMAI, Hotel Sales Management Association International Affordable Meetings -,San .
Jose, CA
Sale
Events: Los Angeles Client EvenVReception and Mini -trade show. '
On GoinC
• 'Monthly Executive Committee
• Monthend report distributed to membership ,
Monthly Marketing Committee meeting
• 'Monthly Economic Development Committee Executive Committee,/Board Meeting
• Monthly Orange County Tourism Council meeting .
• Monthly Financials prepared
• Monthly Membership Report prepared
• Monthly Bacon's Media Clippings report
• Monthly advertising statistics logged
Quarterly.Full Board Meeting
• Bimonthly Newport Beach Film Festival meeting
• Quarterly GM luncheon
• Weekly staff and sales meeting
Weekly staff meeting minutes to chairperson
• Daily fulfillment of visitor and meeting in
• Daily telemarketing calls
• Daily statistical information logged. on telephone calls /walk4ns
Staff outings
Advertising
The Bureau spends over $374,000 (22% of.the total budget) in promoting the City of Newport Beach by
advertising in the conference and meetings, consumer and tourism markets. In addition, the Bureau goes
to New York calling on the.major publication houses "pitching" stories on Newport Beach 'trying to get.
editorial and advertorial in the publications.
Conference and Meetings Publications
Conference and meeting publications require being persistent and deliberate in destination marketing .
which helps to maintain attentiveness and gain market share with the prospective planners when they
begin their site selection process. Advertising in Membership Puh&ations - American Society of
Association Executives, CaISAE, GWSAE (Greater Washington DC Society of Association Executives)
and Meeting Professionals International - has an 82% ROI as planners are loyal to their suppliers. Many .'
of these publications are migrating to electronic newsletters with web banner advertising and knowledge
supplements. The Meetings market is a $40.8 billion dollar industry. Some highlights of this market are:.
• Association conventions average expenditure per convention $202,600!
• The average association delegate spends $1,450
• The Corporate meeting planner plans over 16 meetings a year and spends $ 216,000 which
is slightly higher than the association meetings
Some highlights on the decision makers that -read the membership publications:
• CaISAE (California Society of Association Executives) .has over 1,000 members and represents.
90% of. the association executives in California.
• GWSAE (Greater Washington DC Society of Association Executives).: a third of all associations .
are headquartered in the Washington, DC area. GWSAE represents national and international'
trade; professional and cause - related associations readership is 13,000 association decision makers .:
in the Greater Washington area. Executive Update is their publication that highlights topics of
interest in the hospitality industry from guides to resorts, spas, and golf as well as destination
profiles.
• Meeting Professionals International membership base is 19% association, 48% corporate
(representing over 80% of the top Fortune 500 companies), 12% incentive and 19% independent'
planners. The collective buying power of Meeting. Professionals Iirtemational is over $9 billion
with 20% having budgets over $3 million and another 20% with budgets between $1 and $3
million. A recent survey of the membership revealed that 72% of the planners use ideas gleaned
from the Meering Professional magazine and read at least 50% of the issues. The monthly magazine .'
is mailed to the membership as well as bonus issues distributed at industry shows. The Meeting
Professionals International member has over 90% authority or recommendation ability on
meetings, destinations, facilities, transportation and speakers.
All of these publications have large on -line communities, websites, E= marketing and the user sessions
continue to double each year. In addition; the Bureau tries to get. additional value opportunities for the
.City of Newport Beach:
• Database list of meeting planners and profiles
• Focus Group - either blind or announced focus group whereby Newport Beach would have access
to planners opinion of the destination, advertisements or other topics
• . Free Website Listings for the month of the issue in which the ad runs to have a "quick connect"
H:Uen1W ORDDATA4nadcetinglAdvertisingROISudget .dm
• Frequency discounts, rate protection, preferred page placement On advertising
• • Hot date listings for member hotels on publication web sites
• Matching advertorial
• Membership list rentals - a One -time mail list for direct marketing.'
• . Research study
• . Telemarketing
Web banners
Niche Meeting Markets - insurance, medical and healthcare meetings markets are a very targeted and
singled out audience in a unique segment Of the meetings market
ICP, Insurance Conference Planner, is the official publication for IQPA, Insurance Conference
Planners Association, which includes planners in the insurance and financial services whoplan
meetings, incentives and training programs. Some information On the subscriber Of .ICP:
O 50% indicate that their typical meeting attendance is fewer than 100 people which is an .
ideal size for Newport Beach
O They plan an average Of 15 meetings
O 1 in 3 have visited an advertiser's web site
O .1 in 4 has contacted an advertiser via e-mail, fax and/or phone"
• Medical Meetings magazine is a niche publication. In more than 50% Of the states in the US,
physicians are required to pursue CME (continuing medical . education). units:
O Physicians earn their CME by attending meetings
O The meetings geographical location was the NO. 1 factor influencing the physician :t0 `
attend
In addition, some Of these publications also have industry specific tradeshows.. .
Broadband Media Meeting Magazines
• Meetings and Conventions Magazine produces targeted supplements providing current information
and trends On topics Of concern. Destination features are an excellent lead - generating vehicle with
' .editorial On specific markets. Relationship marketing helps solidify current business Or enhance
future clients through events. Provide a supplier /client exchange through golf Or other events:
Annual directory provides a comprehensive reference for planners. Industry research by providing
meeting market studies: '
• • Successful Meetings and Meetings and Conventions along with Meeting Neun are consistently chosen by
meeting planners as being very useful and that the readers read mote than One issue. .When
surveyed, meeting planners said that they became aware Of a destination through
o Ads in the publication
O direct mail received
O Called On by a Bureau staff
O Visited trade show booth
O Participated in a "FAM" (FAMiliarization) trip
Visitor Centers and Visitor Information IGosks. The Bureau has a Visitor Center in its lobby and does
fulfillment in response to advertisements, e-mail, walk -in visitors, phone calls and conference servicing.
:.•.. The bureau services the visitor and the conference delegates.
• Phone requests average 200 a month
• F mail requests have been growing to over 600 a month
H:Uen1W OR DDATANnarketinglAdvertisingR015udget .doc
i
• • Mail list requests mostly from consumer BRC (Business Reply Cards) are over 3,000 a year
• Walk in visitors 100 a month
Conference servicing 17,000 a year for over 68 conferences
• 86,000 visitor guides distributed through Newport Beach's hotels, John Wayne Airport,
restaurants and visitor information centers at Fashion Island.
In addition, the. Bureau has a VIK (Visitor Information Kiosk) at the Newport Pier which lists the.
members: attractions, hotels and restaurants and has a direct dial.phone to the Bureau for assistance.
Summer Passport Program
In addition, the Bureau places ads in consumer magazines in the second.quarter of the year to promote
the summer drive market. Fulfillment for the program was reached over 5,245 visitors!' The Bureau
forecasts that the "Summer Passport . Program," which was featured in the consumer ads, the Bureau's web
site and through a client promotion to Arizona travel agents to encourage the drive market from the
deserts to the beaches, generated over 16,000 room nights.
The occupancy increased approximately 10%. monthly from May through July'
• Occupancy for May was 62.4%
• June 70.8%
July 81.1%
Estimating the ROI on advertising - these projections are being made based on reasonable assumptions,
given the current economic conditions and this reflects the Bureau's best judgment at the present time, -. :.
• Circulation and creating awareness to over 3.2 million prospects in the meetings market
•::<' Fulfillment/assistance to
0 2,400 telephone calls
o "7,200 e-mail requests
o 3,000 business reply.cards from magazines .
o The Bureau estimates that a minimum of 25 %' of those inquiries convert to stays "
in the Newport Beach area
• Servicing 1,200 visitors which we project represent approximately 372,000 room nights 4
for $4.872 million.
• Servicing 17,000 conference attendees which we project represents approximately 527,000
room nights for $6.91 million
• Distribute over 86,000 visitor guides
' The hotel industry in Newport Beach had a record winning summer. A portion of that was pent up demand for
FAMily vacations. The Bureau would like to think that with the help of their partners and the Summer Passport
campaign, helped to create awareness for Newport Beach as the premiere. summer vacation destination.
Between May and July occupancy rose 20 %. Some of this rise in occupancy, in order to secure this business,
came about as a result of a lower room rate. In May the room rate was $133.78; by July the average daily room
rate had dropped to $131.12.
' PKF Consulting Statistics
3 The Bureau makes the assumption that of those inquires via telephone, e-mail and replies to ads that a
conservative number of 25% of those inquires convert to definite bookings.
4 The Bureau makes the assumption based on IACVB data that a visitor spends 3.1 nights in a destination at a
daily rate of $131.12
s Same as foot note # 4
H: Ven1WORODATAWa *etingWdvertisingRO]Budget.d= -
E
Consurner and 'Visitor Advertising
The visitor or consumer is a high priority for the Newport Beach Conference & Visitors Bureau because
of its very positive contributions toward economic development and job creation in the City of Newport
Beach. The Newport Beach Conference & Visitors Bureau's primary objective is to promote the City of
Newport Beach as a premiere leisure destination that is desirable as well as a safe place to vacation. The
success of the consumer and visitor industry is extremely important to the City of Newport Beach's well
being. In addition to getting visitors to come to Newport Beach, the Bureau promotes the visitor .
extending their length of stay and engaging in more activities in the City of Newport Beach. All the
advertisements direct the consumer to the Bureau's program -rich web site and the toll -free number,
providing some tracking of the requests for information and a timely response for fulfillment The Bureau .
campaign uses magazine publications targeted to these key market areas - California, Arizona and Nevada.
The Bureau's strategy is to place the advertising insertions in the late spring to provide a high impact
message and leverage the publication dollars as much as possible to appeal to the summer vacation
traveler. The Bureau does a cooperative ad with the OCTC (Orange County Tourism Council) and in
certain publications this results in a two•page four-color spread and sometimes a multi-page pull out
In addition the Newport Beach Conference & Visitors Bureau is on the State of California's and OCTC'
web sites. These web sites have extensive travel and tourism entities and they also serve as a "portal" to the
Bureau's tourism- related members. Both of these web sites have a "call to action" section whereby the
visitor can request specific information on Newport Beach
Some highlights about the insertions in the consumer and visitor publications:
Sunset Magazine - May and June issues. Over.1 million Sunset subscribers have visited Southern.
California in the past three years. This issue will target Northern California, Arizona and .Nevada.
In addition to the ad in Sunset, there is the additional value of reading service listings (business
- response. cards) and hot links to www,visitcalifomia.com. Additional distribution at selected.-
Sunset sponsored.events..With the June issue of Sunset creation of "The Best of California
Drives" which contains maps and driving itineraries. An inspiration for day, weekend and .
weeklong drives around California. Bonus distribution to California Welcome Centers -and,..
CVBs.
• Travel and Leisure - June issue will target the Western . Region from Arizona to Minnesota. Travel
and Leisure's readership is affluent and frequent travelers with expendable incomes to travel, golf,:
shop arid.enjay various activities.
• Via Magazine - the magazine for AAA and targets Northern California, Utah and Nevada- Via.
offers these value added opportunities - appearances on the website and links to the Bureau's web
address www.n ortbeach-cvb.com. In addition, the reader uses a service reader form which .
generates a lead and Via will supply the names and address via e-mail 'of those requesting literature:
• Arizona Highroads - targets the Arizona market and the readers have the highest average
household income in the western region of AAA
Estimating the ROI on consumer and visitor advertising.: we are making these projections based upon
reasonable assumptions, given the current economic conditions and this reflects the Bureau's best
judgment at the present time.
• Circulation and creating awareness to over 11 million potential prospects in the leisure market
• Fulfillment to.
O 3,000 business reply cards from magazines
H:Uen \W O R DDATA4narketingAdvertising ROI Sudget.doc
F�Ucs And Trends Of Rooms Business In Orange County
onsulbng
BY LOCATION
AVERAGE DAILY ROOM RATE
OCCUPANCY PERCENT
-6.0%
2003
2002
VAR
2003
2002
VAR
MONTH OF MAY 2003
65.98%
63.75%
3.5%
NORTH ORANGE COUNTY
$78.41
$77.23
ANAHEIM
$97.58
$103.69
-5.9%
62.69%
65.51%
-4.3%
ORANGE COUNTY AIRPORT
$94.16
$95.75
-1.7%
67.10%
63.76%
5.2%
NORTH ORANGE COUNTY
$77.51
$76.12
1.8%
61.24%
65.99%
-7.2%
SOUTH ORANGE COUNTY
$133.67
$141.42
-5.5%
73.23%
71.24%
2.8%
NEWPORT BEACH
$138.26
$146.17
-5.4%
62.40%
60.10%
3.8%
HUNTINGTON BEACH
$124.50
$133.58
-6.8%
50.48%
50.24%
0.5%
OVERALL AVERAGE
$101.60
$105.83
-4.0%
64.20%
64.88%
-1.1%
JANUARY TO MAY 2003
ANAHEIM
$106.04
$112.78
-6.0%
63.87%
65.65%
-2.7%
ORANGE COUNTY AIRPORT
$96.83
$99.38
-2.6%
65.98%
63.75%
3.5%
NORTH ORANGE COUNTY
$78.41
$77.23
1.5%
64.97%
65.57%
-0.9%
SOUTH ORANGE COUNTY
$131.06
$139.07
-5.8%
68.83%
65.04%
5.8%
NEWPORT BEACH
$133.78
$139.01
-3.8%
59.89%
59.02%
1.5%
4NTINGTON BEACH
$127.45
$132.48
-3.8%
51.13%
51.21%
-0.2%
OVERALL AVERAGE
$105.54
$110.22
-4.2%
64.36%
64.34%
0.0%
•
. Statistics And Trends Of Rooms Business In Orange County
PConsulting
pw
SY LOCATION AVERAGE DAILY ROOM RATE
MONTH OF JUNE 2003
ANAHEIM
ORANGE COUNTY AIRPORT
NORTH ORANGE COUNTY
SOUTH ORANGE COUNTY
NEWPORT BEACH
HUNTINGTON BEACH
OVERALL AVERAGE
JANUARY TO JUNE 2003
ANAHEIM
ORANGE COUNTY AIRPORT
NORTH ORANGE COUNTY
SOUTH ORANGE COUNTY
NEWPORTBEACH
HUNTINGTON BEACH
OVERALL AVERAGE
•
40
2003
2002
VAR
$109.17
$114.45
-4.6%
$93.22
$96.49
-3.4%
$77.10
$78.36
-1.6%
$148.92
$146.59
1.6%
'$124.27
$136.43
-8.9%
$123.17
$134.58
-8.5%
$106.71 $110.89 -3.8%
OCCUPANCY PERCENT
2003 2002 VAR
76.05%
74.46%
2.1%
72.25%
69.36%
4.2%
71.98%
78.19%
-7.9%
77.55%
80.30%
-3.4%
70.80%
67.26%
5.3%
57.63%
57.58%
0.1%
74.02% 73.22% 1.1%
$106.63
$113.09
-5.7%
65.86 %'
67.10%
-1.8%
$96.19
$98.87
-2.7%
67.01%
64.68%
3.6%
$78.17
$77.44
0.9%
66.15%
67.68%
-2.3%
$134.01
$140.45
-4.6%
70.13%
67.39%
4.1%
$132.01
$138.54
-4.7%
61.65%
60.36%
2.2%
$124.42
$129.28
-3.8%
51.81%
52.44%
-1.2%
$105.73 $ 110.30 -4.1% 65.91% 65.780/ 0.2%
�stics And Trends Of Rooms Business In Orange County
Consulting
BY LOCATION
AVERAGE DAILY ROOM RATE
OCCUPANCY PERCENT
2003
2002
VAR
2003
2002
VAR
MONTH OF JULY 2003
67.98%
68.82%
-1.2 %'
ORANGE COUNTY AIRPORT
$95.63
$98.22
ANAHEIM
$108.25
$105.05
3.0 %.
81.13%
79.08%
2.6%
ORANGE COUNTY AIRPORT.
$92.93
$94.66
-1.8%
82.36%
70.84%
16.3%
NORTH ORANGE COUNTY
$81.56
$77.14
5.7°%
73.93%
75.07%
-1.5°%
SOUTH ORANGE COUNTY
$157.81
$158.06
-0.2%
84.02%
79.96%
5.1%
NEWPORT BEACH
$127.05
$142.22
-10.7%
81.12%
69.46%
16.8%
HUNTINGTON BEACH
$133.37
$150.58
-11.4%
71.00%
59.94%
18.4%
OVERALL AVERAGE
$108.26
$107.98
0.3°%
80.67%
75.59%
6.7%
JANUARY TO JULY 2003
ANAHEIM
$106.90
$111.77
-4.4%
67.98%
68.82%
-1.2 %'
ORANGE COUNTY AIRPORT
$95.63
$98.22
-2.6%
69.20%
65.56%
5.5%
NORTH ORANGE COUNTY
$78.88
$77.57
.1'.7%
67.37%
68.82%
-2.1°%
SOUTH ORANGE COUNTY
$137.79
$143.26
-3.8%
72.02%
69.12%
4.2%
NEWPORT BEACH
$131.12
$139.14
-5.8%
64.44%
61.66%
4.5%
HUNTINGTON BEACH
$126.15
$132.85
-5.0%
54.660!0
53.57%
2.0%
• OVERALL AVERAGE
$106.14.
$109.91
-3.4%
67.99%
67.19°%
A.2%
5
®��FFIMIY• TMF •OAF• O1 YFFTIY�C
• Involvement in Meetings- Related Decisions
•
40
Geographic Locations
In which states do you
plan to consider as
meetings sites?
i
Which of the following
types of facilities will
you use for meetings?
Off' T3 %�' s`d�� C�'e ^tic, C�`B
o m
...taking
care of big spenders
Resort Hotels
50%
Convention Cmtes
47%
Airport Holds
TOTAL
MEETING
THE
Sute Holds
E)HNDfrIJRESfww
MEETINGS
ATTENDANCE
MEETINGS
Corporate
$ 10,345,000,000
844,100
51,500,000
MARKET
Association
$ 13,942,000,000
177,700
15,900,000
A $40.8 BILLION
INDUSTRY
Conventions
$16,577,000,000
11,800
12,5KNO
Awls. 2M
S 40,864,000,000
1,033,600
79,900,000
CORPORATE MARKET
OVER 844,000 MEETINGS HELD ANNUALLY
Yearly Averages
Avg. mmbe of meetings planned 16.2
Avg. expenditure per
meeting planner $216,140
Avg. rumba of attendee
per meeting 78
Expenditure Distribution
• #Fad
S
SSA
rpvc+so�.r.eblinic
•
Top Factors for
Facility Selection
Negotiable Rates 77%
Meeting Rooms 77%
Cost of Hotel /faolity 75%
food Service 69%
sleeping Rooms 63%
Billing hocrdues 58%
Support Sues 6 Equipment 55%
Qret-n 8 Qredout hocedures 50%
TOTAL EXPENDITURES
$103 Billion
Types of Hotels Used
Downtovm Hotels 74%
Suburban Hotels
54%
Resort Hotels
50%
Convention Cmtes
47%
Airport Holds
39%
Golf Resorts
36%
Sute Holds
27%
Gaming radlibes
19%
Residential Conference Centers
15%
Non4e9dmtel Codeence Genes
12%
Cruise Ships
10%
So�CC WCNCO�xYlrtRgvt IVpR20Vl
ASSOCIATION /CONVENTION MARKET
OVER 189,000 ASSOCIATION MEETINGS
Top Factors for
Facility Selection
ote
4atlu
CwatoN awf q
Meeting roans 87% 71%
Cost of hotellfacility 80% 76%
Negotiable rates 80% 71%
food service 71% 62%
Sleeping roans 71% 54%
Billing prooedures 48% 44%
Major Corwerrtiorss
Aveage association
ependiMe pe convention $202598
Average# of delegates
per major convention I MI
Aveage delegate opesdiMe
pe comrmtion $1AU
Tod expenditures $16.6 billion
Delegate epeditires
$13.8 billion
Total maim comentions
11,800
Total attendance at
maim conventions
12500,000
Guest attendance at
maim convvenbuts
5316,000
Other Association Meetings
Asodaaw e�mdlares $18 billion
Delegate expendtawes
$12.1 billion
Total expenditures on o01er
assodation meetings
$139 billion
Number of other asmciation
meetings in past yea
177,700
Total attendance at odre
assodation meetings
15,900,000
Guest attedance
1,771,000
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• Trade Shows
The Bureau, through trade shows, sales blitzes, client. events, lead generating firms and incentive sales
missions, dedicates approximately $200,000 (12% of the total budget) in pursuing meetings business for.
the City of Newport Beach through conferences and meetings. In addition to the 21 trade shows the
Bureau and the hospitality partners participate on a yearly basis, there are "FAM" (familiarization) trips to
Newport Beach of key meeting decision makers, sales blitzes of .major markets (some done in conjunction .
with trade shows), client events, incentive sales missions, receptions for key travel agents and relationship.
marketing events i.e., sports events which are used to help solidify current business or to enhance future .
clients and ultimate usage of Newport Beach through these events..
The trade shows are very cost efficient bringing suppliers and buyers together so that,the planners can start
their site selection process. Consistently going to these trade shows_ reinforces the desirability of Newport
Beach as a premiere meeting destination. Some of the leads from the prior years trade shows become '
,strong tentative in following trade shows and the booking. process from lead to tentative to a definite
booking.can be as short as six weeks to ten years...
Some of the highlights of the decision makers that attend trade shows:
• CaISAE (California Society of Association Executives) has over 1,100 decision makers in the
California association market at the trade show. CaISAE is the fourth largest allied association
and it is where Newport Beach connects with the California association executive. At this show in
2002 -03 the Bureau made 138 contacts and had several RFPs (Requests for Proposal) requesting
further information on Newport Beach for meetings.
• Association Forum of Chicagoland's Holiday Showcase is a very powerful marketing venue for
associations and corporations in the Chicago and mid-west area. More than 1,500 qualified.. ;
executives attended in 2002. As with other industry marquee events, the CIC held their.
leadership gala around the trade show dates. The Bureau spoke. with over 10 meeting planners
that had strong potential for Newport Beach. For the exhibit luncheon, key meeting planners
were hand picked.to join the.table and all brought RFPs..One client ended up with a booking for
one of our member hotels.
• NCCMPI (Northern California Chapter of Meeting Professionals .International) has over 1,000
members and over'4,000 corporate, association and independent planners invited to attend the
trade show. This is a tremendous opportunity to showcase Newport Beach. One very significant
lead for 1,000 room nights was received at the trade show and three clients requested immediate
follow up as they were currently looking at Newport Beach as a future meeting site. Ten clients .
requested information and will start the planning.process within the next 6 months to a year.
•. GWSAE (Greater Washington DC Society of Association Executives) had 2,150 qualified buyers
at the May 2003 trade show. The total economic impact of Washington area associations has
surpassed $13.6 billion annually. Associations book an average of 42 million room nights
annually; spending on association meetings and expositions accounts.for $56 billion annually..'
GWSAE's Springtime in the Park trade show has.one of the highest exhibit traffic densities of 3.1 '
attendees per 100 sq ft'. In addition GWSAE offers value added to their exhibitors by way of
being an on -line exhibitor which gives exposure before the show and helps direct buyers to our
location. During and after the trade show the on -line exhibit hall is,operational to. continue
t Exhibit traffic density has an industry average of 2.1 — Source Exhibit Survey research.
H :Uen\WORDDATAVnarketing %T2desho — citybudget.dx
• matching buyers to the products they are requiring. There were over 69 requests for additional
information for prospective decision makers to start their planning process. There were two leads
that booked NHCAA Institute for Health Car Fraud Prevention "Regional Training" 85 delegates .
and 70 room nights' and Meeting Management Solution, Inc. "2004 ASDS Industry Retreat ". 25
delegates and 50 room nights'. In addition there was a lead for the American Registry of
Diagnostic Medical Sonographers Board Meeting for 30 delegates and 26 room nights..
• Affordable Meetings d6es Mid -West, Western and National (Washington, .DC) shows. WEST-
There were 900 attendees from 22 states looking to preview an array of .potential sites, facilities
and destinations. It had a 3:1 Planner /Exhibitor ratio. At the tradeshow, Newport Beach
qualified over 100 accounts with 38 that had an RFP (Request for Proposal) with specific dates.
MIDWEST -There were 900 planners and the bureau had 19 leads and 10 prospects to follow up,
ne Bureau's reach with the mid -west planners was extended by the assistance of the.Bureau's
Lead Generating firm Hinton & Grusich. A number of industry events where centered around
the trade show such as the Chicago Chapter of Meeting Professionals International and their
reception networking opportunity the day prior to the trade show. NATIONAL - There.were.
2,000 planners in attendance. Of the 137 planners that requested information for meetings for
2004 - 2010, fourteen groups had good potential and there was some interest from groups doing .
meetings in Anaheim. for post convention sites in Newport Beach. There were three strong leads
to investigate dates and sites for National Association of Boards of Examiners of Long Tern Care .. .
Administration Winter Board Meeting 30 delegates and 30 room nights; Society for Information
Display Board and Program Committee Meeting for 120 delegates and 75 room nights and USC ` -
School of Engineering Winter meeting 35 delegates and 35 room nights. In additions, the Bureau
held a key client reception for the City of Newport Beach's top 25 clients to continue relationship
building and check on the next set of available dates that these groups.would consider Newport .
J.
Beach
• ASAE (American Society of Association Executives) had over 2,000 executives registered for the
convention. Out of those there were 600 western regional associations that Newport Beach
targeted with a pre -show mail out inviting them to the booth to discuss their future meeting plans.:'
Sixteen of those executives had either met in Newport Beach or had open dates or holding dates in'
Newport Beach for their meetings. One quarter of all the western executives were either.
headquartered in California or had meetings in California: The Association of Real Estate License :.
Officials 2005 Board meeting for 40 delegates was a lead developed at this trade show.
• MPI (Meeting Professionals International) had over 4,000 people attend the trade show in San .
Francisco and a high percentage were from the western region. The Meeting Professionals .
International planner members have a collective buying power of 10.9 billion annually and
facilitate an average of 78 meetings per year. In addition to generating sales leads and meeting new
potential clients, the Newport Beach Conference &Visitors Bureau and its partners expanded.
their relationships with existing customers. At the trade show the Bureau and its partners
generated over 100 strong potential leads for future business!
Z The value of the NHCAA Institute for Health Care Fraud Prevention "Regional Training' meeting the Bureau
• makes the assumption based on IACVB (International Association of Convention and Visitor Bureaus) of a daily
rate of $131.12 that this booking represented $9,178.40 room revenue.
' The value of the Meeting Management Solutions, Inc. '2004 ASDS Industry Retreat' meeting based on IACVB
(International Association of Convention and Visitor Bureaus) of a daily rate of $131.12 that this booking
represented $6,556.
H :UentWORDDATAImarkefingSTmdesho _citybudget.doe
l J
•. At Meeting World there were over 2,000 planners in attendance at the trade show with a strong -
educational component. We made calls on key corporate accounts while in New York Newport
Beach obtained 13 very strong potential leads and 71 other meeting histories for follow up. In
addition we received a signed contract from Estee Lauder for their January 2004 program to be
held at Four Seasons Hotel.
• IT&ME (Incentive Travel & Meetings Exposition) is a combination incentive travel and
merchandise show and lias over 40,000 people attending over a three day period. The incentive
travel market showed strong interest three years after 9111. 144 prospects came to the booth to
discuss their future programs in more detail - 1 RFP (Request for Proposal), 3 leads with specific
dates, 28 prospects with a profile that is interested in a coastal resort location, 116 general requests
for information.
• NTA (National Tour Association) had more than 525 tour operators in attendance. The Bureau'
had 31 appointments that were interested in considering Newport Beach as a destination. There
are a number of "day trips" i.e., luncheons, museum tours, harbor cruises and trips to Catalina
that Newport Beach is featured in the itinerary; but the Bureau was looking to extend those trips
into an overnight stay in Newport Beach
• MPI (Meeting Professionals International) Southern California Chapter had over 700 people in
attendance.. One of the largest local trade shows providing education, technology and networking
opportunities. Three strongleads and six good potentials for future business opportunities.
• Hinton & Grusich Top Hat Colorado Meeting Professionals International Expo. In conjunction
with our lead generating firm Hinton 5& Gnrsich, the Bureau participated in a regional feeder_
market show. Frontier Airlines commenced direct flights between John Wayne Airport and
Denver Airport 63 planners stopped by the booth to talk about Southerri California; six (6) of
those had specific dates for Southern California future meetings and one (1) had an RFP (Request
for Proposal) for a meeting with 1, 13 3 room nights.
ICPA (Insurance Conference Planners Association) had a record 200 financial services and
insurance meeting planners. The Bureau booked a meeting with Hartford Life Insurance and bid:. -:
on the Insurance Conference Planners Association Summer Educational Fonim::
• At NYSAE (New York Society of Association Executives) there were 1,100 planners in attendance.
The Bureau gathered 16 top priority leads and 9 leads with strong. potential for future meetings.
• MILO (Meeting Invitation Ladies Open) was attended by 224 women. This is an exclusive sports..
golfing event to strengthen relationships. 55 of the women plan mccongs'with golf included and '
showed an interest in the Newport Beach area for future meetings and golf.
Successful Meetings Magazine California Marketplace - this is a value added from Successful Meetings
Magazine and the magazine pre - qualifies the planners that have business for California; they also
have a hosted buyer program. Since it is very highly qualified the results of this show are high.
One definite booking for 46 room nights, 4. strong leads with a potential Of over 600 room nights. .
• California Travel Mart is an appointment show for buyers that sell California product. There are
several travel companies that do vacation packages with Southwest, Delta and Continental
Airlines: In addition'these companies are looking for itineraries for youth, series bookings,,-;
vacation and'the mature markets.
In addition the Bureau does a number of Client Events, Sales Missions, Media Calls and Trade shows
.,.' with 3" Parties. Some highlights of these events are
• Sacramento Key Client Reception - the reception was for 50 top association executives and the
Bureau got one conference for 125 attendees for 375 room nights and two tentative bookings.
H:Uen \WORDDATA \marketing \Tradesho _etybudgetdoc
• Phoenix., Arizona Reception and mini- tradeshow for the travel trade. Sixty-six travel agents
• attended the reception and mini -trade show. The Bureau promoted summer travel from Arizona
to the beach resort of Newport Beach. Also called on the media to pitch stories on Newport Beach
and the summer travel There. are upcoming receptions for clients in the Washington, DC, Northern Virginia and Maryland area.
Also an Incentive Sales mission to the "key Incentive House in the mid-west. We. are also planning San.
Francisco and Los Angeles meeting planner Fams and receptions.
The Bureau does an excess of 21 trade shows and 8 client Fams/sales missions a year and sees over 60,000'
potential clients at these events as well as generates in excess of 1,300 leads`, Based on.these numbers the
bureau estimates that the trade show potential .revenue for the City of Newport Beach will result in $13
million in room revenue
i
The bureau, based on this approximation of leads generated from trade shows, makes a conservative
assumption that 25% of these lead inquiries have the potential to turn into definite bookings for a potential of $13
million in room revenue. Based on 1 DO room night groups for an average of 3.1 nights at a rate of $131.12 based
on IACVB industry averages.
H:\JtnNWORDDATA\marketing\Tradeshows_chybudget.dw
iJ:
• SUMMARY OF FY2001 RESULTS
•
•
Table 1, below, summarizes the characteristics of visitors to Newport Beach by accommodation
type. Key findings are listed on the following pages. Additional information regarding the
visitor demographics and trip characteristics can be found in the detailed crosstab tables of the
following section.
Table 3
Summary Characteristics of Visitors to Newport Beach
FY2001
Personal vehicle, RV, van or trailer.
C1C Research-Inc. Profile of FY2001 Visitors to Newport Beach
Hotel/
Motet
Guests
Private
Household
visitors
All
Overnight
Visitors
Day
Visitors
All
Visitors
Purpose of Trip
100.0%
100.0%
100.0%
100.0%
100.0%
Pleasure/Visit friends or relatives
61.6%
91.8%
77.4%
79.1%
78.9%
Busfness/Convention
26.4%
3.8%
14.7%
14.1%
10.0%
Shopping
4.8%
0.6%
2.6%
8.6%
7.8%
Other
12.0%
4.4%
7.9%
6.8%
11.1%
Transportation to
Orange County/Newport Beach
,
100.0%
100.0%
100.0%
100.00/6
100.0%
Arrived by air at any So. Cal. airport)
50.9%
38.4%
40.3%
62.3%
57.8%
Arrived by personal vehicle'
45.2%
56.9%
56.0%
34.1%
38.5%
Rental Car
2.7%
%
2.3 °,G
2.6%
2.5%
Bus
0.0
0.
1%
0.5%
0.2%
0.3%
Other
4.8%
0.6%
2.6%
8.6%
7.8%
Travel Party Size
'
Mean travel party size
2.6
2.3
2.6
2.7
2.7
Have children in group
26.1%
26.60/6
30.1%
35.9%
35.3%
Median age of head of household ears
41
36
38
36
36
Head of household age 45+
54.1%
53.2%
54.7%
48.2%
48.9%
Length of Stay
Mean length of stay (nights)"
3.8
4.2
4.9
1.0
1.5
Mean Expenditure Per Day
Per person
$157
$68
$136
$43
$84
Daily spending $100+ per person
67.0%
2.5%
45.4%
8.9%
24.9%
Median Household Income
Median household income
$92,800
$79,400
$87,100
$69,000
$70,300
Household income $75,000+
65.9%
54.8%
61.7%
38.6%
41.9%
Other
Southern California resident
19.9%
34.4%
29.5%
42.3%
40.5%
First Time Visitor
30.00%
11.5%
21.1 %
18.4 °k
18.7%
Personal vehicle, RV, van or trailer.
C1C Research-Inc. Profile of FY2001 Visitors to Newport Beach
0
•
Table 1
Tourism Industry Economic Indicators
Newport Beach/Orange County
Economic Indicators
1990.2000
1990
1999
2000
Percent
Change
(1999 -2000)
Percent
Change
(1990.2000)
�!� INintiWIi111Y+ 8'tf4 .,d11i" klti
1ar4 pkr„ bDemo ra rCS4 w
Total Population
6i I, y,� r�
gM+�j€4.k1'tfl�iu.'
�a�. t n
iulMiN 911ip
1n1 :: •. SOON
�iYuR!i....Ni�Ml71 °7!�G
a'1
1N�
'�i
r
+
Newport Beach
66,643
74,317
75,627
1.76%
13.48
Orange County
2,410466
2,788,767
2,867,741
2.83%
18.96°
Total Housing Units
Newport Beach
34,861
37,044
36,699
-0.93%
5.27%
Orange Coun
875,105
954,682
967,112
1.284
10.51%
Occupied Housing Units
Newport Beach
30,860
32,792
32,549
-0.74%
5.47%
Orange County
827,097
900,568
933,048
3.61%
12.81
Housing Units Percent Vacant
Newport Beach
11.48%
11.48%
11.31%
-1.48%
-1.48%
Oryangep County
5.49°/
55�.69%
3...52%
-- 38..14%-
35.88%
l 1p V� u,E
IM ii51¢ & 3;; �Aelalld.Sa�IelsPn' d 41 'W ly
Taxable Transactions (in '000's)
'00010
N1410-10000 0101
1511*11V
1 N- 01,1�
l��0
ki .:�
Eating and Drinking Places
Newport Beach
$189,660
$263,864
$280,948
6.47%
48,13°
Orange County
$2,296,063
$3,247,127
53,535,316
- 8.88%
53.97%
Retail Stores Total
Newport Beach
$773,089
$1,216,681
$1,346,105
10.64%
74.12%
Orange County
$17,486,433
$24,788.5741
$27,484,989
10.88%
57,18
1. � t
Er �o'�e
Total Employment
ment
..
iyat
.atu„?,4,. gAa ,± nNnd�itle
u aiy�§y "IrpiY',�il r�ylir�r
C'i .;RM d71
pu'71' t +i '"N,u{pl
EiC. R�+l�k
ip�8�'x+p l {ppµ y;
s'R1�IddI�M1%
Newport Beach
40,310
44,040
45,330
2.93%
12.45%
Orange County
1,311,400
1,432,700
1,474,600
2.92%
12.44%
Air Transportation
.1;900
6,500
6,500
0.00%
242.11°
Ealing & Drinking Places
WA
90,600
93,400
3.09%
N/
Hotels & Other Lodging Places
20,100
19,800
20,200
2.02%
0.50%
Amusement, including movies
24,400
33,900
33,900
0.00%
38.939
M t' uG�++ iZL'te4 lsu.;.
d
nMfti
"11�.itli llEM/AM
F , x s,:?`t°.rm
Hotel Average Daily Rate
Newport Beach
$76.39
$140.06
$14877
6.220%.
94.75°
Orange County
$69.98
$104.05
$110.01
5.73%
57.20
Hotel Occupancy Rate
Newport Beach
50.40%
71.D6-/.
74.78%
5.24%
N/
Orange County
56.10%
69.66%
73.88%
6.06 %
11.77
Transient Occupancy Tax
Newport Beach (Fiscal Year)
WA
$7,032,720
$8,082,674
14.93%
WA
M 0 �IM1t.° Mod i a. M�
JAdVa'rt
4
WA
3,731,896
3,877,808
3.91%
N/national
Airport
22,809,016
31,980,627
33,457,105
4.65%
46.73%
• Source: Demographics: California State Department of Finance, County/State Population and Housing Estimates, Retail Sales:
California State Board of Equlization, Taxable Sales Tables. Employment: State of California. Employment Development
Department, Labor Force Data. Hotels: ADR & Occupancy from PKF Consulting's Trends. TOT from the City of Newport Beach,
Revenue Division. Airport Arrivals: the LAX and John Wayne Airports' statistics websile.
C1C Research, Inc. Profile of FY2001 Visitors to Newport Beach
0
Travel Industry: Research & Statistics
Research and Statistics - Highlights
Highlights: California Tourism Statistics
• Travel and tourism expenditures in 2002 amounted to an estimated $75.8 billion annually, provided employment for an
estimated 1,030,000 Califomians, and generate $4.7 billion (preliminary) in tax revenue.
California was the destination of an estimated 318 million domestic travelers and approximately 8 million international
(leisure and business) travelers in 2002.
•
Californians themselves are the mainstay of the state's travel and tourism industry, comprising 87 percent of instate
domestic travel, or 276 million person - trips, Out-of -state visitors account for 42 million person - trips.
• California hosted an estimated 4.5 million overseas visitors in 2002. The top five overseas visitor market countries in 2002
were Japan, the United Kingdom, South Korea, Germany, and France.
• • California is a popular destination for international travelers as well. In addition to the 4.5 million overseas visitors, an
estimated 3 million travelers from Mexico and 870,000 from Canada visited the state in 2002.
• Los Angeles County receives the most domestic tourism in the state. 49 million person trips took place in and through Los
Angeles County in 2001. .
• California's share of the domestic travel market in 2002 was 11.5% (preliminary), making it the most visited state in
America.
• The spending of ten international visitors has the same impact on the California economy as does exporting one mid -size
car.
rev. 3/25103
•
California Tourism
1102 Q Street, Suite 6000
Sacramento, CA 95814
(916) 322 -2881
(916) 322 -3402 (fax)
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_.• TRAVEL FORECAST
THE NEW ECONOMICS OF BUSINESS TRAVEL
Average: Business Airfares Intemational Passenger Forecast
51,400 o Estimated . .
1,200
1,000
B00
i
600
400
200
0
Actual Growth ® Unrealized Potential
A
C
3
c`Dn.
q
c
v
m
E
w
1999 2000 2001 2002 Z003 Z004
How the Meeting Dollar Is Spent
40%
35 35 -2X
30 e
25 - ..
20 ' 19.2%
..
15
10.8% 10 -5% 9 -OX
0
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1 41
VC
CIS
1
To gain mid retain dwrw, damby
contri6utingto the mon mic fabric of
the cotnuntmity, through ciitor sent.
solicinrion of ca kamces, tmv groups,
and other relaoad group buusme�; and
to avow in Nnsi r pmnouotu which
gemtate o:ernight:uap mid vna
visitor,.-' Spend
! 's
NEWPORT
?' BEACH
CONFERENCE&
VISITORS auRtnu
• �.v?Q )r'f{>yy dY �t,'4VQ�,6[BiR)6
• City coflecty $8.7 Million TOT (mnient
occupancy tax) which repr ncs 10% of
Ciry's budget
Hospitality industry genermc: and
influences $24.9 million in revenue
(toom, retail and rv.T7umnd
• Reimv"m,enr of TOT to generate futute
sales
• Current Economic Clirn m
• Bme:ut Budget
• State of the HospiWity Industry
• AOocation of RcatSUts
• Key Accomplishments
• What Bureau Will Do with Funding,
• Rau-
• Mxtumn and Neu Steps
• Gty cha&ng- PERS
• Sate Budget
• We Hear You and Shm Your Conn
w
x•r owtaa
(low)
rorr : :•
Im M/h
II
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5>t Oe9n
16
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is
14
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15
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14
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a.atayvbf1.61.9N
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m IM 2w MM ME m
• Chumm m Hoad Doly Bate and Qonpanry
-� $mw RY
ID. $:43.73 63111 + 1
•voi $13}dl:R',ra mlateal
R+' 6ma btY�y..76...�rrdecyA+d ®nr
• Lomm Funding lAvd
InaeandC npeR6ma
• 1W spewcswi614
• refnomsid•1 }.ii
?AQ
• Ammmm ®6aOmRC.m7
Na<: lTu b�lmeno� M'f'r
ui v.*ry�u6f Lbt•lff ��
OM 710 2M MM I= M
c
hissoavma
.kauawn
tin
• Sale. Lead Goal: Rcadtin€ in $5m
Dim" Sak>
• Salmi GaaL,' R�dtina in $18M Influence
Sale,
• Summer Program Lead, Rcadtmg in
10% htcrcase; Summer Month,
• M R--A a imps coons, Goat $' -M Ad
Equnalence
• Burmu Pnvud to Salt, Pt N
• Setcn Additiaml Ttadah *15M Retenm
• Lead Cenentim Fan,14 % Lurca.¢ in Ln&$ 1
Retenue
• Notthem CA Saks OA« /Goal SIM in Lcvds
' A&WtLitµ•/Ditect to Wdx4w &Ge mtr RFP•s
•
I-- in PR Funn/Gual $600XM Fa,n W
InIP a M% 2nd Ad Equnakntt
Nor. bdru /der.s9ept.t•w�doyacrvzfeearMm d
4
• Option A - Stepped Program
• Option B - Renew As Is
• Option C - Annual Subsidy
• Option D - Room Tax Increase
. • No fitnntial mph kx d. City dunugh June
2004
• At of July I, a 1% inctr in finding
formula: thus pmjMing an fvaeaer of
$174.000 for the 0405 faol year
• Itsrea me dte non 2y of l %this
could soft. the h.,a on the City
• Simplify funding fonmda
• Smwm , paru.A p amf inenmv fur each
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