HomeMy WebLinkAbout- - BIA Resolution Attachment 1 - 9/7/2010ATTACHMENT
RESOLUTION NO. 10-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COSTA MESA, CALIFORNIA, DECLARING ITS INTENTION
TO LEVY A REVISED ANNUAL ASSESSMENT FOR FISCAL
YEAR 2010-2011 FOR A BUSINESS IMPROVEMENT AREA
COVERING CERTAIN COSTA MESA HOTELS AND MOTELS
AND SETTING THE TIME AND PLACE FOR A PUBLIC
HEARING ON PROPOSAL.
THE CITY COUNCIL OF THE CITY OF COSTA MESA DOES HEREBY
RESOLVE AS FOLLOWS:
WHEREAS, the California Legislature in adopting the Parking and Business
Improvement Area Law of 1989 (Streets & Highways Code § 36500 et. seq.) authorized
cities to levy assessments on businesses in order to promote economic revitalization
and tourism, to create jobs, attract new businesses, and prevent erosion of business
districts; and
WHEREAS, on July 5, 1995, by Ordinance No. 95-9, the City Council adopted a
business improvement area, commonly known as the Costa Mesa Tourism & Promotion
Business Improvement Area, the purpose of which is to promote tourism to the City and
to fund programs that benefit the hotel and motel businesses within the City of Costa
Mesa; and
WHEREAS, in January 2000, the City Council approved an increase in the
assessment, raising the assessment from one percent (1%) to two percent (2%). The
two percent (2%) assessment is based on the sale of overnight room stays; and
WHEREAS, the City Council has voted to continue the special assessment for
the Costa Mesa Tourism & Promotion Council Business Improvement Area each year
since its inception, including the adoption in June, 2010, of Resolution No. 10-41
authorizing the assessment for fiscal year 2010-2011; and
WHEREAS, this Resolution of Intention will commence proceedings under the
Parking and Business Improvement Area Law of 1989 (Streets & Highways Code §
36541) to levy a modified annual assessment of the Costa Mesa Conference and Visitor
Bureau Business Improvement Area effective November 1, 2010 and for the remainder
of the 2010-2011 fiscal year;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Costa
Mesa as follows:
Section 1. Assessment. An annual assessment for the Costa Mesa Conference
and Visitor Bureau Business Improvement Area is proposed to be levied pursuant to
Streets & Highways Code § 36500 et seq. The proposed boundaries of the territory are
the ten motels and hotels listed in Exhibit A, attached hereto and incorporated herein by
this reference. The proposed amount of the annual assessment is three percent (3%)
effective November 1, 2010. The three percent (3%) assessment is based on the sale
of overnight room stays. New hotel and motel businesses commenced after the
effective date of the ordinance levying the assessment will be exempt from the levy of
assessment, pursuant to Streets & Highways Code § 36531 and § 36535.
Section 2. Annual Report. An annual report on the Business Improvement Area
has been prepared by the Costa Mesa Conference & Visitor Bureau, acting as the
advisory board as required by Streets & Highways Code § 36533 and § 36534. Said
report is on file in the City Clerk's Office and is attached as Exhibit B.
Section 3. Types of Activities To Be Funded. The proposed type or types of
activities to be funded by and through the annual levy of assessments on businesses
within the Costa Mesa Conference and Visitor Bureau Business Improvement Area are
specified in the referenced annual report.
Section 4. Method and Basis of Levy. The proposed method and basis of
levying the assessment to allow each business owner to estimate the amount of the
assessment to be levied against his or her business is set forth in the Costa Mesa
Conference & Visitor Bureau's annual report relative to the Business Improvement Area.
Section 5. Time and Place of Public Hearing. The time and place of the public
hearing on the business improvement area and the proposed increased annual levy of
assessments shall be at 7:00 p.m., October 19, 2010, at the Costa Mesa City Hall, City
Council Chambers, 77 Fair Drive, Costa Mesa, California. At the public hearing set
forth above, the testimony of all interested persons for or against the proposed
increased annual levy of assessment for the business improvement area, the extent of
the area, or the furnishing of specific types of improvements or activities will be heard by
the City Council.
Section 6. Protests. The following rules shall apply to all protests:
(a) A protest may be made orally or in writing by any interested person. Any
protest pertaining to the regularity or sufficiency of the proceedings shall be
in writing and shall clearly set forth the irregularity or defect to which the
objection is made.
(b) Every written protest shall be filed with the City Clerk's office, Costa Mesa
City Hall, Room 101, 77 Fair Drive, Post Office Box 1200, Costa Mesa,
California 92626-1200, at or before the time fixed for the public hearing as
set forth above.
(c) The City Council may waive any irregularity in the form or content of any
written protest, and at the public hearing, may correct minor defects in the
proceedings.
(d) If written protests are received from the owners of businesses in the
proposed business improvement area which will pay fifty percent (50%) or
more of the assessments to be levied and protests are not withdrawn so as
to reduce the protests to less than the fifty percent (50%), no further
proceedings on the proposal to continue the business improvement area
assessment, as specified by this resolution of intention, shall be taken by
the City Council for a period of one year from the date of the filing of a
majority protest.
BE IT FURTHER RESOLVED THAT the City Council of the City of Costa Mesa,
California, does hereby adopt the revised annual report by the Costa Mesa Conference
& Visitor Bureau acting as the advisory board on the business improvement area
(referenced report on file in the City Clerk's Office), and this Resolution of Intention as
set forth herein, and Exhibit "A" which is attached hereto and incorporated by this
reference.
PASSED, APPROVED, AND ADOPTED this 7th day of September, 2010.
Allan R. Mansoor, Mayor
ATTEST: APPROVED AS TO FORM:
Julie Folcik, City Clerk
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss
CITY OF COSTA MESA )
Kimberly Hall Barlow, City Attorney
I, JULIE FOLCIK, City Clerk of the City of Costa Mesa, DO HEREBY CERTIFY that the
above and foregoing is the original of Resolution No. 10- and was duly passed and
adopted by the City Council of the City of Costa Mesa at a regular meeting held on the
7t" day of September, 2010, by the following roll call vote, to wit:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
IN WITNESS WHEREOF, I have hereby set my hand and affixed the seal of the
City of Costa Mesa this day of September, 2010.
JULIE FOLCIK, CITY CLERK
(SEAL)
EXHIBIT A
The Business Improvement Area ("BIA") benefit zone encompasses the entire City of
Costa Mesa boundaries. It is anticipated that the entire City, including businesses and
residents, will benefit from increased revenues generated by the activities financed by
the BIA assessment.
The following businesses will be included in the BIA that is established pursuant to
Streets & Highways Code § 36500 et seq., the businesses commonly known as:
Avres Hotel & Suites
Property Address: 325 and 345 Bristol Street, Costa Mesa
Business Owner: Bruce Ayres
1817 Westminster Avenue
Newport Beach, CA 92660
Donald Ayres, Jr.
506 Via Lido Nord
Newport Beach, CA 92663
Property Owner: Homes by Ayres
355 Bristol Street, Suite A
Costa Mesa, CA 92626
Best Western Newport Mesa Inn
Property Address: 2642 Newport Boulevard, Costa Mesa
Business Owner: Somes Hsuen
Shang -Pu Lee
2642 Newport Boulevard
Costa Mesa, CA 92627
Hilton Orange County/Costa Mesa
Property Address: 3050 Bristol Street, Costa Mesa
Business Owner: Ashford Hospitality Trust
14185 Dallas Parkway, Suite 1100
Dallas, TX 75254
Hotel Hanford
Property Address: 3131 Bristol Street, Costa Mesa
Business Owner: Hanford Hotels
Property Owner: Hanford Hotels
4 Corporate Drive, Suite 102
Newport Beach, CA 92660
Holidav Inn Exaress Hotel and Suites. Costa Mesa
Property Address: 2070 Newport Boulevard, Costa Mesa
Business Owner: Narendra B. Patel
2070 Newport Boulevard
Costa Mesa, CA 92667
Costa Mesa Marriott
Property Address: 500 Anton Boulevard, Costa Mesa
Business Owner: Host Hotels
Property Owner: Marriott Suites, Ltd.
1 Marriott Way
Washington, D.C. 02258
Ramada Limited & Suites Costa Mesa
Property Address: 1680 Superior Avenue, Costa Mesa
Business Owner: B.D. Inns Inc./Ramada Ltd.
1680 Superior Avenue
Costa Mesa, CA 92627
Residence Inn by Marriott. Costa Mesa
Property Address: 881 Baker Street, Costa Mesa
Business Owner: Residence Inn by Marriott
1 Marriott Way
Washington, D.C. 02258
Property Owner: Marriott Residence Inn Ltd., Partnership
10400 Fernwood Road
Bethesda, MD 20817
The Westin South Coast Plaza
Property Address: 686 Anton Boulevard, Costa Mesa
Business Owner: Host Hotels & Resorts
6903 Rockledge Drive, Suite 1500
Bethesda, MD 20817
Property Owner: CJ Segerstrom & Sons
c/o South Coast Plaza
686 Anton Boulevard
Costa Mesa, CA 92626
Wyndham Orange County
Property Address: 3350 Avenue of the Arts, Costa Mesa
Business Owner: Rosanna Inc.
4100 MacArthur Boulevard, Suite 200
Newport Beach, CA 92660
ATTACHMENT 1 - EXHIBIT B
August 30, 2010
City of Costa Mesa
77 Fair Drive
Costa Mesa, CA 92628-1200
Dear Mr. Hatch:
Thank you for your strong support of die Costa Mesa Conference & Visitor Bureau (CVB). As you
know, the CVB increases awareness of Costa Mesa as a visitor destination with the goal of
maximizing hotel occupancy, travel -related spending and bed tax revenues while further
contributing to die economic growth of the city.
Unfortunately, the recession has weakened travel demand; therefore, the current CVB revenues of
$1.15m have declined by 30% over the past txvo years. Substantial reductions in marketing
expenditures and programs have been made as a result of this shortfall.
The current tourism budget is insufficient when comparing it to Newport Beach ($4m) and
Anaheim ($10m).
Although our hotels are seeing some early signs of business improvement, the reality is that Costa
Mesa still has comparatively lower recognition as a viable business and tourism destination.
The Costa Mesa CVB recently commissioned strategic destination, branding and marketing plans.
These reports reafhtm the strategy to re --invest in tourism in order to improve revenues, in particular
over weekend and holiday periods.
• Therefore the Board of Directors requests that the Business Improvement
Assessment be increased from 2% to 3% in order to maximize awareness of Costa
Mesa and improve our city's penetration in the ultra -competitive visitor market.
We firmly believe Costa Mesa CVB has a major opportunity as a destination marketing organization
to grow sustainable tourism. With new leadership and a strong strategic plan in place, we are certain
that the additional funds of approximately $500,000 will provide the impetus to improve revenue
streams throughout the entire community.
Page 1 of 2
Costa Mesa Cotiferetice 1C Visitor Bureau • P.O. Box 5071, Goso Mesa, California 92628-5071
714.435.8530 - 800399.5499 • jrr.r 714.435.8522 tv ra) to . c o s t a au e s a - c a. c o »t
ATTACHMENT 1 - EXHIBIT B
The key strategies of our new Costa Mesa CVB are as follows;
1. Hired new CVB President with a proven track record in marketing and driving revenues
through strategic partnerships.
2. Relocated the CVIS office to a prime location within Costa Mesa.
3. Will be marketing Costa Mesa as the "Heart of Orange County."
4. Implementing more effective and expanded Board of Directors based on new partnership
roles and strategic initiatives within:
• Retail
• Performing Arts
• Culinary Tourism
• Business Community i.e. Chamber, South Coast Metro Alliance, etc.
• john Wayne Airport
• OC Fair & Events Center
5. Create special events and partnerships to support community activities and objectives, i.e.
scbools, universities, residents etc.
G. Increase volume of international visitors in conjunction with neighboring communities.
7. Enhanced online destination marketing and related visitor conversion during off-peak
periods. Upgrade website to enable revenue -generating functions for hotels and all strategic
partners.
8. Focused direction and long-term planning for event direction, partnerships and support, i.e.
the Barrett Jackson collector car auction, OC Marathon, OC Jazz Festival, UPG Sports, the
Costa Mesa Community Run, etc.
The members of the Board of Directors support this proposal and enthusiastically work as a team
toward the success of the Costa Mesa Conference & Visitor Bureau. We appreciate the opportunity
provided by the Costa Mesa City Council and thank you for your continued support.
Respectfully,
st'r" 9-pb
Shaun Robinson, General Manager, Hilton
Chairman, Costa Mesa Conference & Visitor Bureau
cc: Board of Directors
Page 2 of 2
Casta Mesa
The R st Of Southern Catifomia.
Costa Mesa Conference and Visitor Bureau
Budget Summagy
FISCAL YEAR 2009/2010 2010/2011 WITH PROPOSED INCREASE
Revenue
$1,114,379
Employee Costs $284,320
Admiu Expenses $115,813
Marketing Expenses $476,246
' Reserve $238,000
Projected Revenue
$1,600,000
Office Rent
$25,000
Office FF&E
$75,000
Employee Costs
$360,000
Admin Expenses
$125,000
*Marketing Expenses
$750,000
Reserve
$265,000
*With proposed 2011 increase, CVB would increase marketing in order to multiply revenues and increase
awareness of Costa Mesa with special focus in the following areas;
• Special Events, i.e. Barrett Jackson, OC Marathon etc.
• Online marketing
• Travel and Tradeshows
Costa Mesa Conference Vii' Visitor Bureau o P.O. Box 5071, Costa Mesa, California 92628-5071
714.435.8530 W 800.399.5499 - fax 714.43.5.8522 zuauiu. costamesa-ca. corn
Orange County Auction Highlights — June 25-27, 2010
Attendance Highlights:
• Attendance: over 58,000
Television Highlights:
• Television Coverage: 18 hours of live coverage on SPEED
Website Highlights:
• Friday 6125: 358,247 page views, Saturday 6126: 471,671 page views, Sunday 6127: 437,126 page views
• Total Page Views 6125-6/27: 1,267,044
• Total Page Views during auction week: 1,751,233
Sales Highlights:
• Total Auction Sales: over $15,000,000
• Total Number of Vehicles Sold: 395
• Auction Sales Ratio: 100%
• Top Selling Vehicles:
o Lot #370 - 1970 Chevrolet Chevelle SS 454 Convertible - $253,000
o Lot #350 - 1970 Chevrolet Chevelle SS Custom Coupe - $250,000
o Lot #362 - 1970 Plymouth Road Runner Custom 2 Door Hardtop - $187,000
o Lot #375.1 — 1967 Chevrolet Corvette Convertible - $181,500
o Lot #383 — 1940 Willys Custom 2 Door Coupe - $181,500
o Lot #354 —1931 Packard 840 Roadster - $170,500
o Lot #355 — 1938 Packard Victoria Convertible - $170,500
o Lot #382 — 1936 Ford Custom Five Window Coupe - $165,000
o Lot #378 -- 2004 Maybach MOD 62 Four Door Sedan - $154,000
o Lot #386.1 — 1990 Darrell Gwynn Coors Extra Gold Top Fuel Dragster replica - $150,000
Bidders Highlights:
• Total Number of Bidders: 604
• 58% of Bidders are New Bidders
• 53% of Vehicles were Purchased by New Bidders
• Bidders were from 36 States and Canada
• Total Number of Foreign Bidders: 19
• Total Absentee Bidders (includes internet, telephone and auction representative bidders): 23 bidders for a total of
$485,500 in vehicle sales
Media Highlights:
• Total Media Outlets Credentialed: 78
• Total Credentials Issued: 176
• Media Outlets were represented by 9 States
Sponsors: 43 Corporate Event Sponsors gathered at the event, all ranging from lifestyle to automotive.
Vendors and Exhihitors:
More than 90 commercial vendors and exhibitors displayed at the event. These vendors and exhibitors sell everything from the
very best automotive art and sculpture to Automobilia, motor homes, real estate, car care products and general merchandise
including jewelry, collectables, electronics and apparel. These vendors and exhibitors sales account for a significant portion of
the economic impact,
www.barrett-jackson.com
ATTACHMENT 1 - EXHIBIT B
MEDIA ALERT
October 21, 2009
A brief presentation and private reception will be held this week to
acknowledge the significant positive economic boost for Orange County's
challenged tourism industry when The World's Greatest Collector Car
AuctionsTM comes to the OC Fair & Event Center in Costa Mesa in June of
2010. Event set for five p.m., Thursday, October 22 at Hilton .Orange
County/Costa Mesa.
WHAT: The presentation will highlight the probable economic impact of the 2010 Barrett -
Jackson Auction Company LLC car auction that will encompass the OC Fair & Event Center
grounds and include the famous collector car auction, sponsor promotions and displays,
vendors, exhibitors, interactive demonstrations, galas and other festivities. Local Orange
County elected officials, tourism executives and other VIPs will attend to welcome Barrett -
Jackson to Orange County.
WHY: The auction will have a significant economic effect on Orange County's challenged
tourism business before and after the June 25-27 auction as attendees fill hotel rooms, and
dine and shop locally. Annually, the auctions in Scottsdale, Palm Beach and Las Vegas
combined draw more than 300,000 attendees, sell more than 2,000 vehicles for a total of more
than $112 million, and provide more than $6.5 million to local charities. The West Coast is
packed with auto enthusiasts who follow Barrett -Jackson and are valuable and committed
constituents of the collector car hobby.
WHERE: Fountain Terrace, Hilton Orange County/Costa Mesa, 3050 Bristol Street, Costa
Mesa, CA 92626
WHEN: From 5 to 6 pm, Thursday, October 22, 2009
PHOTO OP: Exotic cars will be placed in the hotel to set the tone for the auction
WHO: Craig Jackson, Chairman and CEO, Patrick van den Bossche, COO, Barrett -Jackson
Auction Company LLC; Steve Beazley, president OC Fair & Event Center; and Shaun
Robinson, president, Costa Mesa Conference & Visitor Bureau, will be on -hand for interviews.
DETAILS: For further details, call Robin Wachner, Communications Director, OC Fair & Event
Center at 714.708.1559 or 714.371.6268 (mobile) or Dan Pittman, communications
representative for the Costa Mesa Conference & Visitor Bureau and the Hiilton at
714.282.9994 or 714.397.1932 (mobile).
ATTACHMENT 1 - EXHIBIT B
Barrett -Jackson OC Auction
2010 Publicity
Local Consumer Print Coverage
Stories and photos appeared in the following local consumer media in print and online editions:
Los Angeles Times (Cir. 400,000); the Orange County Register (Cir. 251,000); the Orange
County Business Journal (Cir. 23,000); OC Metro (Cir. 70,000) the Daily Pilot (Cir. 62,000);
Palm Springs Desert Sun (Cir. 50,000); and North County Tunes (Cir. 150,000). Many stories
were syndicated to other markets.
Estimated value: More than $150,000
Radio Broadcast Coverage
Rudy Maxa, one of America's premier consumer travel experts, conducted two live radio shows
featuring the destination and the auction. On Saturday morning, Rudy Maxa's World" was
broadcasted on nearly 100 stations coast to coast and on Sirius/XM Radio. On Sunday, his live
show from the auction was broadcasted on CBS' KFWB News Talk 980 in Los Angeles.
KFWB promoted the broadcast for several days prior to airing:
"KFWB NEWS TALK 980 will be broadcasting line from the Inaugural 2010 Barrett -Jackson
Collector Car Auction in Orange County at the OC Fair & Event Center in Costa Mesa,
California. Come down and see Rudy Maxa Broadcast his show Rudy Maza's World live on
Sunday June 27th inside the Exhibitor Pavilion from 2p -3p."
Estimated value: More than $50,000
Television Coverage
Local news mentions augmented many hours of live SPEED Channel coverage that showcased
the destination to millions of viewers.
Estimated value: Potential millions of dollars
In all, consumer media reporters combined with automotive journalists represented nearly 100
media outlets in nine states that covered the auction on television, in print and online,
Online and E -blasts
Four colorful e -blasts were prepared by the team and sent to thousands of e-mail addresses in the
Barrett -Jackson system. Auction updates were posted on the CVB sites and social media was
employed to get the word out.
Inaugural Fam Trip
An inaugural fain trip hosted automotive and consumer journalists who participated in the Road
Rally and became more familiar with what the destination has to offer.
ATTACHMENT 1 - EXHIBIT B
RENOWNED BARRETT-JACKSON COLLECTOR CAR
AUCTION COMES TO OC FAIR & EVENT CENTER IN 2010
Calling all car collectors. The Barrett -Jackson Auction Company LLC will bring
"The World's Greatest Collector Car AuctionsTM to the OC Fair & Event Center in Costa
Mesa, June 25-27, 2010.
The Orange County edition of the auction will become the fourth annual Barrett -
Jackson event, joining, auctions in Scottsdale, Arizona; Palm Beach, Florida; and Las
Vegas, Nevada. Annually, the auctions combined draw more than 300,000 attendees, sell
more than 2,000 vehicles for a total of more than $112 million, and provide more than
$6.5 million to local charities.
In the Baffett-Jackson tradition, the event will encompass the OC Fair & Event
Center grounds and will include the famous collector car auction, sponsor promotions and
displays, vendors, exhibitors, interactive demonstrations, and other festivities.
Approximately 400 cars are expected to be sold during the inaugural year.
Through its relationship with the SPEED Channel, Barrett -Jackson auctions are
the subject of highly rated television programs that are telecast to a national audience with
over 70 hours of live television and hundreds of hours of replays throughout the year.
Stay tuned for special hotel packages and rates.
FOR IMMEDIATE RELEASE
ATTACHMENT 1 - EXHIBIT B
Dan Pittman
714-282-9994
d€�►af r g? Ll 1111a
BARRETT-JACKSON TO BRING RENOWNED COLLECTOR
CAR AUCTION TO OC FAIR & EVENT CENTER IN 2010
Hotels expect to fill up as thousands of auto enthusiasts come to Orange County
Costa Mesa, California — Hotels in Costa Mesa and Newport Beach, along with
shopping centers, restaurants and other businesses catering to overnight guests, anticipate
they will be very busy when the Barrett -Jackson Auction Company LLC, host of "The
World's Greatest Collector Car AuctionsTM, comes to the OC Fair & Event Center in
Costa Mesa on June 25-27, 2010,
"We are delighted to welcome Barrett -Jackson to Orange County. This incredible
signature event has the potential to be a serious economic engine for the county, and will
certainly put us on the map from a national awareness perspective," said Shaun Robinson,
president of the Costa Mesa Conference & Visitor Bureau, at a recent reception held at
the Hilton Orange County/Costa Mesa where he is the general manager.
Robinson said the auction was a natural fit for Southern California and its famed
car culture and could represent a financial boost of $25 million or more to the county's
tourist industry that has been negatively affected by the economic downturn.
"We plan to work very closely with the county's other visitor bureaus and
hospitality professionals to build a strong partnership and a united front that we hope will
benefit everyone," said Robinson.
The Orange County edition of the auction will become the fourth annual event,
joining auctions in Scottsdale, Arizona; Palm Beach, Florida; and Las Vegas, Nevada.
Annually, the auctions combined draw more than 300,000 attendees, sell more than 2,000
vehicles for a total of more than $112 million, and provide more than $6.5 million to
local charities.
-more-
ATTACHMENT 1 - EXHIBIT B
Famed car auction comes to Orange County
Page 2 of 2
"We're thrilled about the opportunity to work with the OC Fair & Event Center to
launch a fourth Barrett -Jackson auction event," noted Craig Jackson, Chairman and CEO
of Barrett -Jackson, "The West Coast is packed with auto enthusiasts who follow Barrett -
Jackson and are valuable and committed constituents of the collector car hobby."
Approximately 400 cars are expected to be sold during the inaugural year.
In the Barrett -Jackson tradition, the event would encompass the OC Fair & Event
Center grounds and would include the famous collector car auction, sponsor promotions
and displays, vendors, exhibitors, interactive demonstrations, and other festivities. The
proposed dates would have the Barrett -Jackson auction taking place prior to the 2010 OC
Super Fair.
"Barrett -Jackson is the gold standard of collector car auctions," said Steve
Beazley, CEO, OC Fair & Event Center. "This event has the potential to forever change
the landscape of the fairgrounds and of Orange County."
Through its relationship with SPEED, Barrett -Jackson auctions are the subject of
highly rated television programs that are telecast to a national audience with over 70
hours of live television and hundreds of hours of replays throughout the year.
About The Barrett -Jackson Auction Company
Established in 1971 and headquartered in Scottsdale, Ariz., Barrett -Jackson specializes in
providing products and services to classic and collector car owners, astute collectors and
automotive enthusiasts around the world. The company produces "The World's Greatest
Collector Car AuctionsTM" in Scottsdale, Palm Beach, Fla. and Las Vegas. Barrett -
Jackson also endorses a one -of -a -kind collector car insurance offering for collector
vehicles and other valued belongings. For more information about Barrett -Jackson, visit
www.barrett-jackson.com or call (480) 421-6694.
Renowned rs .r r .. • • y
Auction• To OC
Fair&.Event%e6
Calling all Costa Mesansl You are invited to experience a unique event
this summer. The Barrett -Jackson Auction Company LLC will.bring the:.
newest edition to "The World's Greatest Collector CarAuctions" M to the
OC Fair & Event Center in Costa Mesa, June 25-27, 2010.
The Orange County auction will become the fourth annual Barrett-.:`
Jackson event, joining successful auctions in Scottsdale, Palm .Reach
and Las Vegas. Annually, the auctions combined draw more than
300,000 attendees, sell more than 2,000 vehicles for a total of more than
$112 million, and provide more than $6.5 million to local charities.
The Costa Mesa event will provide a significant boost to our local
economy, filling our hotels and restaurants, increasing business in our
retail centers, and more. Plans also call for a road rally and car show, a
golf tournament and a gala for charity. Individual tickets to the auction will
be available forjust $10 each. At auction, cars may sell for a few thousand
to more than one million dollars.
In the Barrett -Jackson tradition, the lifestyle event will encompass the OC
Fair & Event Center grounds and will include the famous collector car
auction, sponsor promotions and displays, vendors, exhibitors,
interactive demonstrations, and other festivities. Approximately 400 cars
are expected to be sold during the inaugural year.
Through its relationship with the SPEED Channel, Barrett -Jackson
auctions are also the subject of highly rated television programs that are
telecast to a national audience with over 70 hours of live television and
hundreds of hours of replays throughout the year.
For more information, visit www.TravelCostaMesa.com.
ATTACHMENT 1 - EXHIBIT B
ATTACHMENT 1 - EXHIBIT B
BARRETT-JACKSON COLLECTOR CAR AUCTION
Points to Consider for 2011
Overall Observations
Apparent mixed results for Newport Beach participants from a business
perspective — need to discuss
Shuttle service from SCP exceptional
Branding of Costa Mesa exceptional on Speed Channel
VIP tickets — how where they distributed?
Selection of charities — maybe add a more local Costa Mesa charity
Request any demographic information that was gathered on overnight guests
and all auction attendees — will help in our marketing recommendations
Costa Mesa CVB signage at auction seemed limited
Public Relations Suggestions
Fam Trip
Plan and execute another media fam trip with more leisure travel/automotive
enthusiasts media
"Free" Live Remote Broadcasts
KFI John & Ken Show
Paul Lasley and Elizabeth Harryman On Travel
ATTACHMENT 1 - EXHIBIT B
Marketing Opportunities
Co-op advertising plan with B -J in local feeder markets, such as the Inland
Empire's Riverside, Ontario, Palm Springs areas, plus San Diego; and valley
areas of Los Angeles where we can get overnight guests
Sell advertising space in four e -blasts
Reconnect with hotel guests to offer early registration
Co-op program with local restaurants to increase business — charge fee to
restaurants for the business we bring to them
Co-op with other care -related events happening in the weeks before the auction
and during auction week — such as the annual Dana Point Concours d'Elegance,
weekly Cars & Coffee, etc.
Advertorial (Paid) Suggestions
Best Deals TV Show (LA N)
Reaches 450,000 SoCal viewers
Another Live "Rudy Maxa's World" Travel Radio Broadcast
Broadcast on 98 news/talk stations in the United States (with an Arbitron -
measured audience of just under one million listeners)
COSTA MESA
The Best of Southern California
Bureau
ATTACHMENT 1 - EXHIBIT B
The Costa Mesa Conference & Visitor Bureau represents 10 hotels that welcome leisure and
business travelers and are the site of many meetings and social events.
Community
Costa Mesa is considered the OC's premier shopping, dining and cultural destination — we're
called the Best of Southern California.
Situated in the heart of Southern California between Los Angles and San Diego, we're near the
beach and easily accessible by car and plane.
Home to South Coast Plaza and the Theater & Arts District, featuring world-class performing
arts venues like the magnificent Rende and Henry Segerstrom Conceit Hall, plus exceptional
outdoor artworks,
Many luxury hotels like the Hilton Orange County/Costa Mesa, The Westin South Coast Plaza
and fine and casual dining restaurants are here, too.
Costa Mesa is the place to visit for the holidays.
The hotels of the Costa Mesa Conference & Visitor Bureau are celebrating the holiday season
with a sweet deal for overnight guests, including a $30 travel reimbursement and $20 nightly
dining certificates good at many great restaurants.
Learn all about us by visiting our Website: w%vw.TravelCostaMesa.com.
ATTACHMENT 1 - EXHIBIT B
IBM
ATTACHMENT 1 - EXHIBIT B
2010 Destination Brand Marketing and Business Play Outline
Purpose, Benefits and Uses
Page
Ell
Costa Mesa Main Destination Challenges 2
Costa Mesa Destination Brand Vision 2
Costa Mesa CVB Vision
Costa Mesa CVB Mission and Goals
Costa Mesa CVB Philosophy and Customer Commitment
Costa Mesa CVB 2010 Priority Initiatives
sa O'Sa-61
�ra- nd rgeaefi�
2
3
4
5
Leisure Travel SWOT Analysis 6
Group Travel SWOT Analysis
Main Target Market Positioning and Messaging
Critical Success Factors by Target Market
7
S
S
sfa Mei `brand a [�efing,T. afe a dSeryr���:r?9.Sfra �g s _..9
Goal and Target Markets
Critical Factors for Successful Brand Marketing and Sales
Advertising and Sales Promotion Activity Focus
Public Relations Activity Focus
Direct Sales Activity Focus
Online/Internet Activity Focus
Programs and Measurable Objectives
_9
_9
_9
_9
—9
_9
10
2010 Brand Marketing, Sales and Servicing Priority Program Checklist 11
2010 Marketing Strategy and Positioning by Leisure Travel Market
13
2010 Brand Marketing Strategy and Positioning by Group Travel Market 15
ATTACHMENT 1 - EXHIBIT B
ATTACHMENT 1 - EXHIBIT B
Goal and Key Projects
Critical Factors for Successful Brand Experience Development
Product Offerings and Infrastructure Activity Focus
Brand Delivery Assistance Activity Focus
Programs and Measurable Objectives
2010 Brand Experience Development Priority Program Checklis
Goal and Target Audiences
18
18
18
18
19
20
21
Critical Factors for Successful Community Relations 21
Destination/CVB Advocacy Activity Focus
21
Board Governance Activity Focus 21
Programs and Treasurable Objectives 22
2010 CVB Community Relations Priority Program Checklist 23
2010 CVB Community Relations Strategy and Positioning by Internal Audience
Pz!
6 _ -.- - - -
- � [-46 —.Vt n e=and dm1rz� f afi�o t Si ategles - -._ =r. _� - 8
Goal and Target Audiences
K:3
Critical Factors for Successful CVB Management 28
Administrative and Funding Activity Focus 28
Management Team Development Activity Focus
Programs and treasurable Objectives
2010 CVB f=inance and Administration Priority Program Checklist
28
29
30
oa_IfesalB 20710 g
dud e=RC1®cafi�os _
-_ ---
ATTACHMENT 1 - EXHIBIT B
---�-- _ _ 207`d fles:irnafton,�rand:�L�arfce�tnTg a�tl �3us_iness:�i�n
Introduction
Purpose, Benefits and Uses
The Costa Mesa Conference & Visitor Bureau (CMCVB) 2010 Destination Brand Marketing arnd Business
Plan was prepared by the Executive Director given directions from the 2010-2012 Strategic Destination
Plan and advice from the CVB Marketing/Steering Committee members, This annual business plan is
directly allied to the strategic plan with the first year of the latter plan detailed herein as to key
strategies and programming. Annual plan activities have been identified to be implemented monthly
and with responsibilities and expected measurable results assigned.
For acknowledgement purposes, the CMCVB is a 501(c)6 not-for-profit corporation formed in 1995 which
currently has 10 partner hotel representatives and two City of Costa Mesa officials as Board of Directors.
This corporation was created through a state legislated business improvement district mechanism. A self-
directed 2 percentage point assessment as applied to occupied guestroom rates is received fully by the
CMCVB for destination marketing and sales efforts. In addition, a 6% tax on tourism (TOT) is levied by the
City of Costa Mesa and all proceeds received are deposited in the general fund. In 2008, these funds
generated approximately $1.6 million and in excess of $5 million, respectively, Given the economic
recession from late 2008 and most of 2009 and the substantial decrease in business travel and the slowdown
in leisure trips, it is projected that the CMCVB will have an operating budget of an estimated $1.2 million to
invest in marketing activities in 2010.
The enclosed annual Desditation Brand 1kMarketing and Busdness Plart is to be used as the tactical
implementation document for the efficient marketing communications and related sales efforts of the
CAICVB. Its intent is to provide a strong, flexible and accountable program of destination marketing
work for 2010.
Costa Mesaor�fere:nae &_VrstFo=r
ATTACHMENT 1 - EXHIBIT B
201.0 ne-titration;i3rand€�arkerndusinesslati
Costa Mesa Dain Destination Challenges
We face eight broad challenges as a city and destination marketing organization to grow sustainable
tourism.
i. Full implementation agreement on a community brand identity and destination accessibility
communications strategy
2. Excellent opportunity to capitalize upon an integrated shopping, culinary and arts/cultural visitor
experience through innovative programming and packaging
3. Enhanced online destination marketing presence and related visitor conversion during off-peak periods
4, Licreased volume of international visitors in conjunction with neighboring communities
5. Focused direction and long-term plan for event development and support
6. Continued investment in CVB professional talent and more effective and Asitor industry expanded Board
of Directors based on new partnership roles and strategic initiatives
7. Expanded capacity and accessibility advocacy related to John Wayne, Long Beach and Los Angeles
International Airports
S. Better inteiniodal public'trainsportation in Orange County and Costa Mesa way -finding navigation system
Costa Mesa Destination Brand Vision
We aspire to a 2020 destination vision dependent on collective partnerships and mutual benefits.
• e s e e • • • a • • •
Costa Mesa CVB Vision
We aspire to an organization vision aligned to the destination brand vision and dependent on astute board
leadership and professional management.
Cosia,MEsa Conference`& Vtsfar
ATTACHMENT 1 - EXHIBIT B
i
201
-3 �tand:IVfarkettng arici t�usiness Rlart -3
Costa Mesa CVB Mission and Goals
We accomplish a focused mission through goals and strategies that meet the majority of program filter tests.
Brand Marketing, Sales and Servicing
To increase the awareness of the destination brand experience and subsequent visitor conversion through the
implementation of targeted research- and partner -based promotion, sales and servicing strategies.
Z) Collateral assessment and production
:D Internet/online marketing development
�D Market development support and direct sales
leads
�D Orange County and California State Tourism
programming
�D Advertising and promotion
Niche/"special interest" tourism packaging
and itinerary programming
Public relations support
Applied market research
Brand Experience Development
To strategize and support events, hospitality services, attractions and related public infrastructure.
�D Destination development programming
CVB Community Relations
:> Public infrastructure technical support
To advocate the importance and value of community tourism and the partnership roles and activities of the
Costa Mesa CVB to all stakeholders.
�D Key audience identification and message
development
C) Partnership communications and results
Strategic community/industry leadership
dialogue
=;CosiaMesaonferece & Visttgr Bureau
ATTACHMENT 1 - EXHIBIT B
- = - _ _- -
20 i0 finaf�on-i3ran aricei�ng ar c! business Jan �4
�e
CVB Finance and Administration
To function as a fiscally responsible and accountable organization through effective resource plauuing and execution.
::� Strategic/business planning and funding
�D Budgeting, measurement and statements
�D Adrninistrative/human resources operations
0 Industry and event fanding support
Costa Mesa CVB Philosophy and Customer Commitment
We perform effectively by adhering to values and guiding principles, and delivering on customer promises.
::> Professional
�D Ethical
:D Partner-based/inclusive
�D Accountable
::> Proactive
�D Visitor -centric
Visionary
�D Innovative
Partner Promise The CMCVB co omits to° mutually support and.leverage-relaXionships:amQng ourvisitor indust v artners
and the commhnityby creatinigrofifable business`oppo_rffinities through Heightened visitor experience
awareness, convertible°sales leads and professional development assistance.
Visitor Promise
The CMCVB cots to being the visitor representative and advocate through.the provision of current on
demand destination information and advice based on the fulfillment of our visitorexpectations and -needs.
Costa tVlesa=confereneei8�llisitor Bureau v _ -F
ATTACHMENT 1 - EXHIBIT B
2010 t7estinatidnrand°fV�aricefing ajic! business fan -i
Costa Mesa CVB 2010 Priority Initiatives
Over the next three years (2010-2012), 24 new destination marketing and management initiatives have been
identified for implementation and completion including 20 to be commenced in 2010.
�D Partnership assessment and relationship building
Preferred partnership funding program and
event sponsorship evaluation
�D Festivals/event tourism packaging and
itinerary programming
Arts/cultural and event tourism strategy and
plan development
Branded destination/service excellence orientation
�D Local communications strategy and plan
formulation
Quarterly marketing input meetings
CVB Board effective representation review
CVB Board briefings and committee participation
Strategic plan updates and approvals
Program performance measurement and results
:D Staff strategy and development team plan
formulation
• Brand marketing messages/stories content
analysis and creative update
• Key advocacy positioning messages
�D Annual community tourism report and
presentation
Discover America/National Tourism week
activities
Increased lodging assessment evaluation and
new funding proposal
Visitor profile market research
Community gateway redevelopment technical
support
Area Nvayfinding signage improvements advice
Regional attraction shuttle services investigation
0 Visitors welcome center/office assessment
:Z DMAI CVB accreditation program and best
practices compliance
:D Crisis/emergency planning involvement
ATTACHMENT 1 - EXHIBIT B
._: :; _. 0'�b_De�Enatitosl:Branti.f�iaElc'rfEng_and Business�lan 6
Costa Mesa Brand Target Market Situation
Leisure Travel SWOT Analysis
The SWOT (strength-weakiiess-oppottanities-threats) analyses were conducted from leisure and group travel
perspectives and covered commentary on the visitor experience and marketing communications effort. These
analyses follow with conclusions.
Strengths
(present advantages)
Z) Central location in Southern California and Orange County
Z) South Coast Plaza upscale shopping
:D Segerstrom Center for the Arts
:D Close to beaches and Disneyland
Z) Temperate climate
�D Accessible to major Interstate highways
�D Adjacent to Orange County/John Wayne airport and to nearby
Los Angeles International and Long Beach airports
�D Clean and safe destination
�D Concentrated CVB targeted marketing strategies over past five
years (Drive & Dine)
�D Strong website presence with leisure packaging and
programming options
Opportunities
(potential advantages)
0 Piggyback on State of California, Orange County and Anaheim
tourism marketing efforts
0 Festival and event programming and promotion with South
Coast Plaza and Segerstrom Center for the Arts
0 Enhanced promotions with John Wayne/OC airport
Z Working with Irvine Transportation Center and LAX shuttle service
* Day tours programming and local shuttles
Weaknesses
(present disadvantages)
:D Limited walkable nightlife entertainment
• No signature event
• Some family -based leisure activities
Z) Low Costa Mesa and Orange County brand
name recognition
0 Limited visitor -friendly public transportation
Threats
(potentia[ disadvantages)
:D Current recessionary economy situation
Higher gas prices
�D Increased competition and associated price
discounting
Conclusions
Given the leisure travelSWOT analysis above, it was generally found that:
1. Leisure travel is recognized as the primary targeted online marketing investment with increased
promotional partnership activities required.
2. A need to have. efficient airport shuttle services within the region along with branded day tour programming.
3. An opportunity to encourage and support family -based activities and market a well -focused festival and
event calendar.
4
'.
COgLYencq Visitor Bureau ",
Group Travel SWOT Analysis
Strengths
(present advantages)
Z) Easy access to Interstates
:D Temperate climate
:D Nearby OC/John Wayne airport
�D Approximately 320,000 sq. ft, of event/meeting space
in various locations and buildings (largest "open
space" hotel meeting room at 12,000 sq. ft.)
�D Approximately 1,900 rooms available for citywide
conventions
0 Good variety of price point lodging properties
Z) Reputation for affordability with lowest TOT in county
Excellent selection of fine dining restaurants
(independent and also in hotels and key attractions)
uppor-Eunmes
(potential advantages)
Customized SMERF meetings potential
:n Specialized affinity group tours
0 Bidding on amateur sports events
�D Hotel partner understanding and consensus on CVB
group marketing focus
Encouragement of pre/post meetings activities
0 Working closer with Segerstrom Center for the Arts
and OC Fair & Event Center on meetings
Conclusions
ATTACHMENT 1 - EXHIBIT B
207.0 Destination Brand 11Aarket�naraid Bras�ness_I'aati -
Weaknesses
(present disadvantages)
No centralized meeting/convention center
Z) Not so visitor friendly public transportation services
Limited walkable nightlife entertainment
:D Absence of a high city brand recognition
Z) 'Only two hotels with expanded meeting facilities
:D Minimal overnight motor coach tour business
-1-hreats
(potential disadvantages)
�D Anaheim Garden Walls and associated entertainmerrE
facilities
�n Economic recession negative effects on group travel
�D Increased competition from other California cities
�D Decrease in Costa Mesa corporate leasing vacancy
rate
Given the group travel SWOT analysis above, it was generally found that:
1. Good potential for special interest/affinity (SAfIERF) meetings, sports events and customized group tours
2. A need for Board agreement on CVB outcomes from group travel marketing
3. An opportunity to influence existing business travelers on leisure vacations (pre/post mectiiigs or future
trip).
,,= _'; _, Cv_sta=Mesa Conference & Vis,fto!" Bureau 5
ATTACHMENT 1 - EXHIBIT B
5 -
20�0 �eSfina�ton.Brar�d�l�arite�rng.a�ci ��siness_Ptan
Maine Target Market Positioning and Messaging
The key messaging points by target market are as follows:
Target Market
Leisure Travel
(shopping/dining, arts/cultural events, airport
transient, visiting friends & relatives and personal
from in state feeder, out-of-state and international
markets)
Group Travel
(group tour, association/government/corporate
meetings, SMERF, sports, consumer and reunion
events)
Communications Messages .
Central location in SoCal/OC and freeway
accessibility
Proximity to beaches
�D South Coast Plaza shopping
�D Segerstrom Center for the Arts performance
events
�D Small to intermediate size meetings
(1,600 to 1,900 hotel rooms)
�D Adjacent to John Wayne/OC airport and nearby
Long Beach and LAX airports
�D Special pre- and post meeting leisure activities
given unique destination attractions
Critical Success Factors by Target Market
- _ = osfa h+les_ onference��1(rsitor Brireau _= _ _ -
ATTACHMENT 1 - EXHIBIT B
2020 Destination-BrantfMata;e�tIng and Business plan ,g
Costa Mesa Brand Marketing, Sales and Servicing Strategies
Goal and Target Markets
To increase the a-wareness of the destination brand experience and subsequent visitor conversion through the
implementation of targeted research- and partner -based promotion, sales and servicing strategies.
::> Shopping/dining travelers
• Auts/cultural event and festival patrons
• Airport transient travelers
:D Group tour operatorshvholesalers
�D Meeting planners/organizers
Reunion leaders
�Z Sports event organizers/rights holders
::> Commercial/consumer event attendees
Critical Factors for Successful Brand Marketing and Sales
�z Well -performing website and visitor database
:D An agreed-upon destination brand identity usage
4) Research -based targeted marketing and conversion accountability
Advertising and Safes Promotion Direct Sales Activity Focus
Activity Focus
a Meeting planner FAMs
�D Integrated promotional campaigns
(print, radio and online)
::> Destination website linkages
0 Print collateral fulfillment
Public Relations Activity Focus
o Ongoing news releases
�D Media FAM tours
�D One time special interest story communications
Backyard marketing for meeting/event leads
In-state meeting tradeshow attendance
Online/Internet Activity Focus
:D Destination website search optimization
• Online advertising
• Email newsletters, postcards and blasts
_ z �asfa_Mesa Gonference iV1stor bureau
ATTACHMENT 1 - EXHIBIT B
Programs and Measurable Objectives
1. Collateral assessment and production
❖ Destination promotional materials requests
2. Internet/online marketing development
.•2• Number of unique users
•.• Number of unique user sessions
3. Market development support and direct sales leads
Number of Drive & Dine inquiries/conversions
<i• Number of group tour and meeting leads
4. Orange County and California State Tourism programming
Number of website and collateral inquiries/converted inquiries
4- Number of online targeted promotions and sales
5. Advertising and promotion
<a• Number of website and collateral inquiries/converted inquiries
•.• Number of online targeted promotions and sales
<i• Number of collateral targeted promotions and sales
6. Niche/"special interest" tourism packaging and itinerary programming
•.• Number of rooms/packages sold
<• Seasonal leisure activity programming responses
7. Public relations support
•'.• Number of media contacts
Number of gross impressions
•:• Value equivalency of media coverage
8. Applied market research
<i• Number of total visitors to community
<:• Visitor spending by destination sector and event
•.`• Key visitor behavior characteristics
= Costs Mega Conference&-V�sltor Bureau1-7
ATTACHMENT 1 - EXHIBIT B
2070 DesiinafionBrand'A9arkef ngsand t3usinessiar� 1-
2010 Brand Marketing, Sales and Servicing Priority Program Checklist
�D Collateral assessment and production
:• Printed materials evaluation
•.• Visitors guide, event and leisure travel updated
materials
+ Printed materials production
�D InterneYonline marketing development
Website evaluation and search engine optimization
❖ Website improvements, upgrades and maintenance
•.• VRM database enhancements
€nternetlsocial media development
Market development support and direct sales leads
❖ Leisure niche travel segment assessment and sales
activities (Drive & Dine)
:a Meeting/conference business segment assessment and
sales activities
•.• Group travel segment assessment and sales activities
(tour, sports and incentive)
•:• Marketing partnership opportunities annual planner
(CVB activities as to tradeshows and
advertising/programming buy -ins)
✓
I✓ I I I I (CMCVB
Eo M PM)
✓
1 ! ✓ I✓I✓I ✓
2
✓
✓
✓
✓
CMCVB
(EDIITC)
H
✓
✓
✓
All Staff
✓
✓
✓
✓
✓
✓
✓
1 ! ✓ I✓I✓I ✓
2
✓
✓
✓
✓
CMCVB
t
Core Strategic ALL
All Staff
H
(ED/MSPM)
SCP
2
✓
✓
✓
✓
Event Center
2
SCA
Board of Directors
ITC
Information Technology
PA
Pittman & Associates
Coordinator
Key
t
Core Strategic ALL
All Staff
H
Hyperdisk
OCFEC
Orange County Fair &
Event Center
2
Market Developmental BRD
Board of Directors
ITC
Information Technology
PA
Pittman & Associates
Coordinator
3
Support Assisted CCM
City of Costa Mesa
MA
Mutual Advantage
SCA
Segerstrom Center for the Ar'
ED
Executive Director
MSPM
Marketing/Special
SCP
South Coast Plaza
Projects Manager
;- =
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ATTACHMENT 1 - EXHIBIT B
20f_O f]estination_.8ranf.arIctinnciuslnesslan f2
•t• Media relations plan formufaVon
V
V/
CMCVB
(ED)
•'• News releases and story placements
,/
�/
,/
�/
PA
•.• Brand marketing messages/Stories content analysis and
creative updateW
PA
:• Media FAMs, missions and showcase participations
✓
�/
�
e� n�Nucu n�a�ncticacai �ci
4• Ongoing visitor profile/spending analysis (online survey)
V
V/
CMCVB
(ED)
PA
•.• Brand marketing messages/Stories content analysis and
creative updateW
Key
9 Core Strategic ALL All Staff H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BIRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the Arts
ED Executive Director MSPM MarketingfSpecial SCP South Coast Plaza
Projects Manager
; 1.3
2010 Marketing Strategy and Positioning by Leisure Travel Market
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Strategic Direction Focus
Key Communications Messages
Market penetration and development
Central location
�D Near beaches
� Recognized shopping and arts/cultural event
performances
Key
1 Core Strategic ALL All Staff H Hyperdisk OCFEC orange County Fair &
Event Center
2 Market Developmental BIRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the Ar`'
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
V
- --- --- UreE u-:
ATTACHMENT 1'EXHIBIT s
3-2
Strategic Direction Focus
Market penetration and development
Key
1 Core Strategic ALL All Staff
Key Communications Messages
:D Differentiated vacation
(shopping, dining and performindn
Available markeflng partnership opportunities
�Z Travel informaflon and advice within 24 hrs
H Hyperdisk OCFEC Orange County Fair &
EveritCenter
2 Market Developmental BIRD Board ofDirectors ITC Information Technology PA Pittman &Associates
Coordinator
3 Support Assisted CCM City nfCosta Mesa MA Mutual Advantage GCA 8ogembnmCenter for the Arts
ED Executive Director M8PIVI Marketing/Special SCP South Coast Plaza
Projects Manager
Adverfising/S ales Promotion
Leisure media placement
N
MEN
MEN
1;
MEN
NEENE
-.*t Other travel publications
(as needed)
Ron
annual planner
Promotional fulfillment and
distribution
Strategic Direction Focus
Market penetration and development
Key
1 Core Strategic ALL All Staff
Key Communications Messages
:D Differentiated vacation
(shopping, dining and performindn
Available markeflng partnership opportunities
�Z Travel informaflon and advice within 24 hrs
H Hyperdisk OCFEC Orange County Fair &
EveritCenter
2 Market Developmental BIRD Board ofDirectors ITC Information Technology PA Pittman &Associates
Coordinator
3 Support Assisted CCM City nfCosta Mesa MA Mutual Advantage GCA 8ogembnmCenter for the Arts
ED Executive Director M8PIVI Marketing/Special SCP South Coast Plaza
Projects Manager
ATTACHMENT 1 - EXHIBIT B
lDis. flnation l3lana fOrketin _araci�,usiness Plan 5
2010 Brand Marketing Strategy and Positioning by Group Travel Market
Strategic Direction Focus
Market penetration and product development
Key
I Core Strategic ALL All Staff
Key Communications Messages
0 Personalized event attention
Affordable pricing .
Pre- and post meeting itinerary options
H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the Ar`
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
Cosa Mesa Conference &�Itffor 8urau
Advertising/Sales Promotion
•.• Meetings profile sheet ✓
FTMSIM
Public Relations
❖ News releases
✓
✓
✓
✓
✓
✓
PA
❑
•. E -newsletter
✓
✓
✓
✓
✓
J
✓
✓
✓
✓
✓
✓
ITC
❑
•.• FAM and special tours
✓
EDIMSPM
El
DatabaselInternet
:• E -blasts
✓
✓
✓
—jT✓
✓
ITCIH
❖ Meeting database update (MAI, ASAE
and ISAE)
✓
✓
✓
✓
✓
✓
J
✓
✓
✓
✓
✓
❑
•:• Web -site sedonupdate
=V1
✓
✓
✓
✓
Strategic Direction Focus
Market penetration and product development
Key
I Core Strategic ALL All Staff
Key Communications Messages
0 Personalized event attention
Affordable pricing .
Pre- and post meeting itinerary options
H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the Ar`
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
Cosa Mesa Conference &�Itffor 8urau
ATTACHMENT 1 - EXHIBIT B
-
T ; .,2414.pesEinat�on=Brand Markeg�n�ic nd UsJness Plan
16
Go`vpTnur
operaforl�srholesater}
AdveriisingfSales; Promotion
•.• Tour profile sheets
✓
MSPM
Databasellnternet
•'v E -newsletter
✓
✓
✓
✓
✓
ITC
•.• Group tour database update
✓
✓
✓
❑
•.+ Website section update
✓
✓
✓
Strategic Direction Focus
Market penetration
Key
1 Core Strategic ALL All Staff
Key Communications Messages
:) New itinerary development
�D Cost effective net rates
H Hypordisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the Arts
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
j7. Mesa Conference_& 1/�sltar Bureau = j
ATTACHMENT 1 - EXHIBIT B
77�
nafron-Brand=llRarke�r��nd;�tl§fnes5 'Ian :17
Strategic Direction Focus Key Communications Messages
Market development
Key
I Core Strategic ALL All Staff
� Affordable pricing
;D Reunion focus
4:) Personalized event attention
H HypDrdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman &'Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the A
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
If
ATTACHMENT 1 - EXHIBIT B
- - -- -
_ ___ ._, _ 2U�UDes�nafio_eBraricf �ar�tefi�ng anci �usrness'°i'�an _:18
Brand Experience Development Strategies
Goal and Key Projects
To strategize and support events, hospitality services, attractions and related public infiastructure.
�n Arts/cultural and event tourism strategy
:D Regional attraction shuttle services
:) Branded destination service excellence orientation
:) Visitors welcome center/office assessment
�D Community gateway redevelopment
Area wayfinding signage improvements
Critical Factors for Successful Brand Experience Development
Q CVB facilitating technical/professional support where required
�D Agreed-upon branded event tourism strategy and plan
A visible and user-friendly official visitors welcome center
Product Offerings and Infrastructure Activity Focus
!:) Technical brand identity support
�D New opportunity facilitation and assistance
Z) Event plan formulation
Brand Delivery Assistance Activity Focus
�D Destination/community brand promise interpretation
Brand identity update
Brand orientation delivery
ATTACHMENT 1 - EXHIBIT B
®eqEinat�on MWS KA A E€eting artd ustr�ess _PIan �9
Programs and Measurable Objectives
1, Destination development programming
•.• Number of event planning meetings and partnerships
•:• Number of branded service orientation sessions/FAAI tours
Number of branded service orientation participants by activity
2. Public infrastructure support
•.• Number of partnerships
•: Number of infrastructure plamiing meetings and time commitment
a.• Amount of public and private capital investment
`` - _ � - Costa .Mesa Conferences L�lsitor Bureau -
ATTACHMENT 1 - EXHIBIT B
200 t7esFlnaf[ori Praiid Markef[ng ancEus[nessFfan '20
2010 Brand Experience Development Priority Program Checklist
Koy
1 Core Strategic ALL All Staff H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
4
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCR Segerstrom Center for the Arts
ED Executive Director MSPM MarketinglSpecial SCP South Coast Plaza
Projects Manager
ATTACHMENT 1 - EXHIBIT B
-- _
s 201:0 ®estIng ton, rand f�far!<efi+ng nd �usfness Plan 21
Costa Mesa CVB Community Relations Strategies
Goal and Target Audiences
To advocate the importance and value of community tourism and the partnership roles and activities of the
Costa Mesa CVB to all stakeholders.
C) Elected and appointed city officials
Hotel board members/partners
�D Attraction/visitor industry operators/partners
�D Media representatives
Corporate leaders
o Industry/trade association proponents
a Residents
�D Orange County Tourism Council members
Critical Factors for Successful Community Relations
Accountable reporting to key target audiences
�D Ongoing mutual relationship -building
�D Detailed communit)'relations plan implementation
Destination/CVB Advocacy Activity Focus
:D Key message development
Partnership assessment and engagement
Ongoing audience relationship building
Board Governance Activity Focus
a Board structure/makeup assessment
�D CVB management reporting interface
0 Board committee review and direction
Costa Mesa Conference=&VIsIEoriBu_reaa, - _ .-
ATTACHMENT 1 - EXHIBIT B
- - - 2010=besfinatioi� i3rand t►7arketmg and Bu��ne�s i'ian .2-2
Programs and Measurable Objectives
1, Key audience identification and message development
❖ Number and type of conununity publics
.,. Number and quality of allied messages
2. Partnership communications and results
•.• Number of public contacts
Number of activities by audience
.,. Number and quality of customized messages
Number and value of new partners/members
3. Strategic community/industry leadership dialogue
•2• Number of meetings and time commitment
Degree of Board member involvement
.,. Number of new marketing opportunities identified
dos.taiVfesaonferenceYisttorBureau
ATTACHMENT 1 - EXHIBIT B
20 f_0 �etnat�onBrand (Viar�teE�ng and Business _Plarr 23
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.■•••_ _•
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MEN
MI1M
South Coast Metro Alliance
MAIN
California State Tourism/#CTC directors
Orange County CVB executive directorsICEOs
Arts/cultural and shopping allfacflon marketing liaison
Key
Core Strategici' i OCFEC Orange County
Event Center
2 Market Developmental BRID Board of Directors ITC Information Technology PA Pittman &Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the M
ED Executive Director MSPM Markelting/Special SCP South Coast Plaza
Projects Man.•'
• v •
ATTA�HMENT.I EXHIBIT B
_ __ 0"4.0 Desflnation Brand ti�arkef�ng and Bu��:ness Plan 24
2010 CVB Community Relations Strategy and Positioning by internal Audience
laca%ittzens) {
Advertising/Sales Promotion
•:• Newspaper/visitor guide
✓
EDIM SPM
❑
•:• Radioltelevislon seasonal campaign
ED
Direct Communications/
Public Relations
•:• Key message development (VFR)
✓
PRIED
❑
•:• Newspaper column negotiations
✓
✓
PRIED
❑
:• Seasonal video presentations
✓
✓
PRIED
❑
Strategic Direction Focus
Audience penetration
Key
I Core Strategic ALL All Staff
Key Communications messages
C) Tourism enhanced quality of life
:D VFR assistance
::) Community facility partnership
H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the Arts
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
Costa Mesa-Coriferer�ce & VsEfor �ureaii
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Strategic Direction Focus
Audience penetration
Key
1 Core Strategic ALL AI Staff
Key Communications Messages
:D CVS accountability1R01 measures
• Active involvement and leadership positions
• Higher community profile
H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BIRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the A
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
=costa tl�esa`Conference-& ]llsitor 8ureau[.
Direct Communications/
Public Relations
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SCP/SCA1OCFEC
Strategic Direction Focus
Audience penetration
Key
I Core Strategic ALL All Staff
Key Communications Messages
* Increased destination marketing and sales
* Tourism economic impact
a) Tourism partnerships and leveraged programming
H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa'Mesa MA Mutual Advantage SCA Segerstrom Center for the Arts
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
2Df{1�Des�inat[onrand-1 iaC►e_Llan =27
Strategic Direction Focus
Audience penetration
Key
1 Core Strategic ALL All Staff
Key Communications Messages
:D Tourism economic impact
Tourism development support
Tourism enhanced quality of life
H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the At
ED Executive Director MSPM MarketinglSpecial SCP South Coast Plaza
Projects Manager
Costa I�lesa Corif_erence� YEsitor$u"rea�i
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Key
1 Core Strategic ALL All Staff
Key Communications Messages
:D Tourism economic impact
Tourism development support
Tourism enhanced quality of life
H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the At
ED Executive Director MSPM MarketinglSpecial SCP South Coast Plaza
Projects Manager
Costa I�lesa Corif_erence� YEsitor$u"rea�i
ATTACHMENT 1 - EXHIBIT B
20 i_0 Qes.fina[ori Brand f�+9arket[ng ancf F3�s[ne�s Pian L28
Costa Mesa CVB Finance and Administration n Strategies
Goal and Target Audiences
To function as a fiscally responsible and accountable organization through effective resource planning and
execution,
�D Professional staff
::� Key subcontractors
�D Other outside suppliers
Critical Factors for Successful CVB Management
�D Development of a destination/CVB performance scorecard
::� An effective CVB team and Board members
Administrative and Funding Activity Focus
Q Strategic and annual marketing/business plan implementation
�D Lodging/TOT assessment evaluation and new funding opportunity
Destination Marketing Accreditation Program achievement
Management Team Development Activity Focus
�D Staff strategy and team development plan formulation
Marketing manager acquisition
_ Cosfa Masa �onference1/[s[i6rureau = - -
_ ATTACHMENT 1 - EXHIBIT B
_- = _ 2010 Desti�nafion=rand arf,t[ng anddsiness. PFan '_29
Programs and Measurable Objectives
1. Strategic/business planning and funding
Number and type of programs implemented
•t• Projected revenue return on programs reporting
2. Budgeting, measurement and reporting
•I• Annual income statement/balance sheet prepared and accepted
'3 Number of program performance measures
New partner revenue generation
3. Human resource development
❖ Staff productivity indices
4. Administrative operations
�,. Employment compensationibenefits recorded and approved
•I• Meeting and travel expenses recorded and approved
5. Industry and event funding support
Number and value of Hospitality -related partnerships
•'e Number and value of event sponsorships
f�fesaGorEference & VtsEtor bureau
_ ATTACHMENT 1 - EXHIBIT B
20'10 aest'r.naiion`BrartcfarkefIrtgacfduines§ _Plan =.-3.0
2010 CVB Finance and Administration Priority -Program CheGkilst
•.• Strategy driven, zero -based budgeting process
1
f
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✓
✓
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t:• Ongoing staff evaluation
1
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2
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1
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(ED)
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✓
,/
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✓
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sponsorship evaluation _E__
2
✓
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✓
vi
✓
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Key
1 Core Strategic ALL All Staff H Hyperdisk OCFEC Orange County Fair &
Event Center
2 Market Developmental BIRD Board of Directors ITC Information Technology PA Pittman & Associates
Coordinator
3 Support Assisted CCM City of Costa Mesa MA Mutual Advantage SCA Segerstrom Center for the Arts
ED Executive Director MSPM Marketing/Special SCP South Coast Plaza
Projects Manager
:Costa -,-onence & 1/rs[tor ��rreau _
ATTACHMENT 1 - EXHIBIT B
2010 Destin' t o -W df arketing a_nd Business Plan - 1
Brand Marketing, Sales and Servicing
Quantifiable Objective
Measure:
:D Measure:
• Measure:
• Measure:
:> Measure:
Brand Experience Development
Quantifiable Objective
�D Measure:
V Measure:
�D Measure:
V Measure:
Measure:
Community Relations
Quantifiable Objective
0 Measure:
Z> Measure:
• Measure:
• Measure:
�D Measure:
Finance and Administration
Quantifiable Objective
�D Measure:
�D Measure:
�D Measure:
C> Measure:
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Cosia Mesaonference &Visitor Bureau - _ _
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