Marketing Plan Greater Raleigh - Business

Greater Raleigh Strategic Destination Plan
2007/2008–2009/2010
Greater Raleigh Convention & Visitors Bureau

(GRCVB)
Plan Outline
Page
Introduction__________________________________________________ 1
Purpose, Benefits and Uses_____________________________________________ 1
Greater Raleigh Visitor Destination Situation ______________________ 2

Past Accomplishments_________________________________________________ 2
Key Issues ___________________________________________________________ 2
SWOT Analyses and Conclusions ________________________________________ 3
Main Challenges ______________________________________________________ 5
Critical Success Factors________________________________________________ 5

Purpose and Future Direction ___________________________________ 6
Destination Vision _____________________________________________________ 6
Organization Vision____________________________________________________ 6
Destination Positioning ________________________________________________ 7
Mission, Organization Philosophy and Customer Commitment________________ 8
Strategic Goals _______________________________________________________ 9
Greater Raleigh Strategic Destination Outlook ____________________ 10

Three-Year Strategic Initiatives _________________________________________ 10
Appendices _________________________________________________ 14
GRCVB Board/Management Participants and Planning Facilitator ____________ 14
GRCVB—Our Purpose and Future Directions _____________________________ 15
2007/2008–2009/2010 Strategic Destination Plan 1
Introduction
Purpose, Benefits and Uses
The following Greater Raleigh Convention & Visitors Bureau (GRCVB) Strategic Destination Plan
has been updated based on the April 26, 2007 Board/Management Planning Conference. The initial
plan was prepared from three workshop sessions with Board members and the Management team
held on November 15, 2005, and January 11 and March 14, 2006, and a final review meeting on
May 16, 2006. Also, two community/visitor industry sessions with 70 participants in attendance
were held on April 25 and 26, 2006 to attain wider views on the Greater Raleigh tourism potential.
In addition, the strategic plan facilitator met with the Management team on five occasions between
December 2005 and April 2006 to discuss further their views on the GRCVB current situation,
future direction and business planning details. The purpose of the strategic plan was five-fold:
1. To gain a clear understanding of the visitor industry and its current status in Greater Raleigh,
including opportunities for new development and marketing.
2. To identify the critical issues and challenges relative to the destination and GRCVB.
3. To prepare and, where applicable, revise the Greater Raleigh destination vision and the GRCVB
vision and mission statements.
4. To update the GRCVB strategic goals and related programming.
5. To acknowledge the critical factors in the success of the GRCVB and Greater Raleigh tourism.
The Strategic Destination Plan is to be used as a directional and guideline document for the effective
leadership and marketing communications efforts of the Greater Raleigh Convention & Visitors
Bureau. Its intent is to provide a clear focus and a consistent direction for the GRCVB and Greater
Raleigh tourism over the next three years.
Details on the components of the Strategic Destination Plan follow.

Greater Raleigh Visitor Destination Situation

Past Accomplishments
Based on meeting discussions and a review of past documentation in 2006, the highlights of the key
accomplishments of the GRCVB for the community over the past five years were determined to be
the following:
Active involvement and support to the new convention center and headquarters hotel, expanded
performing arts center, and other sports and event venues.
Promoter of cultural ‘blockbuster’ events.
Continued successful growth of a sports marketing program and event development.
Development and operations of RaleighNow! cultural initiative and other leisure programs.
Increased cooperative marketing partnerships to a $500,000 annual level.
Wake County tourism valued at $1.14 billion (2004) with some recovery from a down economy.
Key Issues
Similarly, the current issues identified as affecting the tourism marketing and development of
Greater Raleigh over the 2006–2007 period are as follows:
Limited available downtown parking and countywide public transportation services, and
inadequate visitor-friendly signage.
Lack of committable hotel rooms within walking distance to the new convention center in order
to fully maximize its capacity.
Low state of community and industry partner awareness, participation and advocacy.
Minimal GRCVB involvement and leadership on community and tourism issues related to visitor
product development and industry organization.
Insufficient investment in destination marketing and sales by all community and visitor industry
partners.
Use of visitor taxes for non-tourism purposes.
Need for fully aligned and quality visitor product experiences.
Minimal state tourism funding for appropriate positioning and messaging of the region.
Low level of support to destination visitor hosting and service excellence.
Ongoing importance of RCC/GRCVB relationship and business services with strong focus on
marketing, sales and services.
Community and visitor industry buy-in and future support on a destination brand.

SWOT Analyses and Conclusions

To add specifics to these issues, SWOT (strengths-weaknesses-opportunities-threats) analyses were
conducted from a tourism perspective and covered commentary on product development (both city and
region) and marketing (both to visitors and local audiences). These analyses follow with conclusions.
Visitor Product Development

Strengths Weaknesses
(present advantages) (present disadvantages)
State capital city Lack of committable hotel rooms
Growing Raleigh/Durham International Airport gateway within walking distance of new
convention center
Good complement of arts and cultural centers
Inconsistent hospitality/meeting
Complementary State attractions
service standards
Mild year-round climate
Minimal public transportation
Positive national image services
Part of high-tech Research Triangle Park No visitor information center
Wide selection of educational institutions No nationally recognized ‘anchor’
Centrally located in state and on eastern seaboard attraction
Abundance of sports facilities and recreational opportunities Lack of a north-south Interstate
Wide variety and quantity of affordable transient lodging highway
No unique geographic feature
Opportunities Threats
(potential advantages) (potential disadvantages)
In progress construction of new convention center Little integration of 12 community
tourism assets for maximum county
In progress construction of upscale and luxury hotels
benefit
In progress expansion of Raleigh/Durham International Airport Use of visitor tax revenue for non-
Fayetteville Street redevelopment tourism purposes
Visitor industry employee retention
Wayfinder signage program
Ability for market to absorb the new
Revitalized downtown Cary, RBC Center/Fairgrounds area growth in visitor industry jobs
and other communities
County greenway development
More event development
Expanded museums development
Stronger support for visitor services
Given the visitor product development SWOT analysis above, it was generally found:
1. Build on the strong foundation of existing visitor attractions and high profile events taking place.
2. Initiate priority visitor facility development and infrastructure improvements.
3. Invest more fully in visitor reception and host services.

Visitor and Local Audience Marketing

Strengths Weaknesses
(present advantages) (present disadvantages)
Segmented/targeted marketing plan No regional tourism partnership in place
Website and database development Little tourism awareness
VFR and individual visitor programming Visitor industry apathy
Event marketing focus Unorganized advocacy efforts
Affordable pricing Exclusion of GRCVB from visitor-related industry
decisions
Strong private, public and academic sector
promotions Minimal state tourism funding for appropriate
messaging and positioning
Low level of available partnership resources
Difficult booking parameters for RBC Center
Limited market research resources
Lack of support for a uniform destination brand
Opportunities Threats
(potential advantages) (potential disadvantages)
Preparation of ongoing strategic destination and Minimal destination marketing funding based on
CVB business plans current legislation
Special interest/niche market potentials Increased competition
Further visitor programming accountability Fragmented marketing partners
Stronger business relationship between RCC and Negative publicity and perception of visitor
GRCVB experiences
Nontraditional partnership arrangements
Given the visitor and local audience marketing SWOT analysis above, it was generally found:
1. Develop a community acceptable destination brand with ongoing promotional investment.

2. Continue online target marketing initiatives.
3. Co-organize better visitor industry representation to strengthen tourism awareness, value and support in
the community.
4. Seek further destination marketing and management funds through new or enhanced partnerships and a
higher share of visitor tax proceeds.

Main Challenges
Given the above SWOT analyses and related session commentary, it was generally understood that the
top challenges facing the GRCVB in 2007 are as follows:
1. Continued investment in destination marketing strategies and direct sales activities with an
ongoing need to provide ‘business case’ rationale.
2. Further support to destination visitor reception and service excellence.
3. Community and visitor industry agreement on a destination brand platform.
4. Requirement for fully integrated and quality visitor product experiences by community/visitor
district and special interest markets.
5. More coordinated public transportation services and adequate visitor-friendly signage

countywide, and increased availability of downtown parking and hotel rooms.
6. Higher visitor industry awareness and involvement, and enhanced advocacy efforts and
leadership role of the GRCVB with focus on public-private partnerships.
Critical Success Factors

The critical factors that need to be focused on for Greater Raleigh tourism and GRCVB future success
were identified to be the following:
Greater Raleigh Tourism

Right visitor experience for the right visitor now and in
the future.
Required visitor infrastructure and complementary

attraction development in place.
Destination brand agreement and associated

industry/community co-investment in marketing.
Engaged civic and visitor industry leadership along with

stakeholder understanding of tourism and its benefits.
GRCVB
Leadership on all tourism challenges and destination strategies.
Sufficiency of resources to implement priority destination marketing and management activities.
Right partnership development.


Purpose and Future Direction
Destination Vision
A visitor destination vision statement for Greater Raleigh was endorsed based on Board,
management and community/visitor industry discussions as follows:
In 2015
To become the premier event destination for entertainment, learning and technology in the
southeastern United States.
Terminology Usage
Premier event destination Entertainment, learning and technology
top cultural capital centrally located and easily integrated and affordable programming, and
accessible on the eastern seaboard special offers and promotions
specially themed and signature event places in world recognized colleges and universities,
all 12 county communities and professional research and development
widest selection of meetings, lifestyle top rated cultural, meetings and sports event
entertainment/sports venues, educational venues (e.g., RCC, RBC, Performing Arts
institutions and research facilities Center, Fairgrounds, amphitheaters and
museums)
Organization Vision
A vision for the GRCVB was also agreed-to taking into account the key roles of the organization as
follows:
In 2015
To be the prime visitor advocate and regional leader of destination marketing and product development.
Terminology Usage
Prime visitor advocate Regional leader of destination marketing
primary representative of the visitor to and and product development
within the county Greater Raleigh and Research Triangle area
economic development partner
focus on exceeding visitor experiential
expectations efficiently managed and appropriately funded
entity
effective and influential tourism communicator
targeted promotional and sales destination
community and industry-based resource partner management organization with measured results
catalyst and supporter of new attraction, event

and hospitality development

Destination Positioning
Based on website user and in-state resident research, the primary destination images and character of
Greater Raleigh were identified as such:
Big city with an abundance of shopping and restaurant/nightlife entertainment.
Diverse mix of cultural museums, arts centers, sports, meetings and entertainment venues and
accommodations.
Affordable weekend destination.
Slower paced, approachable, southern charm feeling.
Variety of outdoor recreation within a park-like setting of gardens and greenways.
Strong visiting friends and relatives connection.
Given the above images, the distinguishing appeals of the Greater Raleigh region were considered to be:
State Capital, universities and Research Triangle area.
Upscale events and rich cultural attractions.
Positioning Statement
A destination positioning statement for Greater Raleigh was then composed as follows:
Greater Raleigh, the State Capital area of North Carolina, is a culturally rich and environmentally
green destination highly acclaimed for its diverse complement of museums, meetings and sports
entertainment venues, universities and research institutions.

Mission, Organization Philosophy and Customer Commitment

The GRCVB mission statement was confirmed and is presented below. This focused mission will be
accomplished through goals, strategies and programs that meet the majority of the filter tests
indicated.
The Greater Raleigh Convention & Visitors Bureau, as the official destination marketing
organization of Raleigh and Wake County, accelerates sustainable economic growth and
development by increasing visitor and convention business.
Mission Filter Tests

Brings incremental visitor spending.
Enhances the destination image and appeal.
Develops new or expanded strategic partnerships.
Assists in achieving the destination vision.
Values and Operating Philosophy

The GRCVB performs its mission effectively by adhering to the following values and guiding
principles, and delivering on customer promises.
Customer-centric Innovative
Entrepreneurial Ethical
Collaborative
Partner Promise
We pledge, as an accountable and supportive partner, to offering enhanced exposure to visitor market
opportunities and to appropriate community leadership through increased promotion of destination
experiences and extended professional advocacy commitments.
Visitor Promise
We pledge, as the official visitor representative, to offering credible on-demand travel and event
information and advice through access to quality and appealing destination experiences based on
traveler needs.

Strategic Goals
In addition, four long-term goals were reviewed and approved for the GRCVB to accomplish.
Destination Marketing and Sales

Brand and promote Wake County through a segmented market strategy targeting meetings, events and
individual travel.
Destination Product Development

Strengthen the visitor experience through differentiated product development and visitor service
excellence.
Community Relations
Enhance community awareness and support for the value of tourism and the GRCVB as an economic
development partner.
Finance and Administration

Operate as a fiscally accountable and partner-engaged organization.

Greater Raleigh Strategic Destination Outlook

Three-Year Strategic Initiatives
The annual destination focus and three year priority initiatives for the GRCVB have been determined
as shown below, with 21 new program activities identified. Program responsibilities have been
assigned among the Management team members and Board committees with first initials as the lead
proponent. In the destination marketing and sales goal area, the five key market segments have been
identified with numerous core projects within each and detailed separately in the annual GRCVB
business plan.
)
Timing (
2007/ 2008/ 2009/
Goal/Program Responsibility 2008 2009 2010
Brand and promote Wake County through a segmented market strategy
targeting meetings, events and individual travel.
Market development and direct sales
(niche market identification and program execution)
Convention/meetings LG
Sports event SD
Individual travel SB
Visiting friends and relatives SB
Group travel LG
Website/database development and Internet marketing
(integrated e-marketing initiatives and direct selling applications)
Convention/meetings MA/LG/VV
Sports event MA/SD/VV
Individual travel MA/SB/VV
Visiting friends and relatives MA/SB/VV
Group travel MA/LG/VV
Advertising and promotion
(community and visitor industry co-branding and investment)
Convention/meetings MA/LG
Sports event MA/SD
Individual travel MA/SB
Visiting friends and relatives MA/SB
Group travel MA/LG
Media development and public relations
(niche market positioning and messaging)
Convention/meetings MA/LG
Sports event MA/SD
Group travel MA/LG
Key
DE Denny Edwards MA Martin Armes TT Theresa Tyler
LB Linda Bonine SB Shawn Braden VV Vimal Vyas
LG Loren Gold SD Scott Dupree BC Board Committee
ALL
)
Timing (
2007/ 2008/ 2009/
Promotional collateral development and production
(community and visitor industry co-branding and investment)
Convention/meetings MA/LG/TT
Sports event MA/SD/TT
Group travel MA/LG
Marketing affiliations and co-op partnerships
(fully integrated and bundled cooperative marketing opportunities)
Convention/meetings LG/BC
Sports event SD/BC
Individual travel SB/TT/BC
Visiting friends and relatives SB
Group travel LG
Market research and planning
Destination visitor profile NEW MA/ALL
GRRCVB/RCC marketing plan NEW LG/DE
Promotional effectiveness/conversion study MA/ALL
Post group satisfaction evaluation NEW TT/SD/LG
Destination branding NEW MA/ALL/BC
Convention competitive analysis NEW LG/MA
Strengthen the visitor experience through differentiated product development
and visitor service excellence.
Strategy and plan formulation and implementation
Fulfillment and customer contact processes TT/ALL
Integrated visitor center/kiosk system NEW TT/SB/DE
Convention/group and individual travel services
Group services TT/LG/SD
Attendance building activities TT/MA/LG/SD
Visitor services collateral distribution TT/MA/ALL
Destination/hospitality training investment
Educational training needs evaluation and program development TT/SB/BC
Destination (VIC) and service excellence (RCC model) training TT/LG/BC
Visitor infrastructure development and support
Public transportation services SB/MA/BC
Visitor ‘wayfinder’ downtown and airport signage SB/MA/BC
Development opportunity prospectus and follow-up research NEW DE/SB/BC
Key
ALL

)
Timing (
2007/ 2008/ 2009/
Community Relations
Enhance the community awareness and support for the value of tourism and the
GRCVB as an economic development partner.
Strategy and plan formulation and implementation
Audiences and main messages identification MA/DE/BC
Collateral materials NEW MA
Advocacy communications and results
Public and industry partner information campaigns NEW MA/SB/DE
National Tourism Day Summit NEW SB/DE
Conference Table engagement/Board vision committees NEW DE/BC
Speakers bureau DE/TT/MA/BC
Capital City Connectors LG/DE/MA
Convention performance report NEW LG/MA
Wake County Sports Commission NEW SD/DE
Wake County Lodging and Restaurant Association NEW DE/ALL
Annual meeting and awards events MA/TT/DE
Government relations DE/BC
Wake County community relations DE/SB/BC
Budgeting and financial management

Automated accounting system review NEW DE/ALL
Financial statements and audit preparation DE/BC
Program performance indicators/measures identification enhancements
DE/ALL
NEW
Revenue and asset management
New revenue sourcing investigation NEW DE/BC
Partnership and business development strategy NEW DE/MA/BC
Capital development needs DE/ALL
Convention business development fund LG/DE
Sports event funding support SD/DE
Administrative support and human resource development
New vendor analysis and relationships (RFPs) NEW DE/ALL
Standard operating procedure review NEW DE/ALL
Technology support platform (CRM, Partnernet, , DMC and CMS) NEW VV/DE/ALL
Office operational overhead and cost savings identification DE
Staff performance evaluations DE/ALL
Professional development investment DE/ALL
Key
ALL

The Strategic Destination Plan is to be reviewed and updated on a regular basis, and used in preparing
the GRCVB’s annual business plan, including project programming and corresponding operating
budgets.

Appendices
GRCVB Board/Management Participants and Planning Facilitator
Board Members
Russ Smith, Chairman
Betsy Bennett, Vice Chair
Brent Jayes, Secretary/Treasurer
Doyle Parrish, Immediate Past Chairman
Debbie Behnke
Edward Book, Jr.
Barry Mitsch
Robert Schofield
Melvyn Simpson
David Strong
Dale Whitworth
Lloyd Yates
Stephen Zaytoun
Liaison Representatives
Lindy Brown, Wake County Board of Commissioners
Tony Gurley, Wake County Board of Commissioners
Joyce Kekas, City of Raleigh Council
Jessie Taliaferro, City of Raleigh Council
Patricia Long, Centennial Authority
Roger Krupa, Convention Center Commission
Management Team Members
Denny Edwards, President & CEO
Martin Armes, Director of Communications and Marketing
Linda Bonine, Director of Operations
Shawn Braden, Director of Partnership and Tourism Marketing
Scott Dupree, Director of Sports Marketing
Loren Gold, Director of Sales
Theresa Tyler, Director of Visitor Services
Vimal Vyas, Information Technology Manager
Planning Facilitator
Don Anderson Destination Consultancy Group LLC

GRCVB—Our Purpose and Future Directions
Destination Vision
We aspire to a destination vision dependent on collective partnership and mutual benefits.
To become the premier event destination for entertainment,
learning and technology in the southeastern United States.
Terminology Usage
Premier event destination Entertainment, learning and technology
top cultural capital centrally located and easily integrated and affordable programming, and special
accessible on the eastern seaboard offers and promotions
specially themed and signature event places in all 12 world recognized colleges and universities, and
county communities professional research and development
widest selection of meetings, lifestyle top rated cultural, meetings and sports entertainment
entertainment/sports venues, educational institutions venues (e.g., RCC, RBC, Performing Arts Center,
and research facilities Fairgrounds, amphitheaters and museums)
GRCVB Vision
We aspire to an organization vision dependent on astute leadership and professional management.
To be the prime visitor advocate and regional leader
of destination marketing and product development.
Terminology Usage
Prime visitor advocate Regional leader of destination marketing
primary representative of the visitor to and within the county and product development
focus on exceeding visitor experiential expectations Greater Raleigh and Research Triangle area
economic development partner
effective and influential tourism communicator
efficiently managed and appropriately funded
community and industry-based resource partner
entity
targeted promotional and sales destination
management organization with measured results
catalyst and supporter of new attraction, event
and hospitality development
GRCVB Philosophy and Customer Commitment

We perform effectively by adhering to values and guiding principles, and delivering on customer promises.
Customer-centric Innovative
Entrepreneurial Ethical
Collaborative
Partner Promise
We pledge, as an accountable and supportive partner, to offering enhanced exposure to visitor market opportunities and to appropriate
community leadership through increased promotion of destination experiences and extended professional advocacy commitments.
Visitor Promise
We pledge, as the official visitor representative, to offering credible on-demand travel and event information and advice
through access to quality and appealing destination experiences based on traveler needs.
GRCVB Mission, Strategic Goals and Priority Initiatives

We accomplish a focused mission through goals, strategies and initiatives that meet the majority of filter tests.
The Greater Raleigh Convention & Visitors Bureau, as the official destination marketing
organization of Raleigh and Wake County, accelerates sustainable economic growth and
development by increasing visitor and convention business.
Filter Tests
Brings incremental visitor spending
Enhances the destination image and appeal
Develops new or expanded strategic partnerships
Assists in achieving the destination vision.

Brand and promote Wake County through a segmented market strategy targeting meetings, events and individual travel.
Market development and direct sales Promotional collateral development and production
Website/database development and Internet marketing Marketing affiliations and co-op partnerships
Advertising and promotion Market research and planning
Media development and public relations
Strengthen the visitor experience through differentiated product development and visitor service excellence.
Strategy and plan formulation and implementation Destination/hospitality training investment
Convention/group and individual travel services Visitor infrastructure development and support
Community Relations
Enhance community awareness and support for the value of tourism and the GRCVB as an economic development partner.
Strategy and plan formulation and implementation Advocacy communications and results
Budgeting and financial management Administrative support and human resource
development
Revenue and asset management

Marketing Plan Greater Raleigh - Business

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Greater Raleigh Strategic Destination Plan

Greater Raleigh Convention & Visitors Bureau

Greater Raleigh Visitor Destination Situation ______________________ 2

Greater Raleigh Convention & Visitors Bureau

Greater Raleigh Strategic Destination Outlook ____________________ 10

4. To update the GRCVB strategic goals and related programming.

Details on the components of the Strategic Destination Plan follow.

Greater Raleigh Convention & Visitors Bureau

Greater Raleigh Visitor Destination Situation

Greater Raleigh Convention & Visitors Bureau

SWOT Analyses and Conclusions

Visitor Product Development

2. Initiate priority visitor facility development and infrastructure improvements.

3. Invest more fully in visitor reception and host services.

Greater Raleigh Convention & Visitors Bureau

Visitor and Local Audience Marketing

1. Develop a community acceptable destination brand with ongoing promotional investment.

Greater Raleigh Convention & Visitors Bureau

2. Further support to destination visitor reception and service excellence.

3. Community and visitor industry agreement on a destination brand platform.

5. More coordinated public transportation services and adequate visitor-friendly signage

Critical Success Factors

Greater Raleigh Tourism

Required visitor infrastructure and complementary

Destination brand agreement and associated

Engaged civic and visitor industry leadership along with

Sufficiency of resources to implement priority destination marketing and management activities.

Right partnership development.

Greater Raleigh Convention & Visitors Bureau

Greater Raleigh Convention & Visitors Bureau

catalyst and supporter of new attraction, event

Greater Raleigh Convention & Visitors Bureau

Big city with an abundance of shopping and restaurant/nightlife entertainment.

Affordable weekend destination.

Slower paced, approachable, southern charm feeling.

Variety of outdoor recreation within a park-like setting of gardens and greenways.

Strong visiting friends and relatives connection.

State Capital, universities and Research Triangle area.

Upscale events and rich cultural attractions.

Greater Raleigh Convention & Visitors Bureau

Mission, Organization Philosophy and Customer Commitment

Mission Filter Tests

Enhances the destination image and appeal.

Develops new or expanded strategic partnerships.

Assists in achieving the destination vision.

Values and Operating Philosophy

Greater Raleigh Convention & Visitors Bureau

Destination Marketing and Sales

Destination Product Development

Finance and Administration

Greater Raleigh Convention & Visitors Bureau

Greater Raleigh Strategic Destination Outlook

Greater Raleigh Convention & Visitors Bureau

Budgeting and financial management

Greater Raleigh Convention & Visitors Bureau

Greater Raleigh Convention & Visitors Bureau

Greater Raleigh Convention & Visitors Bureau

GRCVB—Our Purpose and Future Directions

GRCVB Philosophy and Customer Commitment

GRCVB Mission, Strategic Goals and Priority Initiatives

Destination Marketing and Sales

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