HomeMy WebLinkAboutCity Council Committees - Lodging Tax Advisory Committee - 10/26/2015 (2) Lodging Tax Advisory
KENT KEH� � Committee Agenda
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Mission: Promote the City as a destination
to increase tourism and business development
Committee Members: Bill Boyce, Chair, Tim Higgins, John Casey, Barbara Smith, David
Kwok, Andrew Hutchison,
City Staff: Ben Wolters, Julie Pulliam
AGENDA
October 26, 2015
4:00 p.m.
CENTENNIAL NORTH & SOUTH
1st Floor Centennial Center
Item Description Action Speakers)
1. Approval of the September 28, 2015 Minutes Yes Bill Boyce
Motion: Move to approve the minutes from the meeting of September 28,
2015.
2. Budget No Ben Wolters
3. Campaign Update No Ben Wolters
Mary Kae Repp
4. ShoWare Update No Ben Wolters
Tim Higgins
5. Next meeting Date - December 28, 2015
Unless otherwise noted,the Lodging Tax Advisory Committee meets every other Month on the 4rd Monday at 4:00 p.m. in Centennial
North&South Conference Room,400 West Gowe Street,Kent WA 98032.
For information on the above item(s),contact Julie Pulliam(253)856-5702.
Multiple Year Plan on How Best to Allocate
Lodging Tax Funds for Sho Ware Center
ShoWare
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Introduction
North America's first LEED® Gold arena, ShoWare Center, located in downtown Kent, is
a 6,000 seat multipurpose sports & entertainment venue. Home to the WHL's Seattle
Thunderbirds Hockey and MASL's Tacoma Stars, ShoWare Center has opened its doors
for a wide variety of concerts, family shows, corporate events, tradeshows and other
sporting events. Guests have traveled from all throughout the Puget Sound region since
the arena's opening in 2009. In an effort to continue the venue's momentum and
increase ShoWare Center in Kent's recognition as the premier destination for sports and
entertainment, it is imperative that the facility utilize a variety of paid media to attract new
audiences and to make sure the ShoWare Center remains `top-of-mind' in and outside of
the Seattle/Tacoma market. This plan will outline how funds will be distributed in year
one of receiving the funds, as well as the marketing opportunities we will look to explore
in future years.
Primary Goal
The Primary goal of the ShoWare Center plan is to raise awareness of the ShoWare
Center in Kent as the premier facility in the Seattle/Tacoma market; and in doing so,
increase the venue's exposure in the region and drive ticket sales for our events. Our
secondary goal is to promote overnight stays at one of the many hotel partners in Kent. If
we can successfully reach our primary goal by getting more people coming to Kent for an
event who are not from the area, we feel confident additional overnight stays will follow.
Marketing Objectives
• Increase ShoWare Center's venue awareness in Seattle/Tacoma and beyond
• Increase web traffic to ShoWareCenter.com by over 30%
• Increase paid attendance of guests travelling from outside of Kent Valley
• Create additional overnight stays at Kent hotels on event nights
• Increase ShoWare Center online presence with digital advertising campaign
• Expand grassroots marketing efforts to reach new markets
• Enhance brand loyalty with distribution of custom made promotional items
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Budget Overview
FIRST YEAR campaign - $60,000 investment
The following breakdown will provide an overview for the how the $60K investment will
be distributed in the first year of receiving funds. Additional details on how each budget
item will contribute towards our objectives are outlined below.
Category Description Budgeted Expense % Of Overall
Budget
Complete redesign of
Website ShoWareCenter.com + mobile $40,000 66.67%
compatible site
New Site Online advertising to increase traffic/ $5,500 9.2%
Advertising promote launch of new SWC website
Industry Advertising Ads in Venues Today, Pollstar and other $4,750 7.9%
trade publications
Digital Advertising Social Media advertising and $2,500 4.2%
online retargeting
Supplementing event advertising
Event Marketing budgets to book shows + $5,000 8.3%
generate ticket sales
Design Graphic Design for all advertising $750 1.3%
Grassroots Poster distribution, SWC promo $1,500 2.5%
materials, Grassroots Outreach
Total $60,000
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%campaign Breakdown : First Year
Project: By Category
A. Website Redesign = $40,000
The ShoWare Center in Kent website has served its purpose well over the past six years
the arena has been opened, but in technological terms, it is outdated and overdue for a
redesign to keep pace with other venues in our industry. As we look towards the future, it
is imperative that the ShoWare Center's website have a look and feel that is consistent
with our brand, and provides the necessary functionality to make it easy on guests
visiting the website, whatever sort of device they are using, whether they are looking for
general information or to buy tickets. We will send out an RFP for the project, so as to
get a variety of proposals to choose from, and intend on selecting a contractor that can
not only catch us up with what is out there currently, but has an eye towards the future
and what's coming next. Our goal would be that the new site should have as long, if not
longer, of a shelf-life as the initial design of ShoWareCenter.com. As the project
progresses, we will be sure to place an emphasis on finding creative ways to feature
local hotels on our `Where to Stay' page, as part of our ongoing efforts to generate
(ernight stays in Kent.
B. New Site Advertising = $5,500
In order to maximize the exposure and recognition for the re-design of
ShoWareCenter.com, we will allocate a portion of the budget to promote the launch of
the new site. The strategy behind advertising the new website is four-fold: increasing
exposure and awareness for ShoWareCenter.com, driving traffic to the website to aid
with search engine results, minimizing the presence of third-party resale sites, and to
increase ticket sales as people visit the site and see our diverse selection of upcoming
events. We plan to use a handful of different online advertising platforms to promote and
drive traffic to the new site including: Google AdWords, social media advertising, online
retargeting ads, and local media websites that make sense for our brand.
C. Industry Advertising = $4,750
As part of our first year plan, we will seek to place highly-visible, strategically-timed
advertising in Venues Today, Pollstar and other trade publications. The outlets we will
consider are well-read amongst agents, promoters and industry executives. In the ads
'hemselves, we will highlight the various benefits unique to ShoWare Center, as we
)k to continue to influence nationally-touring events to include Kent in their routing. Nuno.9ee emene nmem en
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Digital Advertising = $2,500
To compliment all of our other marketing efforts, our plan would include allocating $2500
towards digital advertising, which would be divided up between promoting the ShoWare
Center itself and specifically marketing individual upcoming events. We will seek to
incorporate all appropriate social media platforms, online retargeting ads, local media, as
well as exploring other online advertising opportunities as they arise. The exact mix of
each platform will be determined, and updated, as we progress through the first year.
E. Event Marketing = $5,000
In an effort to increase bookings at the ShoWare Center, we would like to entice a few
important promoters and agents to book in Kent by offering additional event advertising
at no charge to them. No other venue of our size, that we are aware of, currently offers
`free advertising' out to booking agents as a sign of good-will to help support the show,
so our expectation is that it will be well received and appreciated, as it displays how
committed we are to their success. This gesture will be unique to us amongst venues
that we compete with, and very well might be the tipping point between a big event going
someplace else or coming to Kent. If any of the funds are not used to help book new
'ents, we will use what is leftover to promote already booked shows at ShoWare
,enter, to help increase ticket sales for those events and bring more people to Kent.
F. Graphic Design = $750
Given the amount of money that would be invested in our plan, both this year and in the
future, we feel retaining the services of a graphic designer who can professionally create
all of the necessary artwork, would be money very well spent. As we move forward, it is
important that all messaging be clean, eye-catching and cohesive. The worst thing we
could do would be to spend this much on marketing, only to have the ads fall short and
for them to not leave a positive, lasting impression on our intended audience.
G. Grassroots = $1,500
The final portion of our first year plan would be geared towards expanding our grassroots
marketing outreach. The budget would be broken out into two components: distributing
posters / flyers in Snohomish, King and Pierce Counties, and ordering in bulk ShoWare
Center branded promo items or `swag' to be distributed throughout the region at a variety
of community based events. We realize not everyone watches TV, listens to the radio
spends much time online, so it is important to have those face-to-face interactions
.A maintain a strong, favorable presence throughout the community. �..���.M°R
Budget Overview
FUTURE campaign - $60,000 investment
The following breakdown will provide a general overview for how we envision the $60K
investment would be allocated next year and in the years to come. Given that the bulk of
the budget in the first year would be spent towards redesigning the website, we wanted
to provide more info on how those funds would be distributed after the site has been
completed. Additional details on how each budget item are outlined below.
Category Description Budgeted Expense % Of Overall
Budget
Combination of out-of-home
Outdoor Advertising advertising opportunities to promote $22,500 37.5%
venue/ upcoming events
Industry Advertising Ads in Venues Today, Pollstar and $6,000 10.0%
other trade publications
Developing partnerships with local,
Print major daily newspapers for future $9,000 15.0%
advertising
Radio Developing partnerships with key $13,500 22.5%
stations for future advertising
Digital Advertising Social Media advertising, Online $2,500 4.2%
retargeting, SEO
Design Graphic Design for all advertising $1,500 2.5%
Grassroots Poster distribution, SWC promo $2,250 3.8%
materials, Grassroots Outreach
Website Maintenance, Improvements, Updates $1,250 2.1%
as needed
Miscellaneous Internal Branding: $1,500 2.5%
Murals, Signage, etc.
Total $60,000
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,,ampaign Breakdown : Future Years
Project: By Category
A. Outdoor Advertising = $22,500
Anyone who has lived in Western Washington for any length of time is all too familiar
with being stuck in traffic on 1-5, 1-405 or any one of the other many highways in the
area. Recently released data also indicates King and Pierce County residents commute
approximately 30 minutes to and from work each day. Taking into consideration its high
visibility and how much time Washingtonians spend in their cars, outdoor or out-of-home
advertising is a noteworthy effective medium for this region at reaching our target
audience. Also, we have seen first-hand the power of OOH advertising when we've had
budget for it on past events, all of which turned out to be successful. Our out-of-home
campaign will focus on two key components: prominent digital and static billboards, and
a combination of different transit advertising options. The budget will be split between
branding the arena itself and promoting specific upcoming events.
B. Industry Advertising = $6,000
_.i order to stay top-of-mind, we will look to place 4-5 highly-visible, strategically-timed
ads in Venues Today, Pollstar and other trade publications each year. The outlets we will
consider are well-read amongst agents, promoters and industry executives. In the ads
themselves, we will highlight the various benefits unique to ShoWare Center, as we
look to influence nationally-touring events to include Kent in their routing.
C. Print = $9,500
An element of our future year plans would be to seek out and develop partnerships with
the two major daily newspapers servicing South King County: Seattle Times and
Tacoma News Tribune. As I have established at previous venues, these partnerships
would guarantee each publication an agreed upon annual advertising commitment, in
exchange for discounted rates, top priority on placement, bonus'ed online exposure, and
a trade bank that can be used to advertise throughout the year. By providing them with
that guaranteed commitment, it allows us to negotiate and receive a much better return-
on-investment, in comparison to occasionally placing individual ads. As part of our pitch
to potential events, we will inform them that by booking in Kent, they will be included in
local print advertising at no cost to them.
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Radio = $13,500
Similar to the print line item, we will look to further relationships with 3-4 key radio
stations in the market. Our plan would be to begin by pursuing one of the top local
stations from the following categories: Hot AC, Country, Rock and Sports Talk. Just as
we would with the newspaper partnerships, we would be leveraging an annual
advertising commitment, in exchange for discounted spot rates, additional on-air
promotions, bonus'ed streaming ads, integration with station initiatives, and an
expectation that our campaigns would get top priority when it comes to air time. We will
also, of course, continuously reinforce to agents and promoters all of the various
advertising that they can tap into at no-charge by bringing their event to Kent.
E. Digital Advertising = $2,500
To compliment all of our other marketing efforts, our plan would include allocating $2500
towards digital advertising, which would be divided up between promoting the ShoWare
Center itself and marketing individual upcoming events. We will seek to incorporate all
appropriate social media platforms, online retargeting ads, local media, as well as
exploring other online advertising opportunities as they arise. The exact mix of each
'atform will be evaluated and updated as we progress through each year's campaign.
F. Graphic Design = $1,850
As described above, given the amount of money that would be invested in our plan, we
feel retaining the services of a graphic designer who can professionally create all of the
necessary artwork, would be money very well spent. As we move forward, it is important
that all messaging be clean, eye-catching and cohesive with our brand.
G. Grassroots = $2,750
As mentioned previously, a portion of our plan would be geared towards expanding our
grassroots marketing outreach. We realize not everyone watches TV, listens to the radio,
or spends much time online, so it is important to have those face-to-face interactions
and maintain a strong, favorable presence throughout the community.
G. Website = $1,250
Self-explanatory, but this category would be used for making any potential updates or
improvements to the new website after it has launched.
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H. Miscellaneous = $1,400
The final category would be used on expenses designed to enhance the experience of
guests while here for an event. The better the time they have while here, the more likely
they will return, as well as encouraging others to check out the facility through positive
word-of-mouth. The type of projects we will explore under this category would be
updating our concourse murals, which people routinely stop and take pictures in front of,
digital signage, providing directions and other information to guests, charging stations for
phones, and possibly accessible wi-fi down the road. It is our goal to provide the
absolute best possible experience from the minute a guests enters, until they leave the
parking lot — and we will investigate any and all industry trends to provide guests with a
truly first-class memory from their visit to Kent.
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b. Tigard 84 (0.99%) 78.57% 66 (0.97%) 89.29% 1.23 00:00:21 1.19% 1 (1.43%) $0.00 (0.00%)
9 Corvallis 70 (0.82%) 78.57% 55 (0.81%) 90.00% 1.80 00:00:14 4.29% 3 (4.29%) $0.00 (0.00%)
10. Oatfield 1 70 (0.82%) 1 50.00% 35 (0,52%) 90.00% 1.10 00:00:35 0.00% 0 (0.00%) $0.00 (0.00%)
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11. 66 (0.77%) 84.85% 56 (0.83%) 87.88% 1.41 00:00:13 1,52% 1 (1.43%) $0.00 (0.00%)
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14. McMinn Mlle 55 (0.65%) 80.00% 44 (o.65%) 85.45% 1.36 00:00:17 , 1.82% 1 1 (1.43%) $0.00 (0.00%)
15. Woodburn 51 (0.60%) ( 74.51% 38 (0.56%) 78.43% 1.29 00:00:08 0.00% 0 (0.00%) $0.00 (0.00%)
16. Oak Grove 48 (0.56%) 1 89.58% 43 (0.63%) 95.83% I 1.10 00:00:09 0.00% 0 (0.00%) $0.00 (0.00%)
West Linn 46 (0.54%) 80.43% I 37 (0.55%) 91.30% 1 1,09 00:00:50 0.00% 0 (0.00%) $0.00 (0.00%)
18. Oregon City 'F 42 (0.49%) 71.43% 30 (0.44%) 95.24% 1.05 00:00:03 0.00% 0 (0.00%) $0.00 (0.00%)
19. Aloha 42 (0.49%) 69.05% 29 (0.43%) 92.86% 1.07 00:00:08 0.00% 0 (0.00%) ! $0.00 (0.00%)
20. Medford 32 (0.38%) 93.75% 30 (0,44%) 87.50% 1.16 I 00:00:16 0.00% 0 (0.00%) $0.00 (0,00%)
21. Hermiston 30 (0.35%) 86.67% 26 (o.38%) 86.67% 1.30 00:00:30 3.33% 1 (1.43%) $0.00 (0.00%)
22. Sandy j 30 (0,35%) 60.00% 18 (0.27%) 90.00% 1.20 00:00:13 0.00% 0 (0.00%) $0.00 (0.00%)
23. Happy 29 (0.34%) 79.31% 23 (0.34%) 89.66% 1.14 I 00:00:06 0.00% 0 (0.00%) $0.00 (0.00%)
Valley
24, Newberg 26 (0.30%) 88.46% 23 (0.34%) 92.31% 1.08 . 00:00:02 i 0.00% 0 (0.00%) $0.00 (0.00%)
25. Redmond 24 (0.28%) 79.17% 19 (0.28%) 95.83% 1.08 00:00:45 j 0.00% 0 (0.00%) $0.00 (0.00%)
26. Boardman I 23 (0.27%) 82.61% 19 (0.28%) 100.00% 1.00 00:00:00 0.00% 0 (o.00%) $0.00 (000%)
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27. Albany i 22 (0.26%) 81.82% 18 (0.27%) 95.45% 1.05 ( 00:00:01 0.00% 0 (O.oO%) $0.00 (0.00%)
28. Canby I 20 (0.23%) 90.00% 18 (0.270%) 85.00% 1.30 00:00:02 0.00% 0 (0.00%) $0.00 (0.00%)
29, Clackamas 20 (0.23%) 75.00% 15 (0.22%) 95.00% 1.05 00:01:09 0.00% 0 (0.00%) $0.00 (o.00%)
30. Hood River ! 20 (0,23%) 80.00%% 16 (0.24%) 85.00% 1.50 00:00:06 1 5.00% 1 (1.43%) I $0.00 (0.00%)
31. Sherwood 20 (0.23%) 90.00% 18 (0.27% 100.00% 1.00 . 00:00:00 0.00% i 0 (0.00%) $0.00 (0.00%)
grants Pass ! 19 (0.22%) 89.47% 17 (0.25%) 94.74% 1.05 <00:00:01 0,00% 0 (0.00%) $0.00 (0.00%)
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33. Forest 17 (0.20%) 82.35% j 14 (0.21%) 100.00% 1.00 I 00:00:00 0.00% 0 (0.00%) ! $0.00 (o.00%)
Grove
34. Molalla i 17 (0 20/) 88.24/0 15 (0.22%) 88.24/0 1.18 00:00:11 0.00% 0 (0.00%) $0.00 (0.00%)
I 15 0.22% 100.00/o
0 o ii
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35. Sunnyside 15 (0.18%) 100.00% ( ) ° 1.00 00:00:00 0.00% 0 (0.00%) $0.00 (0.00%)
° ° 1.07 00:00:04 0.00% ( 0 (0.00%) $0.00 (0.00%)_I
36. Coos Bay 14 (0.1 s%) 78.57/0 11 (0.16%) 92.86/o
37. Pendleton 14 (0.16%) 85.71% 12 (0,18%) 85.71% 1.14 1 00:00:03 0.00% 0 (0.00%) $0.00 (0.00%)
38. Wilsonville f 13 (o.15%) 84.62% 11 (0.16%) 69.23% . 1.62 00:00:09 0.00% 0 (0.00r°) $0.00 (0.00%)
Fas _ ° (0,00%)12 o.1a/ 83.33/ 10 (o15r) 9 . / 1.08 . .39. l
ath
40. Lebanon 12 (0.14°i) 100.00% 12 (0.18%) 100.000/( 1.00 00:00:00 0.00% 0 (0.00%) $0.00 (0.00%)
41. Roseburg 12 (0.14%) 91.67% 11 (0.16%) 100.00% 1.00 00:00:00 I 0.00% 0 (0.00%) $0.00 (0.00%)
42. Silverton 12 (0.14%) I 83.33% 10 (0.15%) j 91.67% 1.08 00 01:04 0.00% 0 (0.00%) $0.00 (o.00°i°)
43. Astoria 1 11 (0.13%) 72.73% 8 (0.12%) 100.00% 1.00 00:00:00 0.00% 0 (0.00%) $0.00 (0.00%)
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44. Dallas 11 (0.13%) 100.00% 11 (0.16%) 81.82% 2.00 00:00:12 9.09% 1 (1.43%) $0.00 (0.00%)
45. North Plains 11 (0.13%) 100.00% 11 (0.16%) 81.82% 1.27 I 00:00:07 0.00% 0 (0.00%) $0.00 (0.00%)
o _ ° ° _%a'' ^ ornn /0 outh 11 (0.13%) 81.82 9 (0.13%) 100.00% 1.00 00:00:00 0.00%
$ eavercreek 10 (0.12%) 80.00% 8 (0.12%) 90.00% 1.20 00:00:06 0.00% 0 (0.00%) $0.00 (0.00%)
48. Brookings 8 (0.09% 100.00% 8 (0.12%) 87,50% 1.12 <00:00:01 0.00% I 0 (0.00%) $0.00 (0.00%)
° 8 (0.12/ 1 75.00% 1.25 00:00:05 0.00% 0 (0.00%
49. Seaside 8 (0.09%) 100.00% °°) ) $0.00 (o.00%)
50. Troutdale 8 (0.09%) 100.00% 8 (0,12%) 1 87.50% 1.12 00:00:01 0.00% 0 (0.00%) $0.00 (0.00%)
LODGING TAX OPERATING FUND
As of September 30, 2015
2013 2014 2015 2015 2015
Actual Actual Budget YTD Est Actual
Beginning Fund Balance 95,397 193,663 371,803 371,803 371,803
Revenues
Lodging Tax 217,618 249,377 208,060 188,862 225,750
Miscellaneous Income 85 205 85 286 286
Total Revenues 217,703 249,581 208,145 189,148 226,036
Expenditures
Services & Charges 10,000 10,000
Tourism Marketing 60,000 13,516 150,000 41,560 172,840
Tourism Unallocated 10,000 21,000 80,000 10,665 49,490
Tourism Chamber 18,500 18,500 18,500 9,250 18,500
ShoWare Marketing 35,000 60,000 10,000 30,000
Branding Activities 18,425 20,000 22 10,000
Total Expenditures 123,500 71,441 338,500 71,497 290,830
Transfers Out - Showare Center Marquee (4,064)
Total Expenditures and Transfers 119,436 71,441 338,500 71,497 290,830
Change in Fund Balance 98,267 178,140 (130,355) 117,651 (64,794)
Ending Fund Balance 193,664 371,803 241,448 489,454 307,009
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