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HomeMy WebLinkAboutCity Council Committees - Lodging Tax Advisory Committee - 09/24/2009 (2) ECONOMIC & COMMUNITY DEVELOPMENT Ben Wolters, Director • Phone: 253-856-5703 KEN T Fax: 253-856-6454 Wes HINGTON Address: 220 Fourth Avenue S. Kent, WA. 98032-5895 AGENDA LODGING TAX ADVISORY BOARD MEETING Thursday, September 24, 2009 2:00 pm Centennial North & South Conference Rooms Centennial Building, City of Kent Campus Attendance: Councilmember Tim Clark, Chair Ben Wolters, Staff Barbara Smith, Guest Bob Nachlinger, Staff Greg Haffner Julie Pulliam, Staff Dennis Higgins Andrew Hutchison Katherine Kertzman, Guest Aaron Watne Andrea Keikkala, Guest Beth Sylves, Guest Kari Gallaway, Guest Introductions and Call to order - Councilmember Tim Clark, Chair Information Items: 1. Update - City of Kent 2. Update - Seattle Southside 3. Update - Chamber of Commerce 4. Update - 2009/2010 Budget 5. Update - ShoWare Center 6. Update - Softball, Men's E World Championships Items Requiring Action: 1. Approval of Minutes of March, 26, 2008 2. Possible funding for ShoWare to bring in events which will produce hotel stays. Next meeting date, time and location Assignments for next meeting CURRENT BUDGET ANALYSIS LODGING TAX OPERATING FUND As of August 31,2010 2009 2010 2010 2010 Actual Budget YTD Est Actual BEGINNING FUND BALANCE 267,058 238,663 240,949 240,949 REVENUES Lodging Tax 145,240 160,000 88,161 148,770 Interest Income 1,651 2,100 419 1,003 Total Revenues 146,891 162,100 88,580 149,773 Total Resources 413,949 400,763 329,529 390,722 EXPENDITURES Seattle Southside Visitor Services 120,000 120,000 72,500 120,000 Tourism Unallocated 3,500 20,000 2,500 20,000 Tourism Chamber 18,500 19,000 9,250 18,500 Total.Expenditures 142,000 159,000 84,250 158,500 Transfers Out-ShoWare Grand Opening 31,000 Transfers Out-ShoWare Marquee Project 225,000 TOTAL EXPEDITURES AND TRANSFERS 173,000 159,000 84,250 383,500 i Change in Fund Balance (26,109) 3,100 4,330 (233,727) ENDING FUND BALANCE 240,949 241,763 245,279 7,222 Seattle Southside Tourism DRAFT 2011-Major Initiatives Aug. 11, 2010 Atle Southside Tourism provides key leadership and helps build integrated marketing initiatives and resources critical connecting and motivating key visitor segments. 2011 Key focus: 1. Extend the refined brand identity—"Every adventure needs a home base. Make Seattle Southside yoursl" 2. Build on partnership momentum and industry integration; use to integrate cohesive experiences 3. Use regional agencies and our residents in innovative ways to pull prospective visitors to Seattle Southside—"More draw I Less drive" 4. Gain increased customer usability of website with mobile site functionality for greater flexibility 5. Expand advocacy initiatives to build leadership and resident support for tourism industry 6. Coordinate efforts to ensure consistent level of funding for competitive position 2011-Major Initiatives (1) SSVS Online and Print Media Campaign $225,000 - Continue "roll out" of new brand initiative - new advertising campaign to attract visitors through unique positioning and offerings. Purchase media placements/advertisements in both print and online travel mediums luring visitors with the value and convenience of staying in Seattle Southside and entice them with the appeal of favorite, familiar attractions in Seattle and other lesser-known attractions in the Southside area. Direct mail postcards and e-blasts (ON campaign)will be sent out in target markets promoting packages. All advertising includes a call to action for purposes of tracking, conversion and evaluation. Increasingly evolve to stronger direct-response creative, increasingly utilizing online channels (banners, search, blogs, etc.) Develop a targeted SEM and co-op interactive banner campaign in key geographic markets to support sweepstakes and other promotional programs. Continue progress in linking and integrating Seattle Southside products around "Home Base" campaign. Estimate includes graphic design support. -get segment campaigns: • Family Friendly Get Away 0 Reunions • Urban Explorers-Attractions 0 Shop Like a Rock Star(Jan-April) • Waterfront Wonders June Grad Family Weekend (April-June) • Culinary Experiences Sweepstakes (Oct-Dec) • Pro & Semi-Pro Sports Local Festivals & Events (1) Tourism Map $ 0,000 Redesign and print the Seattle Southside Tourism Map. The map continues to be very popular among tourists and regional locals in getting around the sights and attractions of Seattle Southside. (2) Regional Co-Op Campaign (Visiting Friends & Relatives) $15,000 Expand dialogue with regional partners to maximize connection and integration of concepts. At a time when business is soft and innovative marketing is needed, the opportunity is prime to capitalize on the trend to take shorter, more frequent trips, and to utilize our own residents as ambassadors to grow the VFR [visiting friends and relatives] market. In partnership with Tacoma Regional CVB and Snohomish County CVB, increase presence in multi-media channels, deepening connection with visitors and allowing them to opt-in and present their own experiences in new ways. Giveaway campaigns integrated within the site, building connections with prospective visitors and encourage them to maintain a connection, while highlighting unique experiences around the Puget Sound region depicting Seattle Southside as a traveler's ideal home base. (2) Sponsorships $35,000 intain strong working relationships with the Seattle Sports Commission with continued sponsorship and participation at Executive Board level. ' e ATAO ONLY Seattle Southside Shuttle SeaTac $125,000 SSVS will continue to lead the Seattle Southside shuttle initiative with SeaTac as a primary beneficiary and funder. The �h,attle runs between SeaTac hotels and Westfield Southcenter Shopping Center at no cost to the rider and will continue chieve visibility for the area and increase the level of satisfaction of the hotel guests and shoppers in a cost-effective _dnner. The schedule was modified in 2009 resulting in increased frequency of pick-ups and drop offs. Budget includes new wrap for the shuttle. SeaTac Online Campaign SeaTac $120,000 SSVS will continue to lead the Seattle Southside online "SeaTac Hotel" campaign initiative with SeaTac as a primary beneficiary and funder. on ao U o cts cj ° o o a "Cl o 'er o av U cn 'C O U v M �J 4-4 91. O bn N 'b > m o .° coo ? bjD Uy 'o mr. 3 . Q" N U o «3 ¢ pn O � r. bOn U °bn• N > bq U c U r. E o P. O °ON o o°q 'b 'C I U cncz p '� cd N I +' 3 p U O �. rU+ 0 0 0 U y U in Q ;'d 4 U -C3 > L1. C� cd CA 0 4 En N o b a>i °' " b o .0 z° � o � a3i o a�i ° � � b b � i v a� •r-i �' U U O N s, " 4-4 ' > S, 4 i A U N L" N U 'L) U O b � a yED °� y ~ O N UU N � O cn U 4J b "b a3 O o cC O U O •� 14 a o 0 0 o cn �a o � paw o ° o o �, °�' b o v U3 � � > � wCa v) xxa > xawav� xU3F- U � Uw U ¢ 4) a, on z o bo o cts r o, 0 a� y cn N O 0 crs I cncn o U yU b b �bA N bpA O N n c � m +n N O b 0 cd Q. O N '0cn R4; 4:4 cydIto M 'in 4� > sU 4 �," N 'b ��+ bU�A U s N 'd a > O a > a: da a � wU Oa a\ a� to o O N � y Z N O � U to O N 64 /. L." Cd O � � o o U a o SEATTLE SOUTHSIDE Strategic Brand Document Fri _ EXCLAIM 2009 l l EXCLAIM I SEATTLE SOUTHSIDE - Strategic Brand Document Organization Bio As the official destination marketing organization of the cities of SeaTac, Tukwila, Kent and Des Moines, Seattle Southside provides leadership and services to competitively market the destination. This function helps create jobs, grow tax revenue, and improve quality of life for residents and businesses. Vision Statement: Over the next five years, Seattle Southside will lead destination marketing for the region by: • Nurturing a powerful and unified brand for Seattle Southside • Reaching influencers and potential visitors and influencers through creative, targeted communications and strategic use of media opportunities • Building corporate and community alliances • Delivering information and services that build demand and keep users coming back for more • Growing the leisure and group visitor segments Mission Statement: To position Seattle Southside as a destination of choice for leisure, group, and business travelers while enhancing the image, confidence and economic strength of the community. Geographic Range Our main audience is in Washington and 13 western states. Western Canada as well as Japan, Europe, and the rest of the United States are secondary targets. Values Statement: • We believe that tourism-related events, facilities and campaigns should have a positive impact on the community's spirit as well as its economy. • We believe that Seattle Southside stands on its own as a great place for visitors—and work hard to make it even better. • We embody the Seattle Southside values that we want our visitors to experience: give people more than they expect, treat them with hospitality, and work hard to be the best. 2 ©2oog EXCLAIM,LLC XCL.AINi i SEATTLE SOUTHSIDE - Strategic Brand Document August '12 2009 Things they are more likely to enjoy: Things they are less likely to enjoy: „ Sporting events :; "High culture" „ Mall and chain shopping ;; Exploring with no fixed destination • Eating at familiar restaurants „ Backwoods camping :;Tours (Underground Tour, Ride the Ducks) ;; Boutique hotels -; Car camping -, Nightlife ;; Organized outdoor activities -` Community and fraternal organizations ;; Hobbies -'= Family time -;Theme parks ;; Picnicking * Four-Wheeling, fishing, skiing Likely Demographics We believe that, although there may be concentrations in certain demographic areas, the psychographic type of the Practical Traveler probably cuts across ethnicity, age, gender, and even, to some degree, social class. Still, we expect them to skew toward the following categories: • 35-64 • i+ children • Married • Occupations: Small business owner, skilled tradesperson, manager, educator, homemaker • Annual HH Income: $50,000+ Touchstone brands Brands with which they feel more affinity Brands with which they feel less affinity Dell Apple Kia, Honda, Saturn, Chevy Audi, Mercedes, Saab, Volvo Best Western, Howard Johnson Four Seasons, W, boutiques Nike Versace Target, Fred Meyer Whole Foods Applebee's, Outback Steakhouse, McDonalds Nobu, Charlie Trotter's 4 K)2oog EXCLAIM,LLC EXCLAIM 1 SEATTLE SOUTHSIDE - Strategic Brand Document Brand Positioning Statement Seattle Southside is the Practical Traveler's home base— a comforting refuge giving her the confidence to explore as far as she wants, knowing she can always return. It's a place that welcomes families, groups, and business travelers equally, with superior hospitality and value that exceeds expectations. It's got everything the Practical Traveler needs for a great trip: • Comfortable hotels and familiar restaurants • Waterfront walks to family attractions • Mall bargains to small-town shops • Unique museums to thrilling sports events • Close proximity to adventures of all kinds, from a day in the city to a walk in the mountains From the home base of Seattle Southside, the Practical Traveler is perfectly positioned to explore everything the Northwest has to offer. Brand Character Seattle Southside is about substance more than style, comfort more than luxury, and value more than status. It would rather wow you with value you don't expect than promise you the moon and not deliver. It welcomes everyone with the same hospitality and friendly smile. It's proud of who it is and doesn't need to compare itself to others. It's happy for the success of its bigger siblings, but it's not jealous— it's got plenty of great stuff going on for any visitor. Most of all, it's a place where travelers can be comfortable and relax, whether they're getting work done or having fun. Personality Statement She lives in the suburbs or a smaller town. She works hard for her money and knows the value of a dollar. She's not the type to put on airs or spend a lot of time with those who do; no need to be the center of attention. She's down-to-earth, friendly, practical, and fun. She likes to have a good time, but family is the center of her life. The perfect vacation would be to go to the amusement park with her kids in the morning, sneak away to the mall for a couple of hours in the afternoon, then take in a baseball game in the evening. She's not a status-driven striver— on a business trip, she wants to get things done and still have time for a little relaxation. She has limited tolerance for exotic food, overpriced boutiques, and "high culture." Traveling is not a status symbol for her— it's just another way to enjoy the life she has built for herself and her family. 6 • ©zoog EXCLAIM,LLC EXCLAIM 1 SEATTLE SOUTHSIDE - Strategic Brand Document August 12 2009 Tactics Build Positive Word of Mouth Of all our marketing channels, word of mouth from locals is one of the most powerful. If residents of Seattle Southside, Seattle, and the region personally deliver the message that it's a great place to stay, visitors will believe it. If we overpromise, local press and influencers will be skeptical at best. If we don't emphasize the positive, people will not want to stay here. It's a delicate but crucial balancing act. • Many travelers base their purchasing decisions on the recommendation of a friend, family member or professional colleague. • This group may host visiting friends and relatives (VFR) who may stay in their homes, but many stay in hotels. • Washington residents make up 51% of visitor spending in Washington State, according to studies from the Business and Tourism Development Office. Seattle Southside needs to build positive perception of the destination through targeted efforts to each of the following three local influencer groups: • Seattle Southside Residents: Develop an initiative to build awareness and pride about Seattle Southside as a destination for visitors. Give locals the tools to promote what's great about the destination. • Seattle SODO to Olympia/1-5 Corridor Residents: These are people who might have family or business contacts visiting the area and could recommend Seattle Southside in a powerful way. Their perceptions are probably most colored by stereotypes about the area. They can be brought along through positive PR and media relations about the communities involved: events, activities, businesses, and people who shine a light on what's great about Seattle Southside. Anything good about any of the four cities is something good about Seattle Southside. Perceptions about the area are already changing; we should help that process along. • Western Washington Residents: With less knowledge of the area, their opinions of Seattle Southside may be somewhat more flexible than Seattle residents. Building awareness is the key here. Own the Web The Web continues to grow in importance as a means of researching and booking travel. Owning the web for Seattle Southside means more than updating the website, although that is critically important. Seattle Southside Website If the Website is going to be a destination, it needs to do more than offer reservations and calendars. It needs to engage travelers with enjoyable content that they will seek out and share; 8 • ©2oo9 EXCLAIM,LLC EXCLAIM I SEATTLE SOUTHSIDE - Strategic Brand Document August 12 2009 Be the Go-To Visitor Information Resource Provide friendly visitor services to the public while encouraging overnight stays in Seattle Southside and assist in the development of new guest services that will enhance the guest experience. Ongoing Initiatives: • Offer visitor information services dedicated to providing personalized assistance over the phone to travelers who demand the best the region has to offer. Our visitor information specialists use an extensive database of goods, services and information, ranging from local hotels, transportation, restaurants, shopping and regional attractions to assist guests with their travel plans. • Obtain and process visitor inquiries, then tracking that information for statistical analysis. • Mailing "Visitor Information Packets" to guests who call the toll-free information line, contact Seattle Southside VS via email through the website or come in monthly via "reader response labels" from magazines Seattle Southside VS advertises in. • Continue to lead the transportation initiative, "Seattle Southside Express". The shuttle achieves visibility for the area and increases the level of satisfaction of hotel guests and shoppers. • Offering online and printed tourism-specific promotional discount coupons to convert visitors into consumers. • Produce and distribute a Seattle Southside Vacation Planner that represents SeaTac, Tukwila, Kent and Des Moines hotels, restaurants and regional tourist attractions Distribute through website request, reader response cards from publications with a media buy, Certified Folder kiosks, hotel front desks, Seattle CVB information requests, targeted direct mailings, toll-free phone calls, and so forth. Distribution will include highly visible locations throughout the area. It is imperative that visitors be able to easily obtain information to help them access the sites and attractions that will maximize the value of their stay in Seattle Southside. • Build volunteer and internship program to help establish SSVS as a leader in the industry. New Initiatives: • Build and promote new bundled hotel packages that include attractions, restaurants, shopping, transportation, etc. io ©2oo9 EXCLAIM,LLC EXCLAIM C SEATTLE SOUTHSIDE - Strategic Brand Document 1009 Convert Business Travelers Extend the corporate/business travel market by engaging groups and individuals in leisure activities. Ongoing Initiatives: • Place visitor information in hotels. • Send direct mailings to targeted corporate travel agencies. • Distribute "What's New" press release (twice annually). • Support the corporate hotel sales staff as needed. New Initiatives: • Develop and implement a new position statement for all publicity targeting corporate travel planners: "Seattle Southside: Your Home Base in the Pacific Northwest" • Coordinate and distribute tote bag of Southside tourism communications products and coupon books to area corporate travel planners to encourage independent familiarization trips to Seattle Southside (include coupon for free RT ride on the Seattle Southside Express). Support Sales at Businesses and Hotels Support the marketing and sales needs of Seattle Southside tourism businesses and hotel sales teams in particular. Seattle Southside VS strives to sustain a role as a helpful and dependable resource to members of the tourism industry. Ongoing Initiatives: • Maintain and make available Seattle Southside VS's databases including visitor information request, media, associate partners, leads, etc. on disk or labels to hotel marketing&sales staff for hotel-specific discount or promotional offerings. • Develop a public awareness campaign utilizing monthly electronic newsletters that report on the program, provide partner co-op marketing opportunities, and other value information. • Organize Tourism Networking Summits at least semi-annual. • Maintain a consistent profile with local tourism interest groups by attending/participating in their monthly meetings. • Continue presentations to various groups including chambers, visitor bureaus, and city and industry groups. • Sustain a program of business press releases to relate news important to the tourism industry and announce important Southside activities for use on the website press room, newsletters, newspapers and radio. • Keep abreast of ongoing product knowledge through site visits to visitor venues. • Publish periodic "Outcome Reports" that include visitor industry statistics. • Maintain a comprehensive resource library of materials pertaining to the travel tourism industry in King County and Washington State. • Continue to collect demographic data on all callers for purposes of building a complete database for future promotions while asking all callers "how did you hear about us" for 12 • ©2oo9 EXCLAIM,LLC EXCLAIM SEATTLE SOUTHSIDE - Strategic Brand Document Internal Audiences: It is important to maintain a high degree of communication between all stakeholders in order to sustain active participation and support to achieve the goals of this program, i.e.: Tukwila Lodging Tax Advisory Committee (JAC), SeaTac Hotel/Motel Advisory Committee (H MAC), Southwest King County Chamber of Commerce (SWKCC), City of SeaTac and Tukwila (Mayors, Council, City Management, Planning, and Parks & Recreation), SeaTac and Tukwila hoteliers, SeaTac and Tukwila restaurateurs, area retailers, transportation venues, etc. External Partner Organizations: Partnering with the following organizations will leverage marketing opportunities and strengthen the Seattle Southside VS tourism program: Seattle CVB, Tacoma CVB, and the Puget Sound Attractions Council, Washington State Group Tour and Travel Association, Washington State Tourism, Washington State Hotel and Lodging Association, South King County Hotel Association, Greater Seattle Chamber of Commerce, Seattle Concierges Association and the Port of Seattle. Be a Thought Leader on Tourism Issues Contribute in economic development planning by providing input on tourism issues requested by respective City Management. Ongoing Initiatives: • Maintain a high degree of communication between City of SeaTac, Tukwila, Kent and Des Moines (Mayors, Council, City Management, and Planning Departments) regarding economic development planning by providing input on tourism issues requested by respective City Management • Participate in committees, community meetings and conferences as requested by respective City Management Keep Seattle Southside Stakeholders Informed Ongoing Initiatives: • Provide quarterly reports to JAC, HMAC and City Management requested by respective City Management • Issue periodic reports to community partners as requested by respective City Management New Initiatives: • Provide an Annual Report to the Community reporting on program outcomes and progress towards stated measurable objectives 14 • ©2oo9 EXCLAIM,LLC Visitors IN ❑ ! 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O co I 00 O I I° iO fP .n � a 6 1 { co 0) N i i I v v D fND co (0 �1 CN � ( rt ( ( cD i f cn 1 � O -4 COW W I : N M CD v � O Cp o rl. 3 3 v, 00 o c C o O i C 1 M Ln OD D i C co CD cn N rt 0 O) W77 I l cn W (D 1 v � V7 O I I z CO O W -01 00 l CD N 0 J ■ O ■ - NO N O O O (p W J SSVS R.F.P.Summary #of RFP's 2006 10 #of RFP's 2007 54 2008 71 80 2009 35 70 2010 13 2011 7 60 --- - 2012 1 50 --- - -- -- - -- - --�_- ._. 2013 1 40 -- - --- —- — 30 - --- ----- --_ 20 -- - -------- 10 -.- 0 - 2006 2007 2008 2009 2010 2011 2012 2013 Room Revenue Room Revenue 2006 $ 1,819,013.00 $2,500,000.00 2007 $ 1,057,591.25 2008 $ 2,317,472.00 $2,000,000.00 - - - 2009 $ 1,924,164.25 2010 $ 1,559,877.00 $1,500,000.00 — - - 2011 $ 1,825,381.00 2012 $ 229,500.00 $1,000,000.00 - 2013 $ 236,968.00 $500,000,00 - - - -` $- 2006 2007 2008 2009 2010 2011 2012 2013 Room Nights Room Nights 2006 18605 25000 - 2007 12035 2008 20540 20000 - - 2009 16059 I 2010 12894 15000 - - -- — --- - 2011 14819 j 2012 1700 10000 - 2013 1559 5000 - - 0 2006 2007 2008 2009 2010 2011 2012 2013 F&B F&B 2006 $ 4,125.00 $200,000.00 2007 $ 88,243.00 2008 $ 178,200.00 $150,000.00 �--- -- -- --- 2009 $ 90,580.00 2010 $ 150,550.00 $100,000.00 - — 2011 $ 98,000.00 2012 $ 50,000.00 2013 $ 55,000.00 $50,000.00 - $- 2006 2007 2008 2009 2010 2011 2012 2013 9/24/2009 CURRENT BUDGET ANALYSIS LODGING TAX OPERATING FUND As of August 31,2009 2008 2009 2009 2009 2010 Actual Budget YTD Est Actual Forecast BEGINNING FUND BALANCE 204,964 246,908 267,058 267,058 238,663 REVENUES Lodging Tax 207,066 185,000 90,647 159,030 185,OOC Interest Income 6,028 5,500 1,370 2,075 5,500 TOTAL REVENUES 213,094 190,500 92,017 161,105 190,500 TOTAL RESOURCES 418,058 437,408 359,075 428,163 429,163 EXPENDITURES Tourism Chamber 18,500 19,000 13,875 18,500 19,000 Seattle Southside Visitor Services 120,000 120,000 60,000 120,000 120,000 Tourism Unallocated 12,500 20,000 20,000 20,000 TOTAL EXPENDITURES(TRANSFERS) 151,000 159,000 73,875 158,500 159,000 Transfers Out 31,000 31,000 31,000 0 TOTAL EXPEDITURES AND TRANSFERS 151,000 190,000 104,875 189,500 159,000 Change in Fund Balance 62,094 500 (12,858) (28,395) 31,500 ENDING FUND BALANCE 267,058 247,408 254,200 238,663 270,163 (2) Tourism Networking $20,000 Continue to build and foster a strong working relationships between Seattle Southside's business community, regional Convention and Visitor's Bureaus and Washington State Tourism through increased communication and building awareness of Seattle Southside's offerings e.g. continue hosting Seattle Southside Tourism Networking luncheons; I-verage Washington State Office Tourism marketing strategies, serve on various tourism boards and commissions and the state, produce "Community Reports" for stakeholders; serve as housing mediator for local tournaments and -vents, develop business relations awareness outreach program, etc. (3) Social Media $20,000 Deepen connection between Seattle Southside products, leveraging their collective power. Use multiple media channels to launch new products and services that engage prospective visitors and encourage them to maintain a connection. Utilize opt-in databases to reconnect with prospects, using sweepstakes and other incentives to ensure customer value is maximized. (3 &5) Public Relations $40,000 Ongoing media relations program to build public awareness and usage of Seattle Southside services by generating positive editorial media coverage; promoting the Seattle Southside to various audiences. Working proactively and reactively with local and regional media and area tourism venues, SSVS strives to sustain a role as a helpful and dependable resource for media and travel writers, athletic tournament organizers, meeting planners, business travelers, etc. Send out relevant news releases, recruit and host travel writers and send out quarterly story idea sheet. Educate critical stakeholders about the value and role of tourism in the local economy and in enhancing the quality of life of all its residents. (4) Website Evolution Mobile Site $10,000 Build on the Seattle Southside website using multidisciplinary marketing approaches to build interest and qualified traffic to the site using all forms of paid and non-paid media. Build mobile web site functionality that maximizes consumer understanding and engagement of the integrated travel products and themes available through Seattle Southside. Expand communication and connection with existing and prospective visitors through development of a range of opt-in -nmunication vehicles, maximizing automated messaging capabilities and allow for online usage of the vacation planner J a virtual map with GPS tracking. (6) Funding $0 (Staff Time) Ensure consistent levels of marketing resources are available to maintain Seattle Southside's competitive position. Leverage dollars with local co-op advertising and commission to maximize collective resources. SSVS Subtotal $410,000 �.J