2005 MARKETING PLAN JANUARY 2005

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2005

MARKETING

PLAN

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A “REAL” deal for the traveler? In the short term yes; in the long term what is the “real” impact? Those businesses directly involved in the Travel & Tourism Industry know the “real” impact. “Deals” for the traveling public translate to less revenues for the hotels, restaurants, attractions and transportation industry. Fewer revenues mean little to no profit, reduced staffing, cutting utility expenses….cutting services. Eventually this revenue shift will become more obvious to the consumer….the “Deal” will become less of one over time. Grand Junction is no stranger to this trend with dozens of new restaurants, dozens of new retail businesses, new wineries, a new La Quinta and two new Marriott hotel properties planned for late 2005. The simple answer is just bring in more visitors to meet the growth in new business. The reality is that growing new travel related business is a tremendous challenge that takes a community effort and thoughtful strategic marketing……a challenge that the GJVCB, the community and area tourism partners are ready to take on!

The GJVCB’s 2005 marketing efforts will work to blend the synergy of the “new products” with the value of the existing travel businesses. Billboard, radio and print advertising will expand to capture the interest of new markets in Colorado Springs and continue efforts to keep top-of-mind awareness in the Denver Metro region. The GJVCB will roll out its state of the art web site with enhanced navigation, photography and Customer Relationship Management software designed to increase web site rankings, increase visitors to the site and appeal to customers with a personal approach.

Targeted special promotions will be at the core of attracting new business. Grand Junction customers will again hop aboard the “Colorado Wine Country” Amtrak train in 2005. Area events and special interests like golfing and biking will be featured to attract those who plan last minute getaways. Group marketing efforts will work to overcome the prevailing opinion of Front Range meeting planners that the “drive” to Grand Junction is six hours or more.

The City of Grand Junction will become a key partner in inviting new guests into the community in 2005, as aggressive plans continue to improve the Gateway entrances to the city. These improvements, coupled with the marketing plan, the strength of the Grand Valley tourism industry partnerships and a community dedicated to “warm welcomes” and customer service, are the perfect spring board to MORE business in 2005 and beyond.

Debbie Kovalik Executive Director

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Letter From The Board Chair

2004 was a year of research, education, decision and change, a long haul with fruitful results. Highlights of the intensive activity of the Grand Junction Visitor & Convention Bureau (GJVCB), include the unveiling of the centerpiece of the bureau’s printed material - the new visitor guide! Brimming with majestic and masterful photography, the new guide is packed with all of the information that our visitors request! Additional research supported the decision to update the GJVCB website. The new website will respond to the ever increasing trends in a competitive market of short term booking, weekend get-a-ways and promotional events featuring dining, shopping and the tremendous variety of our local attractions.

The GJVCB maintains a wonderful reputation in the region for its professional and helpful staff. It is this outstanding team that overachieved and surpassed its yearly sales goal for 2004 group activity! Group and promotional events bring “new money” to the valley by filling our hotel and motel rooms, supporting our restaurants and retail shops and providing thousands of local jobs.

Then there is the wildly successful GJVCB Wine Train! Unique to all of Colorado and the region, this private train car features a long weekend of wine tasting, art and culture. With a satisfaction rating of 100 percent recommendation to family and friends, you can bet we will be promoting more wine trains in 2005!

The economic impact of tourism in the Grand Valley is profound. According to a tourism study commissioned by the GJVCB, Dr.Tucker Hart Adams reveals that tourism is one of the largest basic industries in our local economy! Without tourism, Grand Junction would be a very different community. It is the progressive and successful efforts of branding Grand Junction as Colorado’s Wine Country that have provided a springboard of activity that have allowed us to feature the many assets of the valley. Regardless of the attraction, the GJVCB has built successful relationships with its tourism partners.

2005 will greet continued growth and development of the GJVCB web site. Additional opportunities include improved research about new and expanded visitor related businesses, facilities and transportation. Hospitality training will be an important focus for our front line tourism staff. Competition will keep the talented VCB staff on their toes as they continue to seek new groups and new events to come to Grand Junction. Judging by the calendar of already scheduled events and promotions, the VCB will earn kudos in every department! Buckle up and get ready for a fabulous year!

Jane Fine-Foster 2005 Board Chair

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The Grand Junction VCB Mission Statement

The Visitor & Convention Bureau is a department of the City of Grand Junction, whose purpose is to proactively market the Grand Junction area, resulting in the positive economic impact of visitor dollars.

BOARD OF DIRECTORS

2005

Marketing

Plan

Susan Weigand Sales Support Irene Carlow Operations Coordinator Vivian Brodine Volunteer Coordinator Layne Whyman Visitor Services Coordinator Erin Chapman Sales Assistant Jane Fine-Foster Chair WCAHEC Lynne Sorlye Holiday Inn Vice-Chair Steve Meyer Shaw Construction Eric Feely Redlands Mesa Golf Club Linda Smith Self Employed Jill Eckardt Mesa State College Kevin Reimer Hawthorn Suites Hotel Brunella Gualerzi Il Bistro Steve Bailey Powderhorn Debbie Flynn Kovalik Executive Director Tamara Vliek Promotions Coordinator Barbara J. Bowman Sales Director Diane Belt Receptionist

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2004 THE YEAR IN REVIEW

Key Challenges and Accomplishments:

Travel to and through Colorado in 2004 increased slightly over 2003 and Grand Junction mirrored this statewide trend. Lodging tax revenues were up 2 percent from the previous year. Surprisingly, area

occupancy remained even in a market place that added 64 new hotel rooms with the opening of the La Quinta Hotel in Fruita in the summer of 2004. Average daily hotel rates collected continued to decline as a result of competitive Internet pricing.

The State of Colorado continued to experience stagnant economic recovery in 2004. This economic “stall” continues to impact travel to Grand Junction, with the Denver metro region supplying the majority of leisure visits to the Grand Valley.

Results:

1. Occupancy rates in 2004 were up slightly at .5 percent from 2003 with year end results at 60.0 percent compared to 59.5 percent in 2003. Grand Junction aligned with regional and statewide travel trends of communities in markets that added new limited service hotel room inventory. Added inventory masks the actual growth in travel markets which may reflectnominal increases in

occupancy figures.

2. The average daily rate in 2004 was $62.00 which is unchanged from 2003. In 2004, Colorado’s average room rates overallincreased by $1.04 (according to the Rocky Mountain Lodging Report). The average daily rate in Colorado was $84.65. Grand Junction continues to struggle with room revenues, with average daily rates of $22-$24 less than the statewide average.

3. Use of the Internet for travel information continues to grow. Travelers are able to download maps and directions from an increasing number of websites which has resulted in fewer visitors seeking

directional help at the Visitor Center upon arrival. Total visitation in 2004 declined 12.4 percent; this closely parallels the statewide trend of declining visitors at Colorado Welcome Centers.

4. The Visitor Center continues to see international visitors from nearly 50 different countries. International visitation was flat for 2004 but increasing numbers are anticipated in 2005 because of the stronger value of foreign currencies versus the dollar.

5. Research conducted in 2004 included a Denver focus group to evaluate the group market and a local focus session for the Lodging community in Grand Junction as well as initiating the 2004-2005 OVS study.

6. In 2004, the Sales Department issued 102 sales leads, which was the goal. The number of group trace contacts increased again this year from 668 to 695. Additional administrative hours assigned to the group trace contacts proved very successful in contributing to the 27 percent ncrease in overall estimated economic impact of group sales.

7. The SMERF market continues to generate the largest number of sales leads issued followed by association, government, tour and travel, sports, and corporate. The local community continues to be the top source of sales leads followed this year by tradeshows, Internet and repeat business. The average group size in 2004 was 304 as opposed to 195 in 2003, with an average stay of 2.25 days as opposed to two days in 2003.

8. The GJVCB successfully planned and held a reception in Denver for over 90 tour operators, meeting planners and media to recognize those who currently bring business into Grand Junction and encourage future business.

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9. The Sales Team conducted 19 group and individual familiarization tours and site inspections for Tour Operators and Meeting Planners.

10. The GJVCB successfully booked three large affinity groups for 2005, the national Gold Wing Touring Association Rally, the Triple Crown World Baseball Series and a bicycle event. These three events have the potential to bring in over 5,000 attendees in summer of 2005.

11. The Sales Team conducted a meeting planner focus luncheon with nine Front Range meeting planners from different market segments to ascertain meeting trends, their perception of Grand Junction, the VCB’s services and promotional materials.

12. The GJVCB saw a considerable increase in the number of sales leads from Mesa State College and Mesa County resulting in six new groups representing a total of 1,200 attendees.

13. Convention Services staff worked with 151 groups in 2004. Welcome packets, information tables, registration support, name tags and customized spouse programs were some of the many services provided. The Convention Services office continues to work with community businesses to customize classes and tours for specific groups

14. In 2004, the Visitor Center served 24,000 visitors and Convention Services assisted over 14,000 people in 151 groups.

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GRAND JUNCTION VISITOR & CONVENTION BUREAU

2003 – 2005 Goal Review

Category 2003 Goals 2003 Actual 2004 Goals 2004 Actual 2005 Goals

Lodging Tax $788,000 769,958 774,468 782,793 813,191 Brochure Fulfillment 17,000 14,737 13,500 10,449 10,000 Direct Inquiries 6,427 6,037 6,400 Reader Service 8,310 4,408 5,000 Telephone Inquiries 6,200 5,252 5,000 4,791 4,600 Visitor Center Visits 31,000 28,186 28,000 24,695 23,000 Sales Leads 95 98 102 102 107 Convention Groups 1136 130 135 151 140 Web site Visits 100,000 101,000 105,000 104,417 110,000 Economic Impact $2,268,428.84 $2,961,843.00 ---$3,021,079 $3,847,536.81 $4,039,913.60

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2005 MARKET ANALYSIS

Travel Industry Overview

Looking back on 2004, the travel industry began to show significant signs of recovery over the last 3 1/2 years. Heading into 2004, consumer confidence began to pick-up going from its lowest level since 1993 in 2003 to increased spending in retail, homes and travel in 2004. As the U.S. moves into 2005, the increase in group travel and international travel on both sides of the Atlantic will help increase overall market share of the travel industry in consumer spending.

The Travel Industry of America is currently reporting that the 2004 June Travel Price Index has increased 0.6 percent from the previous month. Compared to June 2003, the TPI was up 5.7 percent - the largest year-over-year increase since September 2000. Gasoline prices were the biggest factor, with prices climbing 33.2 percent against June 2003. Lodging prices rose 5.0 percent from twelve months ago. Airfares, on the other hand, were down 2.4 percent over the same period which may indicate that more consumers are traveling by car for the summer of 2004 than by air.

Auto travel is an integral part of the travel industry with the vast majority, 79 percent, of U.S. domestic person-trips being taken by car, truck, camper/RV or rental car. It's a growing market, increasing 11 percent since 1994. But the impact of auto travel was really evident following the events of September 11th, with the share of auto person-trips increasing two percentage points in just one year. Auto travelers tend to stay closer-to-home, most often taking trips of just one or two nights and the majority, tend to stay in a hotel

On the Internet side, Jupiter research reports that Internet travel sales have not reflected the near meltdown in off-line travel revenues that has occurred since September 11, 2001. In 2003, a total of $43 billion worth of travel will be sold online, amounting to 20 percent of all travel purchased throughout the year. Although air remains the largest travel category online, the Internet's leisure and unmanaged travel channel share will taper off when it reaches between 40 percent and 42 percent by 2006. In 2002, the hotel industry generated $7.1 billion in revenue from leisure and unmanaged business travelers, amounting to a 13 percent channel share. Much of the growth that has taken place since 2001 has come from merchant model (rather than commission model) hotels—a distribution method that will account for 42 percent of online hotel sales in 2003.

As Grand Junction approaches 2005, the tourism sector in general has a more optimistic outlook. The travel industry continues to contend with a stagnant economy and troops in the Middle East. However with election year and the Dow Jones climbing, the outlook for 2005 is much more positive than 2004.

Statewide Travel Trends

The statistics on the following pages are compiled from the Longwood’s 2003 research study for the state of Colorado that was completed in the spring of 2004.

Highlights:

Nationally in 2003, overnight leisure travel leveled off after a strong rebound in 2002, with visits to friends and relatives (VFR) declining 1 percent and discretionary leisure travel (marketable trips) up 1 percent.

Business travel continued to slump, adding a further 6 percent decline to the previous two-year's 13 percent slide.

In 2003, Colorado welcomed 24.9 million domestic U.S. visitors on overnight trips. Colorado leisure visitor numbers declined slightly.

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Colorado showed a slight decrease in leisure travel during 2003 while national numbers remained fairly flat: visits to friends and relatives in Colorado slipped five percent to 10.5 million trips.

Colorado marketable trips remained strong, declining just two percent to 10.8 million trips – still higher than in both 2001 and 2000.

After recording some growth last year, business travel to Colorado slumped 13percent to 3.6 million in overnight trips.

In 2003, Colorado visitors who stayed in commercial lodging accounted for 57percent of all travel spending in the state. This continues a downward trend that has been apparent since 2000, when the number reached 69 percent.

Accommodations expenditures in the state in 2003 declined to $1.8 billion from $1.9 billion in 2001. Expenditures in other sectors increased slightly or remained flat over the two year period.

Visitors’ spending in restaurants rose to $ 1.7 billion from $ 1.6 billion, while spending in retail stores grew to $1.3 billion from $1.2 billion.

The transportation (including gas purchases, car rentals and local fares) and recreation sectors each yielded about the same amounts as in 2001, bringing in $1.3 billion and $1.0 billion in expenditures, respectively.

Prior to 2001, the long distance nature of travel to Colorado meant a longer than average planning and booking cycle. The various events of the past couple of years (9/11, recession and the war in Iraq) appear to have changed the habits of vacationers to Colorado and other destinations.

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Colorado’s Key Segments

Colorado's trends for 2003 in most core segments generally paralleled national trends with: More special event trips

Fewer touring, ski, and combined business-pleasure trips Little change for casino trips

Colorado benefited especially from a large upswing in outdoor trips, reflecting both national growth in this type of travel, and a strong recovery after being hard hit by forest fires in 2002. Although there was a national increase in country resort travel and city trips remained flat, Colorado welcomed fewer visitors on both of these types of trips in 2003.

Market Share

Colorado's modest decrease in marketable trips translated into a slight drop in market share nationally for this type of travel.

In 2003, Colorado ranked 23rd

among the fifty states as a destination for discretionary leisure travel with a market share of 2.1percent.

The rebound in outdoor trips to Colorado combined with national growth resulted in a sharply higher market share (to 3.9 percent from 2.6 percent) for that type of trip.

Colorado rose to the 10th most popular state for an outdoor vacation.

Colorado's share of the touring market slipped slightly to 2.8 percent, with a rank of 14th for this type of travel, nearing the low of 2.5 percent in 2000 and well off the 1998 high of 3.8 percent.

For ski trips, Colorado continued to hold its share at 17 percent, and remains the number one destination for overnight ski vacations.

These pleasure and business travel volume estimates are based on trips taken by individuals 18 years of age or older, and include six million trips by residents of Colorado and they do not include day travel to or within the state.

In 2003, Colorado visitors who stayed in commercial lodging accounted for 57 percent of all travel spending in the state this continues a downward trend that has been apparent since 2000, when the number reached 69 percent.

Much of this decline is attributable to the increased number of outdoor vacationers who tend to stay in campgrounds.

In 2003, the remaining 43 percent was spent by people who stayed in private homes, vacation properties, and private or public campgrounds.

The sectors benefiting the most from tourism expenditures in 2003 were the lodging and restaurant sectors, followed by transportation, retail and recreation.

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Purpose of Trip

Colorado's trends for 2003 in core segments generally paralleled national trends which were the following:

More touring, special event, combined business-pleasure, casino and country resort trips Little change for city and ski trips

In 2003, Colorado attracted the following numbers of visitors in these segments:

Touring trips 2,575,000

Outdoors trips 2,560,000

Special event trips 1,650,000

Ski trips 1,480,000

Business-pleasure trips 910,000

City trips 540,000

Casino trips 485,000

Country resort trips 325,000

Sources of Business:

Most Colorado visitors over the past several years have come from the Western states comprising the Mountain, West North Central, and West South Central census divisions. However, the proportion of visitation from within and outside this region has changed over time.

In 1992, 42 percent of Colorado visitors were from outside the region, but by 1997 the level had dropped to only 33 percent. It now appears that 1997 was the bottom of the trend. 2000 data indicates a continuing shift towards re-broadening the State's tourism base, particularly within the Pacific Coast region. In 2002, 61 percent of all overnight leisure trips originated in the region and Colorado residents themselves accounted for slightly over 2 in 10 vacationers. This number was down somewhat from 2001 (24 percent) and contributed to a similar drop in regional business.

Consistent with the past several years, the other top states providing tourists for 2003 were California, Texas, and Colorado's immediate neighbors:

1. Wyoming 2. Nebraska 3. Arizona 4. New Mexico 5. Utah

The Mid-West and Northeast contributed about 1 in 6 of the tourists coming to Colorado, represented mainly by states such as:

1. Illinois 2. Minnesota

3. New York

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The key urban markets delivering tourists to Colorado were led by Denver, followed by:

1. Los Angeles

2. Colorado Springs 3. Pueblo

4. Salt Lake City 5. Dallas 6. Ft. Worth 7. Albuquerque 8. Santa Fe 9. Chicago 10. Phoenix

People who visited Colorado in 2003 closely resembled the average U.S. leisure traveler in many ways: Split evenly between men and women

Similar age profile, with an average age of 43.6 years A majority are married

Children and/or teenagers are present in 3 in 10 households

Most have an annual household income over $50,000 and work in managerial or professional occupations.

Colorado tourists' demographic profile differed from the U.S. leisure travel norms in only two respects:

Colorado tourists in 2002 tended to be slightly better educated, with over half having completed college.

Consistent with regional population distribution, Colorado visitors were more likely to come from small cities, towns and rural areas, and less likely to live in large metropolitan centers.

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Leisure Vacation Travelers

The Leisure Vacation traveler includes in-state, national and international visitors. Continual research by the VCB provides the following visitor demographic information.

Grand Junction Overnight Visitor

35-44 years of age 22.0 percent 45-54 years of age 27.5 percent

55-64 years of age 18.8 percent

Couple with children 43.2 percent Couple without children 39.3 percent

College & Post College 57.9 percent Some college 28.8 percent

Employed full time 63.2 percent Retired 23.6 percent $50,000-$74,999 HHI 27.3 percent $75,000-$99,000 HHI 19.8 percent Geographic Origin Colorado 46.2 percent California 8.5 percent Utah 5.7 percent Illinois 3.3 percent Texas 3.0 percent

Average Length of Stay 1.7 - 2.0 Nights

The Grand Junction visitor travels as part of a longer vacation with the majority arriving by car. Approximately 57.8 percent travel with family; however, 48.1 percent traveled with only two people in their party followed by 22.5 percent traveling with a group of 3-4 people. Repeat visitation to Grand Junction remains high with 74.6 percent having visited Grand Junction one or more times. 39 percent came to Grand Junction for vacation only, 18.6 percent combined vacation and business and 13.6 percent were visiting family and friends. Visitors heard about Grand Junction through word of mouth, advertising, reading an article on the area and the Internet.

The top six attractions for visitors included dining, shopping, scenic driving, the Colorado National Monument, Grand Mesa and touring the wineries.

2004 will continue to focus the majority of the campaign’s efforts instate and regionally. The national touring and outdoor markets will only be targeted through the State of Colorado's efforts. Profiles of these markets include the following:

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The Touring Vacation Traveler

The Touring Vacationer travels by car, recreation vehicle or bus with the primary objective to sightsee and experience new and different places and cultures. The peak travel period is summer and fall, ranging from May through September.

Touring Vacationer Profile:

Families with children, 35 – 54 years of age, middle income, college graduates Senior Citizens, 55 years of age and older, visiting friends/relatives or touring state Avid readers of magazines, including news, food, travel and regional publications Explorers, open to trying different places

Touring Vacationers Seek Out:

Beautiful scenery Activities

Unique cultures and different ways of life

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The Outdoor Vacation Traveler

The outdoor vacation is currently Colorado’s second most popular summer product. Grand Junction has an opportunity to develop the outdoor vacation market year round due to its mild climate.

Outdoor Vacationer Profile:

Young men married with children at home

Young families traveling with children to destination within a day’s drive Exception: hunting and fishing trips usually taken by men

Avid outdoor enthusiasts

Read outdoor/sports publications

Outdoor Vacationers Seek Out:

Beautiful, natural and unspoiled scenery

Activities: fishing, hunting, hiking, biking, climbing, boating, swimming and rafting User friendly, not too wild or undeveloped

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International Vacation Traveler

International visitation to Grand Junction continues to increase through the efforts of the GJVCB and local lodging properties, who actively promote the destination through attendance at travel trade shows and participation in familiarization tours for tour operators and the media. International visitors to the Visitor Center represented 50 different countries.

Profile

Families and individuals, 25-54, middle income, on business or visiting friends/relatives. Senior Citizens, 55 years of age and older.

Generally on extended 10 days to three week vacation to multiple destinations.

International Visitors Seek Out:

National Parks and Monuments Beautiful scenery

Unique culture and different ways of life Well planned tour itineraries

International Visitors Are Primarily From:

Germany United Kingdom Canada

Seasonality

Summer: May through October (Touring) Winter: December through March (Skiing)

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Meetings and Convention Traveler

The Group Sales Department focuses on attracting the meetings and convention traveler who reflects the following profile of market segments:

Profile:

SMERF (Social, Military, Educational, Religious and Fraternal) CORP (Corporate)

GOVT (Government) ASSOC (Association) SPORTS

INCENTIVE

TOUR (Tour and Travel to include both domestic and international groups)

Meetings and Convention Groups Seek Out:

Convenient Location/Access Attractive incentive/prices Options for meeting events

Meetings and Convention Groups are Primarily From:

Meetings and Convention groups are primarily from Colorado, with a few from Utah and other western or mid-west states.

Meetings and Conventions Group Competition:

Other Colorado cities and resorts Regional states

Meetings and Convention Group Lead-time:

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The Group Tour Traveler

The Group Sales Department also focuses on attracting the domestic or international group tour traveler who traveled by motorcoach or van.

Profile:

40 years of age or older

Generally on tour that lasts an average of 6.3 nights

Group Tour Traveler Seek Out:

Scenic Touring National Parks Soft Adventure Culture and history Shopping

Group Tour Travelers are primarily from:

All over the United States and Canada Europe

Group Tour Traveler Competition:

Other Colorado cities and resorts Utah and other regional states

Group Market Lead Time:

Six months to two years

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2005 Objectives Overview

1. Continue the branding established with the “Colorado’s Wine Country” creative campaign, expanding campaign elements to demonstrate the diversity of activities that the area offers, as well as unique specials and packages.

2. Launch new web site in 2005 with a Customer Relationship Management (CRM) system and utilize and leverage all data base data to further market and leverage the Grand Junction product.

3. Continue to track the GJVCB’s historic statistical measures.

4. Continue to gather research via local focus sessions, an ADR/Occupancy Study, and an Overnight Visitor Study. Complete and distribute information on the results of the 2004 Impact of Tourism on

the Grand Valley Economy study, conducted by Dr. Tucker Hart Adams.

5. Implement a cohesive advertising and public relations plan that will result in 10,000 brochures fulfilled, 4,600 telephone inquiries and 110,000 web site visits.

6. Continue to enhance Visitor Center exhibits to target the various leisure market segments according to interest and time, provide greater information to visitors on areas of special interest in the Grand Valley, and build greater strategic partnerships with targeted local community businesses and attractions.

7. Assist 23,000 visitors at the Visitor Center.

8. Generate 107 group sales leads and maintaining a 40 percent booked business conversion rate.

9. Achieve an economic impact of $4,039,913.60 through confirmed, booked group business and additional income.

10. Provide services to 140 meetings and convention groups.

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2005 Leisure Vacation Traveler Marketing Objectives, Strategies and Tactics

Objectives

1. Increase in-state destination advertising, event promotion advertising with a goal of increasing traditional and Internet response to the GJVCB in 2005.

2. Promote Grand Junction on the Internet and attract at least 110,000 primary users in 2005.

3. Continue to create awareness of Grand Junction as a leisure and group and tour destination to Travel Agents.

4. Execute research studies to better identify market trends, occupancy and rate levels demographic data. 5. Complete the Overnight Visitor Study to measure increases in length of stay, participation in Wine

Country activities and comprehensive demographic information.

Strategy

1. Continue to focus media buys predominately in-state, while utilizing the efforts of the Colorado Tourism Office to drive national inquiries.

2. Target today’s impromptu traveler through radio, billboards, and Denver and Colorado Springs newspaper travel sections.

3. Increase broadcast exposure and frequency to the Denver and Colorado Springs in-state markets. 4. Dedicate additional resources to public relations efforts to achieve more recognition of Grand Junction in

primary in-state, regional and national markets.

5. Develop and implement a strategic Internet plan to promote Grand Junction on-line, including a roll out of the new site and key promotions in 2005.

6. Increase visitation levels in off and shoulder seasons through new targeted efforts on the Western Slope and Eastern Utah.

7. Continue to monitor and track web site results to develop future strategies and promotions to provide a better user experience and encourage repeat visitation.

8. Complete the OVS study to measure increases in length of stay and participation in Wine Country activities and events.

9. Target Front Range travel agents through direct sales and consumer trade shows, as well as communication efforts.

Tactics

1. Maintain broadcast advertising in Denver and Colorado Springs, utilizing radio and billboard to promote Grand Junction as “Colorado’s Wine Country.”

2. Distribute 100,000 Visitor Guides throughout Colorado at Colorado State Welcome Centers, visitor information centers, area attractions and hotels, as well as in response to advertising inquiries. 3. Promote the GJVCB’s Web site address by including the URL on all ads and collateral and informing

travel writers through targeted press releases.

4. Implement an Overnight Visitor Study to determine demographic data and length of stay.

5. Reconfigure existing email data base through CRM (Customer Relationship Management) to better determine future target markets and customer needs.

6. Continue to expand the link possibilities to the GJVCB web site to increase the number of qualified visits. 7. Use the Colorado Official State Vacation Guide to impact national markets for Grand Junction.

8. Use the Colorado/Utah AAA Tourbook and Encompass magazine to attract AAA visitors.

9. Track all travel directory and newspaper advertising by monitoring traffic to the Web site pages and via the 1-800 number.

10. Continue holiday package advertising that promotes staying in Grand Junction and shopping for the pre- Christmas time period. Continue niche promotions and packages to include special themes of golf, wine touring and outdoor adventure. Maximize public relations efforts in promoting the packages.

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11. Develop other package promotions to target Wine Country Tours, via lodging specials/packages, golf, biking and theatre events.

12. Continue the Average Daily Rate/Occupancy Study through 2005.

13. Continue to work with regional and national travel writers to develop story ideas that best represent the

touring market’s interest.

14. Print the color version of the Visitor Guide map for use by the visitor centers, lodging properties, retail shops and restaurants to direct tourists around Grand Junction.

15. Continue billboard advertising on along the Denver and Colorado Springs corridor to the 2005 media mix. 16. Maximize the relationship with the Colorado Wine Industry Development Board and the Grand Valley

Winery Association to include additional co-operative advertising and event efforts.

17. Strengthen strategic partnership with Front Range AAA offices through a special package promotion advertising and presentations.

18. Attend one travel agent tradeshow in the Denver area and one in Phoenix.

19. Explore cooperative marketing opportunities with AMTRAK to selected travel agents.

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2005 Group Meetings & Conventions Marketing Objectives, Strategies and Tactics

Objective

Promote Grand Junction as a meetings destination by targeting state, regional and national groups.

Strategy

1. Use a combination of telemarketing and mailings to make “direct contacts” with meeting planners, primarily in Colorado and the Rocky Mountain region.

2. Maintain membership in selected organizations related to meetings and conventions.

3. Attend and participate in tradeshows and sales missions to increase the awareness of Grand Junction as a meetings destination.

4. Continue to promote Grand Junction on the Internet by updating content and responding to inquiries made through the GJVCB site.

5. Advertise in selected publications to reach target markets.

Tactics

1. Continue the increased emphasis on telemarketing prospective clients in the GJVCB database who have asked for information on Grand Junction with the goal of influencing them to allow the GJVCB to do a room rate survey of lodging properties.

2. Attend 5 to 6 state and regional tradeshows targeting meeting planners with the goal of making over 200 trade contacts. Local lodging properties will be invited to attend with the GJVCB when possible.

3. Attend six monthly luncheons of various meetings oriented associations such as Destination Colorado, Colorado Society of Association Executives, Society of Government Meeting Planners, Meeting Planners International, and the Professional Conference Management Association with the goal of increasing awareness about Grand Junction as a meetings destination and making three to six sales calls per outing to qualified meeting planners in addition to the luncheon.

4. Continue to identify businesses that have offices in both Salt Lake City and Denver to develop a list of contacts for potential meetings business.

5. Continue to explore additional affinity groups, i.e. pilots associations, biking clubs, equestrian groups and religious groups.

6. Continue to promote partnerships between the local lodging properties and Two Rivers Convention Center.

7. Continue to work with lodging properties with meeting facilities and Two Rivers Convention Center to target larger groups who will use the Convention Center and multi-lodging properties.

8. Coordinate Meeting Planner site visits with local lodging properties with the goal of obtaining 5 to 10 qualified meeting planners throughout 2005.

9. Coordinate pre-mailers to all meetings tradeshows that will provide a list of attendees before the show to stimulate booth traffic.

10. Coordinate a meeting planner direct mail campaign to the GJVCB data base utilizing a pre and post phone survey to measure the recipients’ increase in awareness and interest in using Grand Junction as a meetings or convention destination.

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11. Coordinate redesign artwork for Destination Planner, Presentation Folder and Meeting Planner Folder.

12. Continue to update the Group section of the Web site as needed.

13. Advertise in selected meeting planner magazines such as Successful Meetings, Colorado Society of Association Executives, Society of Government Meeting Planners, Professional Conference Management Association and the Denver Metro Convention and Visitors Bureau Planner.

14. Obtain free listings and editorial in major meetings publications, directories and web sites.

15. Coordinate “thank you” reception for valley residents who have brought meetings and convention business or who may have the potential to bring future groups into Grand Junction.

16. Continue to hold quarterly coffees with local lodging properties to enhance open-ended communication on how we can more effectively work together.

17. Continue to track the mix of group business to local lodging properties to record trends.

18. Mail out the newly designed 2005 Grand Junction Official Visitors Guide to all meeting clients in the GJVCB database.

19. Streamline the number of group records in the VCB database throughout 2005.

20. Implement the ability to e-mail sales leads to lodging properties.

21. Send two e-mail messages to selected meeting planners to encourage site inspections.

22. Investigate the opportunity to hire a contract sales person to telemarket potential group leads.

23. Produce CD Rom of Destination Planner.

24. Develop public relations strategies for obtaining print coverage in meeting publications.

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2005 Group Tour & Travel Marketing Objectives, Strategies and Tactics

Objective

Increase the image and awareness of Grand Junction as an integral gateway to Colorado’s Wine Country, Colorado’s and Utah’s Canyonlands, and National Parks to domestic and international travel agents.

Strategy

1. Use a combination of telemarketing and mailings to make “direct contacts” to tour operators. 2. Maintain membership in selected organizations related to tour and travel.

3. Attend and participate in tradeshows and sales missions to increase the awareness of Grand Junction as a tour destination – bringing Grand Junction to them.

4. Continue to promote Grand Junction on the Internet by updating content and responding to inquiries made through the GJVCB site.

Tactics

1. Attend three national and international tradeshows with the goal of making over 200 trade contacts. 2. Attend tradeshow that targets Receptive Tour Operators.

3. Retain memberships in National Tour Association, Travel Industry Association, Tour Colorado, and Grand Circle Association.

4. Coordinate two to four domestic and international familiarization tours with Colorado Tourism Organization (emphasis on the UK, and German markets), Tour Colorado and the Grand Circle Association with the goal of obtaining two to four new tour programs.

5. Continue to strengthen strategic packaging partnership with AMTRAK and AMTRAK wholesalers. 6. Coordinate a direct mail postcard to targeted tour operators.

7. Mail out the 2005 Visitor Guide to all tour and travel contacts in database.

8. Place ads in the CrossSphere (formerly NTA) Courier Magazine and the German Reiseplanner coordinated by the CTO.

9. Develop two e-mails that will target primary international contacts to encourage new product development and appointments at Pow Wow and Go West.

10. Advertise in the Denver Metro CVB Planner.

11. Develop PR strategies for obtaining media in tour and travel publications.

12. Obtain free listings and editorial in major tour publications, directories and Web sites.

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2005 GJVCB TRADESHOW SCHEDULE

Meetings and Conventions

Destination Colorado December 2005 Denver, CO

This show is for meeting planners on the Front Range. This year’s attendance included over 200 meeting planners. Tourism partners must be a member to attend this show; however the leads are available through the GJVCB.

Meetings Industry Council March 2005 Denver, CO

This is the fourth annual show that targets meeting planners and corporate travel planners from several Denver

associations such as CSAE (Colorado Society of Association Executives), PCMA (Professional Convention Management Association), RMBTA (Rocky Mountain Business Travel Association) and MPI (Meeting Professionals International).

CSAE Annual Conference May 2005 Fort Collins, CO

CSAE (Colorado Society of Association Executives) holds an annual conference for its membership, which includes association executives and suppliers. Because association business is strongly influenced through relationships, increased efforts will be made to grow this market through more active participation at monthly CSAE meetings and this annual conference

Society of Government Meeting Planners May 2005 Sacramento, CA

The Annual Conference will be held in Denver in 2006 and will include over 1,000 government meeting planners. The GJVCB will attend with Denver and other Colorado destinations to promote the 2006 conference.

Society of Government Mtg. Planners October 2005 Undecided

This is an annual educational conference for the entire membership. 2002 was held in Keystone and a host site for 2003 has not been selected. Tourism partners must be a member to attend this show.

Leisure

Golf Expo consumer Show February 2005 Denver, Colorado

The GJVCB will participate in the Golf Expo with local lodging properties who have golf packages, providing an opportunity to reach 2,500-5,000 special interest travelers from the Denver area.

Domestic Tour and Travel

CrossSphere (formerly NTA) November 2005 Detroit, Michigan

This will be the 15h that the GJVCB has attended. CrossSphere is the largest packaged travel association in the world. The GJVCB traditionally has over 70 scheduled appointments with tour operators at this show.

Crusin’ in the Desert January 2005 Phoenix, AZ

This new tradeshow is for both travel agents and consumers. The VCB will primarily be promoting Powderhorn ski packages to this potential new market.

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International Tour and Travel

Receptive Operator Summit January 2005 Los Angeles, CA

This is the second year that the VCB will attend this tradeshow that targets both domestic and international receptive tour operators, who work with tour operators to develop tour programs. There will be an opportunity to meet with over 30 receptive tour operators.

Go West Summit February 2005 Phoenix, AZ

This international symposium provides an affordable opportunity to have pre-scheduled appointments with Asian, European and Latin tour operators and U.S. tour operators and receptive operators. The GJVCB has attended this show for 11 years and has met with 30 to 40 trade contacts each year. Grand Junction hosted this important event in 2001. Membership is not required to attend this trade show.

POW WOW May 2005 New York, New York

This will be the 14th year that Grand Junction has attended Pow Wow, the largest international travel trade show in North America. Each year the GJVCB and partners have made over 70 trade contacts with international operators who book individual and group business as well as receptive operators who work with international tour operators in developing American tour programs. The GJVCB and attending partners have continued to see a trackable increase in international business related to this show.

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2005 Convention Services Marketing Objectives, Strategies and Tactics

Convention Services provided by the GJVCB work to ensure that a group’s event is successful. In addition, this level of customer service is provided with the goal of increasing transactions and referrals to local businesses.

Objective

1. Provide a full service convention services department to assist groups which will increase economic impact to the City.

Strategy

1. Annually review services provided in past years and in 2005 determine which services to eliminate, expand, or add.

2. Continue to develop a relationship with hotel sales departments to ensure referral to the GJVCB of business they cannot accommodate.

3. Continue providing training for hospitality volunteers and registration personnel. 4. Send out restaurant alerts when area business will be impacted by large events.

5. Continue to develop and use thank you letters and evaluation forms to groups that have utilized servicing to encourage future business.

6. Conduct an annual recognition (event or gift) for local people who have brought meetings or conventions to Grand Junction.

7. Enhance the use of technology in advising potential groups of the GJVCB provided services. 8. Assist meeting planners to increase attendance at their conferences using GJVCB services.

9. Educate first-time or volunteer meeting/event planners on how to do better meetings/events and draw larger attendance.

10. Assist 140 booked meetings, conventions and event clients.

Tactics

1. Benchmark five comparable CVB’s to compare services and review the Idea Fair at Destination Marketing Association to consider new programs the GJVCB could adopt.

2. Continue to develop relationship with hotel sales departments to ensure referral through direct contact with hotel sales staff.

3. Hold annual training for GJVCB’s volunteers and one-on-one training as necessary.

4. Based on the 2003 restaurant survey, provide participating restaurants and law enforcement agencies with alerts as needed when a large group may impact business and area traffic.

5. Do five verbal interviews with meeting planners.

6. Continue the acknowledgement program for locals who brought in business. 7. Expand information on the GJVCB’s meetings & group website.

8. Continue focus on working with and promoting cultural activities for meetings. 9. Continue Grand Junction Loves Company program.

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2005 Visitor Center Marketing Objectives, Strategies and Tactics

In 2004, the Grand Junction Visitor Center assisted over 24,000 individuals needing directions, lodging, and attraction information. New exhibits to expand the visitor’s total experience when visiting Grand Junction were installed.

The Visitor Center is open seven days a week and is staffed by 76 volunteers who worked over 10,000 hours during 2004. Using the value formula of $8 per hour, the Visitor Center received $80,000 of services in 2004. The optimum goal is seventy-five volunteers to ensure effective servicing to the city residents and traveling public. There was no attrition in 2004 between new hires and retirees. The Visitor Center staff recruits, trains, and schedules the volunteers; stocks informational brochures; and manages the retail sales. Achieving and maintaining the optimum staffing level is critical to the successful operation of the Visitor Center.

2004 Strategies Report:

1. The exhibit updates were continued.

2. Volunteer staffing levels have been maintained at the desired level.

Objectives

1. Provide information services to visitors which will hopefully result in an increased length of stay and expenditures while in Grand Junction.

Strategies

1. Continue to develop awareness of the Visitor Center as a resource for the community, increasing referrals from hotels, attractions, and area businesses.

2. Update, remove, and add exhibits and displays so they reflect the marketing themes “Colorado Wine Country” and “A Landscape of Adventure.”

3. Maintain volunteer staffing at a level that effectively serves visitors at the Center by retaining trained volunteers while recruiting new members.

Tactics

1. Continue educational tours and training to increase the volunteers’ knowledge and ability to extend visitor’s length of stay.

2. Maintain same hours and days of operation for the Visitor Center.

3. Keep exhibits and area information up to date to pique traveler’s interest in staying another day or spending more time and dollars in the area.

4. Continue working with RSVP to maintain a volunteer station.

5. Take advantage of the volunteer opportunities website lists, such as DOVIA and Mesa State, to recruit new volunteers.

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2005 Public Relations & Promotions Marketing Objectives, Strategies and Tactics

Public Relations Objective

1. Continue to create awareness of the GJVCB with media outlets and local community.

Strategies

1. Continue to develop positive working relationships with local regional and industry media outlets. 2. Serve as a reliable and credible source for accurate and up-to-date tour/travel news.

3. Identify and publicize newsworthy GJVCB events and activities throughout the year.

4. Maintain and develop a targeted list of key travel writers who have previously written about Grand Junction or may have a future interest.

5. Educate the community about the GJVCB’s impact and role in the community.

Tactics

1. Meet fact-to-face with local and regional news directors, writers and other reporters throughout the year to maintain positive working relationships.

2. Maintain up-to-date, accurate press room information on the GJVCB website and in the GJVCB media kit.

3. Write and distribute news releases, media alerts or pitch various story ideas identified as newsworthy.

4. Conduct media familiarization tours as needed throughout the year.

Promotions Objective

1. To enhance and expand awareness of the GJVCB with the leisure travel market and wine enthusiast.

Strategies

1. Participate in key Denver and regional events that are widely attended by the leisure traveler and enthusiasts.

2. Continue to execute prove lodging/web site promotions.

3. Develop new promotions to increase visitation during shoulder seasons.

Tactics

Produce and/or attend the following promotions and special events in 2005: 1. January-March: Powderhorn Ski promotion on website

2. February: Denver Golf Expo, Wine Train Promotion 3. April: Wine Train Promotion

4. May: Golf FAM and Golf Promotion 5. June: Lafayette Wine Festival

6. June: Cherry Promotion with Front Range TV stations 7. July: Back to School Promo

8. July: Peach Promotion with Front Range television 9. August: Peach Lodging Promotion

10. October: Wine Train Promotion

11. November/Dec: Holiday Shopping Promotion

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2005 Community Relations Marketing Objectives Strategies and Tactics

Community Relations Objective

1. To educate residents of the Grand Valley regarding the importance of tourism and the efforts of the GJVCB to proactively market Grand Junction and the GJVCB.

Strategies

1. Educate community about the GJVCB’s role, accomplishments and impact on the community and key stakeholders and businesses.

2. Seek our public speaking opportunities to communicate GJVCB activities and educate key public audiences about the GJVCB.

Tactics

1. Continue to write and distribute Fast Facts newsletter on a monthly basis.

2. Attend meetings or request speaking engagements for board members and GJVCB staff to present GJVCB goals and marketing objectives to the following organizations:

9 Downtown Development Association (DDA) 9 Downtown Association (DTA)

9 Grand Junction Lions Club 9 Palisade Lions Club 9 Fruita Lions Club

9 Grand Junction Rotary Clubs

9 Grand Junction Public Information Officer Professional Association 9 Local Chambers of Commerce

9 And other key opportunities as they arise

3. Develop and distribute public relations communications for National Tourism Week.

###

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2005 ADVERTISING PLAN

PRINT MEDIA

National Market 2004 2005 4-color Magazines & Newspaper

AAA Tourbook $8,326.50 $8,500.00 2005 Issue (Available April 2006)

1/2 page, 4-color Circulation: 900,000

Colorado Official State Vacation Guide $17,110.00 $17,000.00 2006 Issue (Available February 2006)

Full page, 4-color Circulation: 600,000

50 word listing in guide & on-line with a link & photo $400.00 $400.00

Grand Circle Travel Planner $3,000.00 $2,800.00 2005 Guide (Available Nov 2005)

Trailer Life $1,850.00 $1,850.00 2005 Annual Guide

1/5 page square, b&w Circulation: 300,000

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(PRINT MEDIA Continued…)

Colorado In-State Market 2004 2005

4-color Magazines & Newspaper

Regional Newspapers $23,300.00 $18,100.00  3 col. x 5” & 3 col x 7” b&w ads

 Ads to run in Eagle & Pitkin Counties

Denver Newspaper $20,000.00 $30,000.00 1 col x 2” or 2 col x 2” b&w

Sunday circulation: 790,000 Sunday Travel

 Sunday Style Section  Summer Escapes

AAA Encompass (Colorado)

March/April, May/June, Sept/Oct 2005 $6,489.75 $8,806.00 1/3 page, 4-color

Circulation: 288,000/insertion

Colorado Avid Golfer $4,990.00 $5,500.00 May 2005, August 2005  1/2 page, 4-color  Circulation: 40,000/insertion Tour Colorado $500.00 $500.00 2005 Annual Guide  1/2 page, 4-color Gourmet $9,000.00 $9,000.00 May 2005

Full page, single leaf insert, 4-color  Circulation: 16,000 (Regional – CO only)

Colorado Resieplaner (International Publication) $0.00 $1,350.00 2005 Issue 1/6 page, 4-color Circulation: 80,000 Travel Host $0.00 *$00.00 April 2005 - December 2005 3.5” x 2.5”, 4 color

* Come out of VCB budget

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(PRINT MEDIA Continued…)

Meetings & Conventions 2004 2005 DMCVB (Destination Planning Guide) $3,280.15 $2,800.00 Available December 2005

Successful Meetings $8,500.00 $9,500.00 Feb/May 2005 (Colorado Supplement)

UK Daily Telegraph $0.00 $0.00 March 2005

30 words of copy and 4 color slide Circulation: 1.4 million

* To come form Misc. budget

Courier $0.00 $2,500.00 March 2005

Full page 4C Circulation: 6,000 Billed in 2003

CSAE (Colorado Society of Association Executives) $1,671.00 $1,114.00 April, May, June, July, Aug & Sept 2005 Co-op

1/2 page b&w

PCMA (Professional Convention Management Association) $800.00 $1,000.00 Spring, Summer & Fall 2005 Newsletters Co-op

1/2 page, 4C

Circulation: 275 newsletters printed per season

SGMP (Society of Government Meeting Professionals) $350.00 $500.00 May/June, July/Aug, Sept/Oct & Nov/Dec ’05 Newsletters Co-op

1/2 page, b&w

Circulation: 150 newsletters printed bi-monthly

Total Meetings & Conventions: $14,601.15 $17,414.00 TOTAL PRINT MEDIA

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Outdoor 2004 2005 Billboards $13,325.00 $30,000.00 April -September 2005 Denver Metro Colorado Springs Total Outdoor $30,000.00 $30,000.00 Broadcast Radio $7,182.10 $11,000.00 Nov-Dec 2005

The following stations will be used: KFMU/KIDN- Steamboat

KOAL/KARB- Price/Eastern Utah KKCH/KSPN-Aspen

KVEL/KLCY- Vernal

Front-Range Radio $12,450.00 $30,000 CD 104.3

The Wine Experience :60 second spot

Total Broadcast $20,632.10 $41,000.00 Media (Print, Outdoor & Broadcast) Total: $174,000.00 $192,220.00

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2004 2005 Collateral

Adventure Guide (printing only) $1,500.00 $1,500.00 Rip & Read (Town of GJ map) $1,500.00 $1,500.00 2005 Rack Card $9,500.00 $9,500.00 Meeting Planner Brochure $15,000.00 $0.00 Meeting Planner Direct Mail $15,000.00 $0.00

Total Collateral: $27,500.00 $12,500.00 Research ADR/Occupancy Study $5,000.00 $5,000.00 *Focus Session $0.00 $0.00 Intercept Study $10,000.00 $0.00 OVS $0.00 *$6,000.00 *$6,000 pre-billed in 2004 Total Research: $15,000.00 $11,000.00 Photography $5,000.00 $5,000.00 Radio Production $0.00 $0.00 Internet New media $0.00 $0.00

Annual Server Costs $2,500.00 $2,500.00 Database Management $2,200.00 $2,200.00 Web site enhancements $25,000.00 $26,000.00 Ongoing Maintenance, Marketing & Updates $7,200.00 $7,200.00 Total Internet: $36,900.00 $37,900.00

Agency Production & Fees $47,000.00 $47,000.00 Campaign development and development of print,

outdoor and broadcast ads.

Creative Concept & Development $5,000.00 $5,000.00 Agency Retainer $39,600.00 $39,600.00 Includes day to day management of the

account to include all administrative functions, budget adherence, media research, planning and implementation; marketing sessions and attendance at monthly meetings.

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Summary Recap 2003 2004 Media $183,073.80 $192,220.00 Collateral $20,000.00 $12,500.00 *Research $15,000.00 $11,000.00 Photography $13,000.00 $5,000.00 Radio Production $0.00 $0.00 Internet $40,490.00 $37,900.00 Agency Production & Fees $43,840.00 $47,000.00 Creative Concept & Development $5,000.00 $5,000.00

Agency Retainer $39,600.00 $39,600.00 Public Relations $15,000.00 $25,000.00

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2005 Budget

Grand Junction Visitor & Convention Bureau

Operating Supplies 2,775 Copy Machine Supplies 150 Copier/lease cost 3,600 Postage 26,020 Gen'l Maintenance & Repairs 4,000 Building Maintenance 12,000 Publications 725 Printing 7,950 Marketing 53,825 Telephone 19,020 Water 2,285 Trash 685 Sewer 325 Local Mileage 475 Business Travel 43,440 Dues 10,370 Training 13,300 Financial Audit 450 Janitorial 1,550 Temporary Clerical 500 Contract Services 378,000 Civic Participation 1,150 Special Events Event Funding 25,000 Supplemental Marketing 54,806 Special Programs 15,000 Data Processing 39,727 General Liability Insurance 723 Admin Fee (Interfund Service Chg) 41,100 Stores Overhead 1,322 Vehicle Fuel-City 509 Equipment Rental-City 3,545 Other Operating Equip./Exhibits 5,000 Visitor Guide 37,000 Photography 4,000 Summer Promotions 750 Fams 11,700 Convention Servicing 5,600 Printing/Folders, Destination Planner 5,000 POW WOW 1,700 Cost of Goods 1,970 Operating Supplies 6,224 Utilities-Gas 1,700 Electricity 5,300 Sales Tax State 147 Sales Tax City 83 Bank Service Charges (cc fees) 450

2005 MARKETING PLAN JANUARY 2005

2005

MARKETING

PLAN

TABLE OF CONTENTS

BOARD OF DIRECTORS

2005

Marketing

Plan

2003 – 2005 Goal Review

2005 ADVERTISING PLAN

2005 Budget

2005 Revenue

60%

39%

1%

Lodging Tax

Vendors Fee

Other

2005 Budget Allocation

8%

56%

36%

Administration

Marketing

Personnel