DOWNTOWN DUBLIN STRATEGIC ALLIANCEdublinohiousa.gov/dev/dev/wp-content/uploads/2017/01/... ·...

Project headed by: Dublin Convention & Visitors Bureau

M A R K E T I N G P L A N

DOWNTOWN DUBLIN

STRATEGIC ALLIANCE

GROWTH IS NEVER BY MERE CHANCE; IT IS THE RESULT OF FORCES WORKING TOGETHER.-James Cash Penney

January 3, 2017

SITUATIONAL ANALYSIS 4 Situational Analysis

6 Committed Partners

& Contributions

7 Strengths of the Destination

8 Threats

9 Opportunities Made Possible

by a Strategic Alliance

10 Main Objective

11 Metrics

CRITICAL SUCCESS FACTORS12 Critical Success Factors

14 Stakeholder Responses –

Goal 1: Real Collaboration

15 Stakeholder Responses –

Goal 2: Visitation

16 Goal 1: Real Collaboration

19 Goal 2: Visitation

STRATEGIC RECOMMENDATIONS22 2017 Marketing Plan

33 2017 Timeline

36 2018 Marketing Plan

41 2018-2019 Timeline

T A B L E O F C O N T E N T S

3

SITUATIONAL ANALYSIS

4

SITUATIONAL ANALYSIS

The Dublin Convention & Visitors Bureau is serving as a catalyst and

leader in creating a collaboration (Strategic Alliance) uniting Historic Dublin

and Bridge Park that will leverage marketing and sales efforts ensuring

future success for the entire area.

5

STRATEGIC ALLIANCE COMMITTED PARTNERS & CONTRIBUTIONS

S I T U A T I O N A L A N A L Y S I S

City of Dublin (COD):

Financial Partner; Programming; Outreach;

Event Coordination

Crawford Hoying (Bridge Park) (CH&BP):

Programming; Financial Partner; Outreach

Dublin Arts Council (DAC):

Programming; Outreach

Dublin Convention & Visitors Bureau (DCVB):

Facilitation and Oversight; Outreach; Financial Partner

Dublin Historical Society (DHS):

Historical Oversight

Historic Dublin Business Association (HDBA):

Programming; Financial Partner; Event Coordination;

Outreach

6

STRENGTHS OF THE DESTINATION

Historic Dublin:

Its architecture and charming character, rich history, walkability, and one-of-kind shops and restaurants

create a unique and popular destination for visitors and residents.

Bridge Park:

A new, urban, high density, pedestrian-friendly mixed-use development in a suburban community.

New residential, office, retail, restaurant, entertainment, meeting and lodging options for visitors and residents.

Riverside Park:

Located on both sides of the Scioto River, the park will serve as a signature recreational space for the

Dublin community, offering an iconic pedestrian bridge, public plazas, river access and natural paths.

The park will be programmed by the COD.


7

THREAT

Without collaboration and a shared vision to market and promote the area,

Historic Dublin and Bridge Park will compete for visitors and their dollars.

In a competition of this kind, the most effective marketing strategy, messaging,

brand, etc., will rise to the top – calling attention to only part of the story.

As a result, visitors stand to lose sight of the depth and breadth of the total

offering. They may hear about Historic Dublin and/or Bridge Park, but may not

understand the proximity of one to the other, or the richness of experiences

offered by the area.


8

OPPORTUNITIES MADE POSSIBLE BY A STRATEGIC ALLIANCE

By combining the strengths of six organizations and having an “all boats rise” mentality,

the group is better able to program, plan, and execute initiatives for Downtown Dublin*

that will ensure its success now and in the future. Additionally, your marketing reach is

amplified when you work together. Instead of a single “owned” audience, the group

now has the power to invite and share across audiences to help increase visitation.

*Downtown Dublin:

You will see Downtown Dublin used throughout this marketing plan.

We are using it as a general descriptor to define the new walkable

destination in Dublin, Ohio. The geographic area includes Bridge Park,

Historic Dublin and Riverside Park. In our interviews with Alliance

members, both CH and HDBA described this larger area as

“Downtown Dublin”.


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MAIN OBJECTIVE

Establish a Strategic Alliance between the City of Dublin, Bridge Park,

Dublin Arts Council, Dublin Convention & Visitors Bureau, Dublin Historical Society,

Historic Dublin Business Association and others to create and implement a cohesive

and strategic sales and marketing plan with the ultimate goal of attracting visitors

and economic impact to the area.

The Strategic Alliance will help create and approve a sales and marketing plan

by December 2016, with implementation beginning in January of 2017.


10

METRICS

– Visitation to Historic Dublin and Bridge Park (Downtown Dublin)

– Overnight stays to the AC Marriott, Dublin area hotels and the Conference Center

– Establishment and management of events and metrics,

TBD as part of Sales and Marketing Plan


11

STRATEGIC ALLIANCE CRITICAL SUCCESS FACTORS

12

STRATEGIC ALLIANCE CRITICAL SUCCESS FACTORS

Peebles Creative Group asked all Strategic Alliance partners to complete the

following sentence as part of our interview sessions:

“I will consider this Strategic Alliance a success when...”

Their answers demonstrate how much consensus already exists between

stakeholders. Overall, the answers are in pursuit of two goals:

– Real Collaboration; and

– Visitation

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GOAL 1: REAL COLLABORATION

C R I T I C A L S U C C E S S F A C T O R S

“When the CVB plays a promoting role and the

stakeholders play a programming role.”

“We continue to have all stakeholders involved and

see that they are happy.”

“Historic Dublin and Bridge Park are planning/working

together and keeping each other informed.”

“People are really staying engaged and in touch.”

“All stakeholders are meeting regularly.”

“Bridge Park and Historic Dublin are united

in programming and cross promotion of

creative activities.”

“Continued City of Dublin receptiveness to

preservation – one that allows the City to maintain

its historical charm and character.”

“It has the backing of City Council.”

“In the future, we are able to invite additional

stakeholders into the Alliance who can help with

the overall mission – Chamber of Commerce,

Public Library, Cameron Mitchell Group, Shaner

Hotel Management, etc.”

“There is a brief, memorable, repeatable, clearly

stated, uniformly-agreed-upon mission or statement

of outcomes.”

“When possible, Historic Dublin and Bridge Park

get equal mention and opportunity on the playing

field with the City and in marketing/PR/event efforts.”

“One area brand – agreement from all sides will

be necessary for success in this.”


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GOAL 2: VISITATION


“We have a sales and marketing plan with metrics

that begins in June 2017.”

“Increased visitation from locals.”

“One all-encompassing map or app with mention

of all opportunities.”

“At least one new annual event that is all-

encompassing and fills hotels – an event that

encourages guests to move around the area,

bridging both sides of the river.”


15


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Real collaboration between Alliance members can be achieved by first

building the right foundation – one that clearly defines a shared purpose,

identifies ongoing ways of communicating, and creates standards that define

participation and accountability.

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As a Strategic Alliance, we recommend you:

– Develop a mission statement.

– Define a regular meeting schedule.

– Define how information will be shared – select

and subscribe to a collaboration/project

management program like Basecamp or

Dropbox Business making it easy for stakeholders

to communicate with each other as a group, and

share approved information and artwork files

for cross-promotion.

– Create a participation and accountability

agreement between the stakeholders.

– Beginning in 2017, start cross promotion of

events, grand openings, and programs across

all stakeholder owned marketing platforms.

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GOAL 2: VISITATION

19

GOAL 2: VISITATION


Dublin’s expanding overnight, entertainment, retail and dining offerings

need increased visitation to be successful. The target audiences for

Downtown Dublin have been identified as...

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GOAL 2: VISITATION


1. OVERNIGHT VISITORS:

(up to 300 mile radius from Columbus)

– Adults visiting without children, Millennials 24 – 33

– Adults visiting without children, 45+

– Families, primary decision maker, females 28 – 44

Based on the DCVB’s visitors’ study, the following

additional information is known about current

Dublin, Ohio visitors.

– Geography: Coming primarily from Ohio,

Pennsylvania, West Virginia, Michigan, Indiana,

Kentucky

– Demographics: 73% female, 25 – 74

(majority 45 – 74)

– Why do they visit now? Events (Memorial, Irish

Festival); To see a Columbus attraction (Zoo, COSI);

To visit family and friends

– What do they like to do when they visit? Eat at

restaurants; Visit HD, shop, Irish pubs or stores;

Irish Festival, Zoo, museum, park, COSI, Memorial

Tournament; Outdoor activity; See art in public

places exhibit; Golf

– When do they visit? Summer – 44%; Winter 25%;

Fall 19% Spring 11%

2. LOCAL VISITORS (Central Ohio)

– Adults visiting without children, Millennials 24 – 33

– Adults visiting without children, 34+

– Families, primary decision maker, females 28 – 44

3. ADDITIONAL NICHE AUDIENCES

– Employees of Dublin Businesses

– Brides

– History Fans

– Art Fans

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2017 STRATEGIC RECOMMENDATIONS

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Given the budget reality as well as continued construction occurring throughout 2017,

we advise concentrating the 2017 budget on the following recommendations

to develop the infrastructure needed for launch and ongoing marketing efforts for

2018 and beyond.

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S T R A T E G I C R E C O M M E N D A T I O N S

1: COMMUNICATIONS AUDIT

All Strategic Alliance Members should review their own marketing and

communication channels to review when and where they can promote

Downtown Dublin. Each Alliance Member should share their found

opportunities at an upcoming Alliance Q1 2017 meeting for review.

During the audit, also determine if there is any current collateral that can

be combined for efficiencies.

ALL STRATEGIC ALLIANCE MEMBERS

In addition, all Strategic Alliance members should review their own

marketing and communication channels to see when and where they

can promote Downtown Dublin. Each Alliance member should share

their found opportunities at an upcoming Alliance Q1 2017 meeting

for approval.

Estimated Project Timeline and Budget Owner:

Timeline: Q1, 2017

Budget Owner: Audit to be completed in-house at each

Alliance member’s organization.

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2: BRANDING/CREATIVE CAMPAIGN

A creative campaign/branding that promotes Downtown Dublin as

a new destination should be developed in 2017. Before ad placements

and owned/earned media channels can be utilized in 2018, the area

must have a cohesive, focused and strategic brand for use in

placements. The campaign should position Downtown Dublin in a

way that resonates with overnight stay audiences, but can easily

be tailored for more local placements.

In addition, the messaging should address these key visitation

study takeaways:

– The top comment from non-visitors indicated a lack of knowledge

of things to do in Dublin as why they were unlikely to visit, but the

second highest response regarding what would change their minds

(after discounted hotels) was if there was better promotion of

offerings/activities.

– Only 15% of visitors/non-visitors polled on overall perceptions

described Dublin as a “Fun place to be,” with only 5% describing

Dublin as having “lots to do.”

The development of this creative should provide the

Strategic Alliance with:

– Key messaging and art (creative branding) for Downtown

Dublin adapted for print and digital advertising, radio and outdoor

– Video(s)

– Photography (aerial, architectural & lifestyle)


Timeline: Kickoff; Q1, 2017. Launch; Q2, 2018.

Budget Owner: TBD Alliance Members.

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3: EVENTS

Events are a key driver of visitation, bringing new customers to the

area who may not otherwise visit. Events allow additional exposure to

visitors and the opportunities available in Downtown Dublin which will

encourage repeat visitation in the future. Events can range in scale from

once a year to weekly.

We recommend that you:

– Select 1-2 Tier 1 signature event(s). This event will need all

stakeholder buy-in and the majority of the stakeholder’s

promotional and logistical resources.

– Select 3-4 Tier 2 annual events. These events will need fewer

resources and may only need specific stakeholder’s resources.

– Select 2-3 Tier 3 reoccurring events. These events will need fewer

resources and may only need specific stakeholder’s resources.

Once you choose events, begin planning stages with all applicable

stakeholders considering ownership and additional needed

infrastructure and resources.


Timeline: Q1, 2017


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4: INFRASTRUCTURE PLANNING

Given the construction status of Bridge Park and Riverside Park, COD

has the opportunity to plan for additional infrastructure to support new

signature events, wayfinding and area branding. The following

infrastructure ideas should be considered:

– Public Art: Meet with the DAC and COD to discuss any public

art elements central to potential signature events and the

commissioning of central iconic art piece for Downtown Dublin

(i.e., Chicago – Cloudscape, Pittsburgh – LOVE).

– Transportation: Meet with the COD and local hotels to discuss the

placement of a central “hotel shuttle-stop” in the area, central to

both sides of the river for hotels to offer a shuttle service to and

from at either regular intervals or upon visitor request. Once a

transportation system is defined for tourism, a future consideration

would be to use that same system to provide transportation from

large Dublin employers into Downtown Dublin on weekdays

from 11am – 2pm to encourage dining and shopping.

– Events: Meet with the COD and additional applicable stakeholders

to discuss support needs and ownership of signature events and

any additional Tier 2 & 3 events.

– Riverside Park: Meet with the COD to discuss Riverside Park

elements to coincide with signature events (vehicle access for

large event vendors, ice skating rink, planting of cherry blossoms,

Christmas tree, pavilion size/location, etc.)

– Wayfinding: Meet with COD and CH to discuss possible wayfinding

kiosks to be located in Bridge Park, Riverside Park and Historic Dublin.


Timeline: Q1 and Q2, 2017


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5: WEBSITE UPDATES

The DCVB website is a key source of information for visitors, the DCVB

should consider site updates in 2017 that will promote Downtown Dublin

in a prominent way. Here are a few initial suggestions:

a. Feature Downtown Dublin on the home page using the

new branding.

b. Create a subpage on the current DCVB website for

Downtown Dublin.

c. Create an additional comprehensive calendar of events on the

new Downtown Dublin page, or add all existing and new Downtown

Dublin events to the current DCVB website calendar, with the ability

to filter by area (i.e. Downtown Dublin). Calendar should be able to

feature Tier 1 signature events, and Tier 2 and 3 events, seasonally.

Upcoming events could also have a presence in the Visitors

Center(s) and on wayfinding kiosks. Alliance members should create

a system/process either in the back end of the DCVB website or via

the new project management platform to submit owned events for

approval and inclusion in the comprehensive calendar.

d. Create a new URL – VisitDublinOH.com and redirect

irishisanattitude.com to create a more recognizable and universal

URL for visitors and meeting planners alike.

e. Create an Interactive Digital Map. The map would include custom

markers to indicate the kind of business shown (dining, retail,

entertainment, event space, hotel) and would filter depending on

the guests’ search interest. Once the map is created, all Strategic

Alliance members should link to it from their respective websites.

f. Additionally, all stakeholders should review their own websites to

see how and where Downtown Dublin can be promoted on each

site with a call to action link that leads to the DCVB website,

calendar of events and/or the new interactive map.




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6: PUBLIC RELATIONS

Earned media is a great and credible tool for building awareness

about Downtown Dublin as a destination. The Strategic Alliance needs

to determine how public relations should be handled in 2017 and 2018.

Option One would be to have the DCVB, CH and COD work together

on a PR plan and use internal resources at all three stakeholders to

implement the plan throughout 2017 and 2018 with media contacts/

outlets. Option Two would be to hire a PR firm for the Strategic Alliance

to create and implement an earned media plan for 2017 and 2018 that

would help broaden the story to include both sides of the river and have

an emphasis on driving earned media outside of Columbus.




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7: COMPREHENSIVE AREA MAPS

The expansion of Downtown Dublin to include Bridge Park and

Riverside Park provides a larger walkable destination for residents and

visitors. Area maps should be created to communicate all opportunities.

The map should be applied to wayfinding kiosks, digital applications

and printed collateral.

– Wayfinding kiosks – determine the design and possible placement

of wayfinding kiosks in Bridge Park, Historic Dublin and Riverside

Park to help visitors see all opportunities.

– Interactive Digital Map: this may be a good use of the credit that

the DCVB has with Simpleview. The map would include custom

markers to indicate the kind of business shown (dining, retail,

entertainment, event space, hotel) and would filter depending on

the guests’ search interest. Once the map is created, all Alliance

members should link to it from their respective websites.

– Design a Walking Map for placement on DCVB/partner websites

for downloading/printing, in the Visitors Guide, and on the

Visitor Center wall.


Timeline: Q2, 2017


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8: DUBLIN VISITORS CENTER

The Dublin Visitors Center is a valuable first stop for visitors and locals.

We recommend you reevaluate the interior layout, content and purpose

of the Dublin Visitor Center in Historic Dublin now that Downtown Dublin

is growing into a larger walkable area. Additionally, we recommend

creating a Visitors Center/Space in the new Exchange at Bridge Park.

Considerations could include organizing the visual experience to

encourage visitors to seek out and enjoy Dublin opportunities first,

central Ohio second and Ohio third.




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9: PROMOTIONS

A variety of ongoing promotions or packaged experiences

create unique opportunities to encourage visitation to the area.

Packaged experiences could include:

– Additional Passports/Walkable experiences similar to the Fairy

Doors Trail, that encourage visitation throughout Downtown Dublin

based on the visitor’s interests (i.e., Burgers, Bites & Brews, Patio

Hop, Dublin’s Sweets Street, Historical Gems, or an Art Hop). Assign

a promotion/incentive for visiting all locations on a given passport.

– Park and Browse: If there is a fee for parking in BP garages,

create a program that offers free parking in the BP garages

with a validated parking stamp from specific, targeted businesses.

– Dublin Employee Promotions: Partner with the Chamber to reach

large local businesses with promotions for lunch or Happy Hour

specials at Downtown Dublin restaurants.

– Buckeye Game Day Package: encourage Buckeye football fans to

utilize Dublin as their home base on Game Day. The package could

include tickets to the game, an overnight stay in a Dublin hotel and

transportation to local bars and restaurants for tailgating before the

game, and a shuttle to and from the stadium, and back to their

Dublin hotel.

– Bridal promotions: Package or feature the various Dublin

businesses that serve brides. Ask Cameron Mitchell, AC Marriott,

White of Dublin, Our Cupcakery, and other local business who

offer wedding services to come together and create a wedding

“package” or promotion. For example, “book x hotel rooms for your

wedding and receive x discounts from the following businesses,

all located within a short distance of your big day!” or “Purchase

your wedding necessities from five of the following ten Dublin

wedding vendors and get your bridal suite, free!”


Timeline: Q4, 2017


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2017 TIMELINE

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2017 TIMELINE


QUARTER ONE (JANUARY – MARCH)

– Draft Alliance mission statement, meeting schedule, participation

& accountability agreement, bylaws

– Select information/asset sharing platform for the Alliance

– Kick off digital interactive map project with Simpleview

– DCVB begins communications audit, plus all other Alliance

members review their communication channels to determine

how and where they can promote Downtown Dublin in 2017 and

beyond. Report options in 1Q Alliance meeting

– Setup initial infrastructure meetings

• COD, HDBA, CH to discuss wayfinding tools and resources

• DAC (& COD) to discuss public art installations

– Select signature and secondary events to pursue

– Select firm and set initial meetings for area’s creative

campaign kickoff. Campaign development begins.

– Determine PR approach

(use internal resources or hire firm to craft plan)

– Campaign development begins

QUARTER TWO (APRIL – JUNE)

– Conduct additional infrastructure meetings

• COD to discuss signature event(s) and roles and ownership

• COD & local hotels to discuss transportation/shuttles

– 2018 Visitors Guide kick off meeting/planning

– Public Relations plan complete, begin execution

– Comprehensive map creation begins

(or in advance of 2018 Visitors Guide project deadline)

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2017 TIMELINE


QUARTER THREE (JULY – SEPTEMBER)

– Complete media buy planning for 2018 once events

and budgets are determined

– Celebrate and promote grand opening of Bridge Park & AC Marriott

– Begin Visitor Center re-evaluation for implementation in 2018

– Photography/Videography shoots – patios, views, riverfront,

shops, hotel, entertainment throughout Downtown Dublin

– Brand Campaign creative complete – awaiting photography

QUARTER FOUR (OCTOBER – DECEMBER)

– Develop “walkable” promotions with area partners to launch in

Spring 2018

– Additional Photography/Videography Shoots

winter, tree lighting, shops

– Actual photos dropped into campaign

– Videography tool(s) deadline

– Make additional website updates to DCVB site to promote

Downtown Dublin

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2018 MARKETING PLAN

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2018 MARKETING PLAN


The strategic recommendations for 2018 are in the draft/outline stage

and can be solidified in the spring of 2017 once construction timelines,

available assets and selected events are better established.

1. OWNED MEDIA LAUNCH

Launch new creative/brand campaign for Downtown Dublin in

stakeholder owned channels.

– Craft a Content Marketing Strategy/Calendar for 2018 and use

Alliance members’ websites, blogs, email marketing, newsletters

and social media to launch the new Downtown Dublin campaign in

February, continue developing and publishing content throughout

the year for brand awareness, upcoming events, openings and

promotions.

– Each stakeholder should also assess on-site signage opportunities

to promote the area, opportunities should be presented in the

Q1 Alliance meeting for approval.

– Each stakeholder should provide a link on their own website to the

interactive map of the area and Downtown Dublin page of the

DCVB site.

Estimated Projected Budget, Details and Owner:

TBD, minimal depending on signage opportunities available

with each stakeholder.

Budget Owner: All

DCVB Sales & Marketing Objective: 1, 5

DCVB Strategic Plan Initiative 1, 2, 3, 4

DCVB SALES & MARKETING PLAN KEY OBJECTIVES1. Build brand awareness of Dublin as a destination2. Generate qualified leads and room nights3. Establish the DCVB as an expert source of visitor information4. Effectively communicate the value and importance of the DCVB to key stakeholders5. Establish a cohesive and informed visitor destination

DCVB 2015 – 2018 STRATEGIC PLAN INITIATIVES 1. Relevancy: Position the DCVB as an economic development organization critical to the future success of Dublin2. Brand Marketing: Enrich and market Dublin’s Destination Brand3. Outdoor Product: Define and prioritize Dublin’s unique outdoor offerings4. The Dublin Experience: Grow an informed and enthusiastic tourism industry that enhances the Dublin visitor experience5. Sports Facilities: Investigate collaborative models to build athletic facilities6. Meetings Market: Identify business travel segments to pursue

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2018 MARKETING PLAN


2. EXISTING PAID ADVERTISING

We recommend using planned 2018 paid advertising budget and tactics

to run the Downtown Dublin campaign in lieu of a general Visit Dublin

campaign.

– The DCVB should use its 2018 leisure travel media placements

and budget to run the new Downtown Dublin campaign, and a

refreshed version including the Park/Bridge in 2019. We understand

that this version will need to message Downtown Dublin, key events

and/or major Columbus Attractions depending on the placement

and audience.

– Alliance partners who do paid advertising or collateral should

consider “tagging” their existing advertising insertions with the new

creative campaign messaging and/or happenings and events to

promote the Downtown Dublin experience. During the creative

development in 2017, a logo or banner for the area could be

created that is rooted in the campaign messaging and art, but is

modular enough to be used small by individual businesses on their

2018/19 advertising efforts.


Existing Advertising Budget

Budget Owner: All stakeholders who buy media

DCVB Sales & Marketing Objective: 1, 2, 5

2015-2018 Strategic Plan Initiative: 2, 4



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2018 MARKETING PLAN


3. NEW PAID ADVERTISING

Add additional paid advertising for Target Audience 2 and select niche

audiences. Actual insertions will be determined by 2018 Alliance budget.

Advertising placements may include:

– Local Radio, Pandora and/or Spotify

– Digital outdoor boards targeting key zip codes throughout

central Ohio

– Direct Mail to targeted zip codes with promotions/offers

– Digital Advertising, strategies could include:

IP address targeting of major Dublin business:

Cardinal Health (3600 employees); Nationwide (3400);

OhioHealth&DublinMethodistHospital(1600);

Fiserv (1000); CareWorks (865); Express Scripts (760);

OCLC(740);Ashland(700);TheWendy’sCompany(638)

Video/Pre-roll: YouTube, Pandora Video & others

Digital display ad retargeting from these URLs:

Dublinohiousa.gov

Irishisanattitude.com

Bridge-park.com

Dublinarts.org

Historicdublin.org

Display ads using geographic and demographic parameters

Local Paid Search

Columbus Underground, Dispatch.com

Social Media Paid ads - Facebook, Instagram ads

Snapchat geofence filter for events

Columbus bloggers

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2018 MARKETING PLAN


– Local Print, possible pubs: Dublin Life, Dublin Villager, Dublin

Chamber Guide (use your existing placement), 614 Magazine,

Columbus Monthly, Columbus CEO or Business First (ad would

cover meet, stay, play)

– Digital and print placements to focus on brides: Columbus Bride,

theknot.com


TBD in summer 2017 based on advertising rates,

available budget, and targeted events selected

Budget Owner: DCVB

DCVB Sales & Marketing Objective: 1, 2, 5

DCVB Strategic Plan Initiative: 2, 3, 4



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2018-2019 TIMELINE

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2018-2019 TIMELINE


2018:

LATE WINTER/EARLY SPRING

– Launch 2018 creative branding campaign

– Final planning for 2018 Signature Events

– Final planning 2018 Secondary Events

SPRING/SUMMER

– Run Downtown Dublin campaign as DCVB’s Summer campaign

– Additional “Spring” photograph shoot to complete

photography library

FALL

– Public Art installation/unveiling

– Additional media buy planning for 2019

WINTER

– Hold “soft opening” NYE Event, if selected

2019:

SPRING

– Plan 2019 Secondary Events

SUMMER

– Run updated Downtown Dublin campaign (includes bridge,

new offerings) as Summer campaign

FALL

– Bridge Grand Opening

– NYE Event ad placements, earned media, if selected

WINTER

– “Welcoming 2020 to Dublin” NYE signature event, if selected

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