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Packer Country Strategic Destination Plan20052007

Packer Country Visitor & Convention Bureau

(PCVCB)


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Plan Outline

Page

Introduction _________________________________________________ 1

Purpose, Benefits and Uses _____________________________________________ 1

Packer Country Visitor Destination Situation ______________________ 2

Past Accomplishments _________________________________________________ 2

Key Issues____________________________________________________________ 2

SWOT Analyses and Conclusions ________________________________________ 3

Main Challenges _______________________________________________________ 7

Critical Factors for Destination Success ___________________________________ 7

Packer Country VCB Purpose and Future Direction __________________ 8

Destination Vision _____________________________________________________ 8

Organization Vision ____________________________________________________ 8

Destination Positioning _________________________________________________ 9

Mission, Organization Philosophy and Customer Commitment _______________ 10

Strategic Goals _______________________________________________________ 11

Packer Country Strategic Destination Outlook ____________________ 12

Three-Year Strategic Initiatives__________________________________________ 12

Appendices_________________________________________________ 18

PCVCB Strategic Planning Participants and Planning Facilitator______________ 18

PCVCBOur Purpose and Future Directions______________________________ 20

PCVCBStrategic Planning Workshop Notes_____________________________ 21


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20052007 Strategic Destination Plan 1


Introduction

Purpose, Benefits and Uses

The following Packer Country Visitor & Convention Bureau (PCVCB) Strategic Destination Plan

has been prepared based on seven workshop sessions held on September 30 and October 25/26, 2004and January 5 and February 16, 2005 with the Board of Directors and Management Team. During

this time period, the Strategic Plan facilitator and/or Packer Country VCB President were also ableto conduct four public sessions on October 26, 2004, January 6 and 28 and February 16, 2005 with

over 50 participants to discuss various topics relevant to the current issues and future potential of

tourism in Packer Country. For acknowledgement purposes, Packer Country includes thecommunities in Greater Green Bay (Green Bay, Ashwaubenon, Howard, De Pere and Allouez),

Lakeshore (Algoma, Kewaunee, Mishicot and Two Rivers), and the Oneida Nation. The purpose of

the strategic plan was five-fold:

1. To gain a clear understanding of the visitor industry and its current situation in Packer Country

and opportunities for new development and marketing

2. To identify the critical issues and challenges relative to the destination and PCVCB

3. To determine the Packer Country destination vision and PCVCB vision, mission and long-termgoals

4. To specify the PCVCB strategic goal programming and assigned responsibilities

5. To acknowledge the critical factors in the success of the PCVCB and Packer Country tourism.

The Strategic Destination Plan is to be used as a directional and guideline document for the effective

leadership and marketing communications efforts of the Packer Country Visitor & ConventionBureau. Its intent is to provide a sharp focus and a clear and consistent direction for the PCVCB and

Packer Country tourism over the next three years.

Details on the components of the Strategic Destination Plan follow.


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Packer Country Visitor Destination Situation

Past Accomplishments

Based on meeting discussions and a review of past reports, the key accomplishments of the PCVCB

over the past five years were determined to be the following:

A regional tourism strategy and accompanying office was initiated in 2001 to expand the

marketing efforts of the Green Bay area and Lakeshore communities

In 2003 the VCB administrative office was moved with an expanded visitor information center

presence in the Brown County Arena

A co-leader in the development of new and expanded entertainment/sports venues and events

The introduction of a Preferred Partners program and a new VCB volunteer corps

The continued development of the VCB website with online packaging and event housingcapability

A stronger focus on citywide event sales, both meeting and sports and a higher community

relations profile.

Key Issues

Similarly, the current issues identified as affecting the tourism marketing and development of Packer

Country are as follows:

Concerted effort in the redevelopment of downtown Green Bay with riverfront access

Enhanced Packer Country brand interpretation and investment

Better integration of visitor entertainment districts/areas in the region

Redevelopment and future prospects of the Brown County Veterans Memorial Complex

Need for improved hospitality service delivery

Development of an expanded visitor information distribution system (welcome centers andsatellite offices/kiosks)

Identification of best special interest/niche marketing opportunities

Better industry marketing strategy regarding Packers schedule and publicity activities

Continued VCB Preferred Partners program development

Further industry collaboration and new partnership formation, especially at the State and

corporate levels.


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SWOT Analyses and Conclusions

To add specifics to these issues, SWOT (strengths-weaknesses-opportunities-threats) analyses were

conducted from a tourism perspective and covered commentary on product development (both

Greater Green Bay and Lakeshore), marketing (both to visitors and local audiences) and on the VCBorganization. These analyses follow with conclusions.

Visitor Product DevelopmentGreater Green Bay

Strengths(present advantages)

Year-round entertainment offerings (Lambeau Field,Resch Center, Weidner Center and Oneida Bingo andCasino)

Expanded Radisson Hotel and Convention Center

Recognition of Green Bay brand

Good variety of family attractions

Excellent sports facilities

Weaknesses(present disadvantages)

Internal competition among communities(e.g., Green Bay and Ashwaubenon)

Poor perception of downtown Green Bay

Insufficient quality lodging in downtown area

Inadequate internal accessibility

Outdated Brown County Arena

Opportunities(potential advantages)

New downtown Green Bay redevelopment proposal

Brown County Arena best use

KI Center product expansion

Lambeau Field .05 sales tax use after 2013 Ashwaubenon Pedestrian Walkway

Festival grounds for ethnic celebrations

Threats(potential disadvantages)

Lambeau Field Atrium competitive position

More parking in downtown Green Bay andstadium districts

Retail exodus from downtown Green Bay

Group business cannibalization amongdistricts/communities

Given the visitor product development SWOT analysis for Greater Green Bay above, it was

generally found:

1. Improve the product and traffic integration among communities/entertainment districts

2. Provide support to new visitor product development based on needs and financial viability

3. Need for a comprehensive capital investment funding strategy, including identified visitorproduct development (i.e., Brown County Veterans Memorial Complex)

4. More attention be given to downtown Green Bay redevelopment (waterfront and city corerealignment).


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Visitor Product DevelopmentLakeshore


Unique community character/marine culture

Community Main Street improvements

Proximity to Lake Michigan and related visitoractivities (e.g., charter fishing, diving, birding,etc.)

Improved museums in area


Communities spread over 40 miles

Absence of year-round attractions

Insufficient quality lodging

Lack of anchor events/attractions

Minimal customer service skills

Poor communications/interest among communities


Communities working better together

More tour development

Partnerships with adjacent counties/cities(Door and Manitowoc)

Winter events/festivals

Winter Park skiing/tubing


Animosity/pressure from Manitowoc visitorindustry/community

Lack of snowfall

Old age of attractions/visitor properties

Lack of interest in Packer Country efforts

Communities doing their own thing

No Lake Michigan beach reclamation program

Given the visitor product development SWOT analysis for the Lakeshore area above, it was

generally found:

1. Develop day and overnight hub and spoke tours

2. Improve the communications among communities and also with the VCB

3. Expand regional partnership arrangements with adjacent counties/cities

4. Need for less weather dependent attractions/events with related promotions.


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Visitor and Local Audience Marketing


Green Bay Packers international brand recognition

Excellent visitor attractions/facilities (Lambeau,

KI, Radisson and Resch) Stable VCB funding

VCB Preferred Partners program

VCB website development with online packaging

Community education programs (Be A Tourist,See For Yourself and Tourism Tuesday)


Insufficient marketing budget

Industry partners limited use of technology

Lack of public/partner understanding of VCBmission

Low level of Packer Country community/regionaltogetherness


Unified visitor information distribution system,including welcome center and signage

Further VCB website improvements

New marketing partnerships

Frontline industry training

Destination concierge services Sports market potential


New competition (e.g., Blue Harbor Resort,Appleton/Fox Cities Expo Hall and OshkoshConvention Center)

Continued VCB funding source

Little control of district and facility developmentfutures

Given the visitor and local audience marketing SWOT analysis above, it was generally found:

1. Continue the development of the Preferred Partners program with effective operating policies

2. Prepare and implement a visitor information distribution system strategy (welcome centers andsatellite offices/kiosks)

3. Heighten the Packer Country and VCB brand awareness

4. Need for a stronger relationship with Packer Country communities.


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Packer Country VCB


Professional staff core

New partnerships developed

Packer Country brand

$1.7 million budget


Low community profile (RTO versus VCBconfusion)

Non-optimal organizational structure


New administrative office/welcome centerlocation

Further development of Preferred Partnersprogram

Better visitor communications

Building local relationships

Expanded State Tourism programming

Stronger technology application


Long-term financial stability

Lakeshore communities partnership continuance

Brown County Arena implications

State room tax legislation changes

Given the VCB organization analysis above, it was generally found:

1. Further increase the visibility of the VCB through a stronger visitor information center presenceand an ongoing active community outreach program

2. Continue to reinforce the benefits and value of investing in the Preferred Partners program andPacker Country brand

3. Clarification of strategic direction and roles relative to event development and marketing.


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Main Challenges

Given the above SWOT analyses and related session commentary, it was generally understood that thetop challenges facing the PCVCB are as follows:

1. A more supportive attraction, event and tour development and marketing strategy

2. Development of an integrated regional visitor information distribution system (welcome centersand satellite offices/kiosks)

3. Enhanced investment in the Packer Country experience/brand platform

4. Higher VCB and visitor industry advocacy at the community level

5. Continued valued improvements to the Preferred Partners program

6. New partnership formations at the community and district levels with new visitor projectsidentified.

Critical Factors for Destination Success

The critical factors that need to be focused on for Packer Country tourism and PCVCB future success

were identified to be the following:

Packer Country Tourism

Better interpretation of the Packer Country brand

Focusing on year-round family entertainment experiences

Developing unique and integrated visitor communities/districts

Forming nontraditional/corporate partnerships

Stronger tie-in to the Packers tradition heightening overall awareness.

PCVCB

Implementing an agreed-to strategic destination plan

Ensuring research-based and accountable programming

Finding alternative funding sources

Having a creative and entrepreneurial professional staff.


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Packer Country VCB Purpose and Future Direction

Destination Vision

A visitor destination vision statement for Packer Country was prepared based on VCB Board,

management and public meeting discussions as follows:Packer Country, with its legendary professional football team and unique waterfront communities, has

become an accessible, year-round and family friendly visitor destination offering diverse entertainment areas

and attractions centered on sports and recreational travel, cultural heritage and arts, and special events.

Terminology Usage

Legendary professional football team andunique waterfront communities

Further renovated Lambeau Field

Expanded football events/training camp

Bay and river cities

Lake harbor towns

Downtown redevelopment

Water/marina access

Heritage preservation

Accessible and year-round

Impressionable gateways

Recognizable welcome and directional signage

Four seasons activity base

Family friendly

Affordable fun

Combined children and adult activities

Genuine hospitality and care

Diverse entertainment areas and attractions Themed and linked visitor

communities/districts

Variety of indoor and outdoor attractions and

events at quality venues

Emphasis on sports, cultural heritage and

meetings/conventions

Organization Vision

A vision for the PCVCB was prepared taking into account that it aspires to be an influentialorganization based on astute leadership and professional management as follows.

In 2009

The Packer Country Visitor & Convention Bureau is the recognized destination leader in the

development and marketing of the Packer Country brand.

Terminology Usage

Destination leader

Visionary, effectively directed and influential

Customer and industry centric Efficiently managed and appropriately funded

Development and marketing

Visitor product development

Visitor marketing, sales and servicingleading to incremental business

Community relations and advocacy

Brand

Differentiated regional/community positioning

Attractions focus Customized and personable offerings

High value for money


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Destination Positioning

The destination images of Packer Country were identified as such:

Clean and friendly place

Safe and secure towns/cities

Lake Michigan shore/beaches

Cheese

Brats and beer

Sports

Football and Brett Favre

Paper industry

Fishing and water sports

Shopping

Winter recreation/cold weather

Ports/harbors

Golfing.

Given the above images, the unique appeals for Packer Country and Green Bay were considered to be:

Packers football

Variety of family friendly recreation and entertainment

Small town charm

Big city amenities

Great Lakes beach.

A destination positioning statement for Packer Country was then composed as follows:

Packer Country, renown for its storied Green Bay Packers, has a distinct four seasons persona of

family friendly entertainment from Lakeshore beach vacations, sporting and gaming activities,

recreational travel outings, small town festivals to city cultural events and meetings.


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Mission, Organization Philosophy and Customer Commitment

A mission statement was redeveloped for the PCVCB and is presented below. This focused missionwill be accomplished through goals, strategies and programs that meet a majority of the filter tests

indicated.

The Packer Country Visitor & Convention Bureau is the regional destination marketing

organization committed to improving the visitor experience and increasing the economic impact of

tourism to its communities.

Mission Filter Tests

Increases economic impact through new visitor expenditures

Strengthens destination image

Enhances the visitor experience

Encourages partnership growth

Provides sufficient program returns given available resources.

The PCVCB performs its mission effectively by adhering to the following values and guiding

principles, and delivering on customer promises.

Professional

Accountable

Community-based

Partnership-oriented

Innovative

Dedicated

Effective

Credible

Partner Promise

We commit to recognizing our mutual needs and providing business opportunities and assistance wit

optimal returns.

Visitor Promise

We commit to welcoming visitors with accurate visitor information, personal travel planning advice

and promoting positive and customized memorable experiences within our region.


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Strategic Goals

In addition, six long-term goals were identified for the PCVCB to accomplish.

Visitor Marketing, Sales and Servicing

To identify, market, promote and service Packer Country as a visitor destination and thereby enhanceits imagery and awareness in all targeted markets.

Visitor Product Development

To be a supporter and facilitator of industry and infrastructure product for proper development of the

destination.

Community Relations

To communicate the benefits of tourism and the value of the Packer Country VCB to community

stakeholders.

Visitor Research and Planning

To undertake required visitor research and destination planning.

Visitor Partnerships

To develop allied partnerships in order to expand resource capabilities, expertise and funding.

Finance and Administration

To be a financially viable and accountable organization with a professional staff.


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Packer Country Strategic Destination Outlook

Three-Year Strategic Initiatives

The annual destination focus and three year priority initiatives for the PCVCB have been determined

as shown below. Responsibility for initiatives has also been assigned by VCB department and Board

(A: All Departments, B: VCB Board, O: Operations, M: Marketing, S: Sales and VS: VisitorServices), along with performance measures.

Timing ()Goal/Program

PriorityFocus

2005 2006 2007

Respon-sibility

Comple()

Visitor Marketing , Sales and Servici ngTo identify, market, promote and service PackerCountry as a visitor destination and thereby enhance itsimagery and awareness in all targeted markets. Website and database development

(# of unique users, user sessions and segmentedinquiries/accounts)

Site benchmark evaluation and updating M K Site hosting and maintenance M K Online packaging, housing and events M/S/VS K Integrated database system

1

O K Advertising and promotion

(# of inquiries and converted inquiries) Multimedia advertising campaign M K Public relations/media campaign M K New special interest/niche promotional

opportunities

2 M K

Publications and other collateral(# of collateral pieces distributed and collateralpiece requests) Leisure travel materials M/VS K Convention and sports facility materials M/S K Location distribution

3 VS K

Direct sales(# of meeting/sports event/exposition leads andrelated lodging bookings/room nights) Conventions/meetings (calls, blitzes,

tradeshows and memberships) S K Sports (as above) S K Other leisure travel (as above)

4

M/S K Destination servicing

(# of onsite VIC visitors and reservations/lodgingbookings) Visitor center operations VS K Online housing utilization and other services S K MVP volunteer coordination

5 S/VS K


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PriorityFocus

2005 2006 2007

Respon-sibility

Comple()

Packer Country brand communications(# of visitors and related spending) Preparation of destination

positioning/guidelines O K Tourism/community brand review

participation O/M K Destination brand refinement

6

O/M K Visitor Product DevelopmentTo be a supporter and facilitator of industry andinfrastructure product for proper development of thedestination.

Veterans Memorial Complex redevelopment(# of event days/attendees and related directspending) Best use/feasibility analysis and results B/O K

Opportunity/repositioning platform

1 B/O/M/S K

VIC/Welcome Center network development(# of visitor extended stays and events withmobile VIC) Center/info rack/kiosk inventory and needs

evaluation B/O/VS K Uniform identity program O/VS K Event mobile welcome center

2

O/VS K Regional signage and gateway entrances

(# of visitor entry locations and traffic counts bylocation)

Signage/gateway requirements B/O/M/VS K Partner meetings with preparation of

development proposal B/O/M/VS K Fund underwriting identification

3

B/O/M/VS K Attraction opportunity assessment

(# of vision and/or preferred partners) Detailed attractions needs analysis O/M K Vision alignment meetings B/O/M K New partnership development

4 B/O/M K


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PriorityFocus

2005 2006 2007

Respon-sibility

Comple()

Community RelationsTo communicate the benefits of tourism and the valueof the Packer Country VCB to community

stakeholders. Community relations planning

(# and type of community publics and quality ofmessages) Identification of key audiences O/M K Main messages development O/M K Formalized strategy/implementation

1 O/M K

Community advocacy/outreach(# of public contacts and quality of customizedmessages) Governments communications B/O K Media communications 2 O K

Visiting friends and relatives (VFR) program(# of passports sold, VFR lodging bookings andattraction attendance) Ongoing passport campaign M/VS K Resident website potential M/VS K Other local/regional programming

3 B/M/VS K

Visitor Research and PlanningTo undertake required visitor research and destinationplanning.

Strategic and community planning(two follow-up meetings annually for board andcommunities, quarterly staff meetings, and KIConvention Center feasibility) Preparation/approval of 20052007 Strategic

Plan B/O K Priority activities highlighted annually O K Community/district/attraction technical

assistance and related planning

1

B/O K Visitor profile and economic impact

(UWGB Visitor Profile demographic/behaviorpatterns, and Davidson-Peterson regional tourism

impact statistics) Intercept survey data collection and analyses M/O K Biannual economic impact report 2 M/O K


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PriorityFocus

2005 2006 2007

Respon-sibility

Comple()

Promotional conversion analyses(advertising conversion % rate, # of inquiries peradvertising spent/ROI, and related information) Website user reports

M K Advertising campaign evaluations 3 M K Visitor PartnershipsTo develop allied partnerships in order to expandresource capabilities, expertise and funding.

Preferred Partners program refinement(# of new partners, # of new benefits/services, #of monthly meetings and sales goal) Member needs/operational assessment M K Additional benefits programming B/M K Ongoing member communications

1 B/M K

Corporate sponsorship/partnership development(# of partner events and cooperative promotions,# of partner visitor referrals and # of leads) New corporate partner potential B/O/S K Programming opportunities selection 2 B/O/S K

Packer Country regional brand expansion(Packer Country awareness and effectivenessbenchmarks and growth, and # of visitors andrelated spending) New communities response B/O K

Meetings and relationship building

3

B/O K


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PriorityFocus

2005 2006 2007

Respon-sibility

Comple()

Finance and AdministrationTo be a financially viable and accountable organizationwith a professional staff.

VCB administrative support(administrative costs/overhead optimized, andannual independent audit) Office services/overhead O K Audited financial statements B/O K Reserve fund development O K New revenue sourcing

1

B/O K Annual business planning

(two planning meetings annually withcommunity/board, quarterly meetings of

Marketing Advisory Council, and quarterlyindustry/sales meetings) Yearly operating plans with budget

allocations A K Performance measures identification

2 A K VCB accreditation standards compliance

(standards submission for accreditation withdistinction, and onsite visit with evaluation team) Organizational review B/O K Standards fulfillment A K Designation approval

3 O K

Training and professional development(annual Governor's Conference on Tourism,quarterly online database andcomputer/technology training, and departmentaldirectors certification in IACVB programs) Marketing and other advice O K Guest speakers/Tourism Summit

programming O/M K VCB staff development

4

O K


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The Strategic Destination Plan is to be reviewed and updated on a regular basis, and used in preparinthe PCVCBs annual business plan, including project programming and corresponding operating

budgets.


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Appendices

PCVCB Strategic Planning Participants and Planning Facilitator

Neil Anderson NEW Zoo

Ron Antonneau PCVCB Board Member/Wisconsin Public Service Corporation

Ty Baumann Bay Beach Wildlife Sanctuary

Blaze Brigman Regency Suites/KI Convention Center

Pat Buckmaster Heritage Hill State Historical Park

Naletta Burr On Broadway, Inc.

Pete Chapman National Railroad Museum

Randy Christensen Howard Johnson Inn and Conference Center

Tom Christofferson PCVCB Board Member

Elizabeth Ciske Hilton Garden Inn

Greg DeCleene Black & Tan Restaurant

Scott Dettman Regency Suites/KI Convention Center

Dan Dick Tundra Lodge Resort & Waterpark

Patti Drabes PCVCBGroup Services Manager

Julie Durkin Airport Wingate Hotel

Joel Everts PCVCBSports Sales Manager

David Fleming PCVCB Board Member

Keith Garot Tundra Lodge Resort & Waterpark

Susan Garot PCVCB Board Member/Tundra Lodge Resort & Waterpark

Kristyn Garrity Packer Fan Tours

Julie Gerczak PCVCBDirector of Visitor Services Dee Geurts-Bengston Green Bay Packers

Sally Graham PCVCBVisitor Services Coordinator

Katie Green PCVCBDirector of Marketing

Gina Hartl Tundra Lodge Resort & Waterpark

Joan Heutges James Street Inn

Paul Jadin Green Bay Area Chamber of Commerce

Patty Johnson De Pere Area Business Alliance

Wendy Johnson NEW Zoo

Steve Klegon Green Bay Packers

Randy Kliment PCVCB Board Member/Fox Hills Resort

Kim Koss Packer Fan Tours

Brian Kuss Algoma Beach Motel

Chuck Lane Humana

Patricia Lassila PCVCB Board Member/Oneida Airport Hotel Corporation

Jerry Lintz PCVCB Board Member/NWTC Hospitality Program

Jennifer Loughran PCVCBSales Manager


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Jeff Mirkes PCVCB Board Member/Downtown Green Bay, Inc.

Kari Moody Regency Suites/KI Convention Center

Barb Myer Holiday Inn City Center

Carey Ninfo Weidner Center for Performing Arts

Charlie Novak PCVCB Board Member

Terry Olson Country Inn & Suites/Microtel Inn & Suites

Mike Overman Oneida Bingo & Casino

Michelle Palubicki Green Bay Packers

Dan Pawlitzke Two Rivers Economic Development

Beth Peters PCVCBDirector of Sales

Briana Petersen PCVCBAdministrative Assistant

Dale Phillips TGW Screenprinting/Ashwaubenon Business District

Peter Phillips Comfort Suites/Rock Garden

Tim Quigley PCVCB Board Member/The Bon Vivant Group

Pam Ritchie PCVCB Board Member/Algoma Chamber of Commerce JoAnn Rogers Holiday Inn City Centre

Glenn Sanderson Sanderson Photography

Jerilyn Schad De Pere Area Business Alliance

Jim Schmitt Mayor, City of Green Bay

Chadd Scott Hilton Garden Inn

Mary Shaw Super 8 Hotel

Jerry Sinkula Agricultural Heritage and Resources

Kari Sliva PCVCBPresident & CEO

Jaqueline Smith Residence Inn by Marriott

Steve Standler Lamers Bus Lines Kimberly Tyler Oneida Bingo & Casino

Adrian Ulatowski PCVCB Board Member/Davis & Kuelthau

Gene Umberger Neville Public Museum

Paul Van Quality Inn & Suites

John Vanderleest Brown County Supervisors

Jim Van Lanen Sr. PCVCB Board Member/Lighthouse Inn

Doug Warpinski Best Western Midway

Ken Watcher PMI

Bruce Wolf Comfort Suites/Rock Garden

Joy Wolf Candlewood Suites

Sandy Zipperer Rogers Street Fishing Village

Planning Facilitator

Don Anderson Destination Consultancy Group LLC


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PCVCBOur Purpose and Future Directions


23/23


PCVCBStrategic Planning Workshop Notes

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