THE CITY OF CAPE MAY TOURISM PLAN · SWOT Analysis ... through realtors to gather data from...

The City of Cape May

In collaboration with:

THE CITY OF CAPE MAY

TOURISM PLAN 2012 – 2020

Presented May 18, 2012

The City of Cape May Tourism Plan

INVESTIGATORS

The National Laboratory for Tourism & eCommerce (NLTeC ) is housed with the School of

Tourism and Hospitality Management (STHM), affiliated with the Fox School of Business at

Temple University.

Our team of researchers conducts and facilitates high quality multi-departmental research and

development in aspects of tourism that are impacted by technology and creates competitive

advantage through new service development and innovation, and designs visitor experiences.

Please visit our website or contact the investigators directly:

National Laboratory for Tourism & eCommerce (NLTeC) 1810 North 13th St, Suite 300 Philadelphia, PA 19122, USA http://tourism.temple.edu This long-range tourism plan document is prepared by: Dr. Iis P. Tussyadiah Assistant Professor [email protected] Investigators for the City of Cape May Tourism Planning Project: Dr. Elizabeth Barber Dr. Aubrey Kent Dr. Wesley Roehl Dr. Florian Zach


CONTENT

Chapter 1. The Planning Process Purpose ......................................................................................................................................... 8 Approach ..................................................................................................................................... 8 Chapter 2. Stakeholders Analysis SWOT Analysis ......................................................................................................................... 13 Strategic Vision ........................................................................................................................... 17

Chapter 3. Residents Analysis Residents’ Attitude ..................................................................................................................... 19

Strategic Vision .......................................................................................................................... 23 Residents’ Use of Public Space ................................................................................................ 24

Chapter 4. Visitors Analysis

Visitors Profile ........................................................................................................................... 30 Visitors Experience .................................................................................................................... 35 Unique Characteristics ............................................................................................................... 39 Visitors’ Suggestions .................................................................................................................. 40

Chapter 5. Alignment of Perspectives Stakeholders – Residents Alignment ....................................................................................... 43

Stakeholders – Visitors Alignment ......................................................................................... 44 Residents – Visitors Alignment ............................................................................................... 44 Goals & Objectives .................................................................................................................... 46

Chapter 6. Product – Market Analysis Current Product .......................................................................................................................... 48 Current Marketing ...................................................................................................................... 50 Summary of SWOT Analysis ................................................................................................... 51 Chapter 7. Planning Strategies Strategies ..................................................................................................................................... 54 Planning Objectives ................................................................................................................... 55


Chapter 8. Planning Programs Strengthening the Brand .......................................................................................................... 60 Extending the Tourism Season ............................................................................................... 62 Maintaining a Destination Marketing System ........................................................................ 66 Designing the Experiencescape ............................................................................................... 68 Chapter 9. Action Plans & Development Staging Action Plans ............................................................................................................................... 71

Development Staging ................................................................................................................ 74 Chapter 10. Performance Evaluation

Performance Evaluation ............................................................................................................ 79


TABLES

Table 1. Preliminary SWOT Analysis – Stakeholders’ Perspective ............................................ 13

Table 2. Additional SWOT Analysis – Stakeholders’ Perspective ............................................... 15

Table 3. Perceived Effect of Tourism on Traditional Cape May Characteristics ..................... 19

Table 4. Frequency Respondents Use Public Space in the City of Cape May ........................... 24

Table 5. Most Recent Use of Public Space in the City of Cape May .......................................... 24

Table 6. Most Popular Public Spaces in the City of Cape May

(Sum of 1st, 2nd, and 3rd Most Favorites) ...................................................................... 27

Table 7. Congruence between Stakeholders’ and Residents’ Perspectives ................................ 43

Table 8. Congruence between Stakeholders’ and Visitors’ Perspectives .................................... 44

Table 9. Congruence between Residents’ and Visitors’ Perspectives ......................................... 45

Table 10. Incongruence between Residents’ and Visitors’ Perspectives ..................................... 45

Table 11. Action Plans for Programs 1 and 2 .................................................................................. 75

Table 12. Action Plans for Programs 3 and 4 ................................................................................. 76


FIGURES

Fig. 1: Data Collection Procedure ...................................................................................................... 9

Fig. 2: The Planning Procedure ........................................................................................................ 11

Fig. 3. Forum for the Future of Tourism in the City of Cape May (June 30, 2010) ................. 16

Fig. 4. Word Cloud for responses to “When you think about Cape May, what words first come to mind?” ....................................................................................................................... 20

Fig. 5. Statements about Tourism’s Impact on the City of Cape May ........................................ 21

Fig. 6. Preference for Attracting Different Types of Visitors ...................................................... 22

Fig. 7. Typical Uses of Public Space in the City of Cape May ..................................................... 25

Fig. 8. Importance of Selected Public Spaces in the City of Cape May ...................................... 25

Fig. 9. Agreement with Statements about Tourists and Public Spaces in the City of Cape May ............................................................................................................. 26

Fig. 10. Word Cloud for Respondents Comments regarding Public Space Use in the City of Cape May ......................................................................................................... 27

Fig. 11. Past Visitation in the Past 3 Years ........................................................................................ 30

Fig. 12. Top Ten Home States ............................................................................................................ 31

Fig. 13a. Visitors’ Age Groups .............................................................................................................. 32

Fig. 13b. Travel Party Size ..................................................................................................................... 32

Fig. 14. Purposes of Visit ..................................................................................................................... 33

Fig. 15. Visitor Spending ...................................................................................................................... 33

Fig. 16. Length of Stay ......................................................................................................................... 34

Fig. 17. Types of Accommodation ..................................................................................................... 34

Fig. 18. Activities Participated & Attractions Visited ...................................................................... 35

Fig. 19. Sentiment Analysis of Visitor Experience ........................................................................... 36

Fig. 20. Word Cloud for Visitor Experiences ................................................................................... 36

Fig. 21. Top Ten Most Interesting Places in the City of Cape May .............................................. 37

Fig. 22. The City of Cape May Tourism Core Characteristics (Late Summer Visitors) ............ 39

Fig. 23. Visitors’ Suggestions ............................................................................................................... 40

Fig. 24. Tourism Planning Vision ....................................................................................................... 46

Fig. 25. Marketing Materials Used for Travel Planning .................................................................. 50

Fig. 25. Ansoff’s Product – Market Grid .......................................................................................... 54

Fig. 26. Integrated Destination Marketing System (DMS) ............................................................. 67

Fig. 27. Tourism Development Staging ............................................................................................. 74

Fig. 28. Model of Advertising Conversion ......................................................................................... 78


CHAPTER 1

THE PLANNING PROCESS


Known as one of the US first seashore resort destinations with its well-designed Victorian mansions

and hotels built in the 1800s, the City of Cape May continues to thrive as a popular vacation resort

on the New Jersey Shore. Tourism is considered one of the most important sources of income for

the historic city. The city’s natural resources, cultural heritage and the community’s lifestyle have

been essential to its livability and attractiveness, making it a special place to live and to visit. In

addition, the development of a new Convention Hall opens up new opportunities for tourism

development in the City of Cape May. Hence, a long range tourism plan for the City of Cape May is

necessary to promote the city as a desired premier tourism destination by improving the visitors and

residents experiences.

PURPOSE

The purposes of this long range tourism plan are as follow:

To strengthen the position of the City of Cape May as a premier tourism destination

for desired target market through new development, improvement, effective

promotion, and efficient distribution of tourism products and services;

To stimulate long-term tourism-related businesses and economic development as

well as resource sustainability in the City of Cape May;

To provide a comprehensive guideline for various stakeholders in the City of Cape

May (city government, local businesses, and residents) to strengthen the community

through tourism.

APPROACH

This long range tourism plan was developed following an integrative procedural model that includes

the analysis of the city’s assets, residents, visitors, and other stakeholders to improve visitors’

experience and residents’ experience in the city by optimizing the positive impacts and minimizing

the negative impacts of tourism to the area.


Fig. 1: Data Collection Procedure

The following steps of data collection were undertaken to gather information necessary for the

development of this long range tourism plan:

Stakeholder Analysis

First, an online survey targeting the tourism stakeholders in the City of Cape May was

conducted to solicit information regarding the strengths, weaknesses, opportunities and

threats of tourism development in the City of Cape May, as well as a strategic vision of the

future of tourism in the city. Individual stakeholders were invited to participate in the survey.

The results from the online survey were summarized into a strength–weakness–opportunity–

threat (SWOT) analysis and presented to the stakeholders.

Second, a day-long “Forum for the Future of Tourism” event was organized to discuss the SWOT

analysis results with the tourism stakeholders in the City of Cape May to formulate a

strategic vision about the future of tourism. A revised stakeholders’ SWOT analysis was

summarized from this event.

Visitor Analysis

In an effort to gather information from several different sets of individuals that experience

the City of Cape May (i.e., visitors, seasonal residents such as second home owners, and local

residents) data was collected at three different locations.

First, Cape May City Hall and the local hotel and bed and breakfast associations collaborated

with NLTeC to distribute surveys to visitors who stay at area accommodation businesses.

Surveys were also distributed through realtors to gather data from house/condo renters.

Stakeholders

SWOT

Strategic Vision

Visitors

Visitor Experience

Target Market

Residents

Needs & Attitude

Strategic Vision


Second, several shops at the Washington Street Mall cooperated with NLTeC and Cape May

City Hall and distributed surveys to their patrons in an effort to collect data from both local

and non-local residents.

Lastly, given the importance of festivals as tourism magnets, data was also collected at

festivals. Collecting data at mall shops and festivals enables NLTeC to get access to local

residents and second home owners, who together with visitors, complete the set of

consumers of tourism and leisure experiences in the City of Cape May.

The completed visitor surveys are as follow:

May to August 2010: collected 468 complete responses (381 Festival responses, 53

Accommodation businesses responses, and 34 Mall shops responses);

August to October 2010: collected 468 complete responses (280 Accommodation

businesses responses and 153 Mall shops responses);

November to December 2010: collected 168 complete responses (52 Festival

responses, 57Accommodation businesses responses, and 48 Mall shops response).

The results from visitor surveys provided information regarding the general profile of the

visitors, area visitation, accommodation, spending, and experiences. The surveys also

gathered evaluation and suggestions from visitors to improve tourism in the City of Cape

May.

Resident Analysis

An online survey targeting the residents of the City of Cape May was developed to gauge

residents’ attitude toward tourism development, their recreation needs, and their vision for

the future of tourism in the city. During February and March 2012, an online survey was

available on the City of Cape May’s web page (www.citycapemay.com). The City issued a press

release to let residents know about the survey’s purpose and availability. Thirty-four

residents completed the survey.


Fig. 2: The Planning Procedure

The strategic tourism planning procedure translates the key issues, dynamics, performances,

constraints, and impediments of tourism in the City of Cape May captured from the stakeholders,

visitors, and residents into strategic plans that include product development and management to

enhance visitor and resident experiences, community participation in the planning and management

process, as well as marketing and promotion of the city as a desired premier tourism destination.

• Stakeholder Analysis

• Strategic Vision

Goals & Objectives

• Product - Market Analysis

• Residents' Attitude

Situation Analysis • Product Development

• Community Involvement

• Marketing

Strategic Plan


CHAPTER 2

STAKEHOLDERS ANALYSIS


SWOT ANALYSIS

Based on the online survey with 18 stakeholders of tourism in The City of Cape May, a preliminary

SWOT analysis was formulated. The stakeholders listed and prioritized the items in the SWOT

analysis; two coders then sorted the comments into specific categories; and categories were weighted

by list rank.

Table 1. Preliminary SWOT Analysis – Stakeholders’ Perspective

1. Beaches, ocean, bay 2. Architecture, history, Victorian past 3. Restaurants 4. Recreation activities 5. Accessibility 6. Cultural resources 7. Extended season 8. Lodging 9. Community attachment, pride 10. Up-market destination 11. Washington Street Mall

1. Parking 2. Cost 3. Internal accessibility 4. Not tourist friendly 5. Lack of vision 6. Tax climate 7. Not business friendly 8. Challenges facing residents 9. No Convention Hall 10. Exposure to the ocean

1. Expand current offerings 2. Extend season 3. Leverage new Convention Hall 4. Develop new markets 5. Increase collaboration 6. Ecotourism 7. Satellite parking

1. Regulatory environment and taxes 2. Condo conversions 3. Competition 4. Economy 5. Nature 6. Lack of vision 7. Increasing lack of user friendliness

Items are listed by ranking of priorities indicated by respondents.

According to the stakeholders, the strengths of the City of Cape May tourism are dominated by its

products, the resources, attractions and facilities, as well as the community pride and attachment

toward the destination. Among the weaknesses, tourism stakeholders listed problems with inner-city

transportation and accessibility (including parking), the high cost associated with visiting and living

in the city, and the atmosphere (not tourist friendly/business friendly). The important opportunities

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS


include expansion of current offerings and the tourism season, leveraging the new Convention Hall,

developing new markets to attract, increasing collaboration among the local businesses in the city.

On the other hand, the stakeholders perceived that the regulatory environment (including taxes), the

conversion of condos within the city by external investors/home owners, development in the

surrounding destinations, and the overall health of the economy are among the biggest threats to

tourism development in Cape May.

On June 30, 2010, Forum for the Future of Tourism event was organized by the City of Cape May office

to discuss the preliminary SWOT analysis with the tourism stakeholders, identify major forces for

tourism in the City of Cape May and outline the vision statement for the City of Cape May tourism

plan. Items were added to the preliminary SWOT Analysis:

In terms of strengths, stakeholders considered and raised several items they perceived as the

positive internal factors that drive tourism development in the city. These include the

ambiance and intimacy that tourists are longing for; name recognition (i.e., Cape May as an

established seashore destination among current markets); the sense of a safe community and

high quality of life; free family events; nature and wildlife beyond beaches; small town

environment, religion/churches and schools; harbor area, coast guard training facility, etc.

The stakeholders also suggested several additional items as weaknesses of tourism in the City

of Cape May. These include its location being at the end of a peninsula causing a lack for

further growth and is hard to get to if visitors traveled from far away; the city attracts many

different types of visitors, which may create conflicts; “me-first” attitudes among business

owners and residents; charm of the people has disappeared; a small group of loud/vocal

residents that does not want tourists; lack of consistency of business hours; lack of slogan

(branding); and fees attached to hotels and facilities for visitors.

The opportunities identified during the discussion with the stakeholders include brand

extension of what the city has been doing well; use the new Convention Hall for cultural

attractions and activities (i.e., food, music, cultural events) to expand the visitor season;

promote family attractiveness; develop a common vision and collaborate; capitalize on the

diversity of things and the uniqueness of the city; build better communication between


business and high end retirees; look at the reality of trolleys or alternative transportation;

expand the season to get all businesses to stay open; restructure the economics from fees; to

create a "give back" environment, present Cape May as the "Greenest Town" in NJ;

communicate message to appropriate market; create more mid-level eating establishments;

creating bike friendly environment; bring old style seashore walkway on beach; become Cape

Island friendly; become a center for educational programs to attract specific market; create

off season value packages - collaboration with entire stakeholders; redirect the beach tag

money to recreate the promenade; use local labor for in-kind services; and create

opportunity by using the Coast Guard facility.

Table 2. Additional SWOT Analysis – Stakeholders’ Perspective

Items are listed by ranking of priorities indicated by participants in the forum.

Lastly, the additional threats include condo conversions changed the look of the city; the

pricing structure and the economy is a threat when competition is less, direct competition

from neighboring destinations (e.g., Atlantic City has become more family friendly and

targeting music events and convention ); the community is somewhat fractured; the

economy is threatening the B&B’s existence; losing community because of less residents, 2nd


home owners do not have a voice in the decision making processes; condos brought

different people with different needs; and the fear that the city is trying to expand beyond

what it is expected to be (i.e., too big).

Fig. 3. Forum for the Future of Tourism in the City of Cape May (June 30, 2010)


STRATEGIC VISION

The discussion during the Forum for the Future of Tourism also formulated strategic visions for

tourism in the City of Cape May in 2020. These statements were considered important for the

success of tourism development in the city:

1. “Visitors should have a feeling that they are valued in the city;”

2. “The City of Cape May should capitalize on and improve its strengths in performing arts,

which include art performances as well as educational programs;”

3. “The city should aim at becoming a bike friendly destination;”

4. “Improve and maintain the quality of life and ambiance of a tree town;”

5. “The city should become a more affordable town to visit; attract a middle class demographic

and make the entire stay more affordable;”

6. “Create a seamless experience for visitors;”

7. “The city should strive as a family friendly town;”

8. “Residents and all stakeholders should work as a community (i.e., as a team) and move

toward a vibrant community;”

9. “Who we have been is who we will be;”

10. “Capitalize more on the beaches.”


CHAPTER 3

RESIDENTS ANALYSIS


Thirty-four residents completed the questionnaire designed to gauge information regarding their

needs, attitude and vision in terms of tourism development in the City of Cape May. The average

age of respondents was 55.3 years with a range in ages from 32 to 76 years. Fifty-two percent of

respondents were male. Respondents reported high levels of education: 71% held a Bachelor’s

degree or higher qualifications while another 26% reported some college attendance or a 2-year

college degree. Fifty percent of respondents worked full-time, 20% worked part-time, while 30%

were retired. Fifty percent of respondents reported household incomes of $100,000 or more.

Among the employed, 52% reported that their employment was mostly or partly related to the

tourism industry in the City of Cape May. Eighty-seven percent owned a home in the City of Cape

May and 72% of the respondents did not have any children aged 18 years or younger in their

household.

RESIDENTS’ ATTITUDE

Survey participants were asked whether they thought that tourism had affected a number of

traditional characteristics of the City of Cape May (Table 3). Their responses indicated a diversity of

opinions about the effects of tourism on the city. While most respondents believed that tourism

had affected the city’s characteristics there was considerable difference of opinion about whether

tourism’s impact had been positive or negative.

Table 3. Perceived Effect of Tourism on Traditional Cape May Characteristics

Characteristics of the City of Cape May.

No, tourism has not affected it

Yes, tourism has affected it for the better

Yes, tourism has affected it for the worse

Not sure

Beach town feel. 31.3% 31.3% 31.3% 6.5% The small town feeling that everyone knows everyone else.

31.3% 12.5% 40.6% 15.6%

The Victorian charm. 21.9% 37.5% 34.4% 6.3% Local community. 15.6% 11.1% 37.5% 25.0% Overall quality of life. 12.5% 37.5% 37.5% 12.5%


Respondents were asked what words first came to mind when they think about Cape May. Most of

them mentioned the unique characteristics of the city that distinguish it from other destinations in

the surrounding. Among the most mentioned words were “Victorian” (architecture, home),

“Beach,” and “History,” which represent the attractions, and “Beautiful,” “Unique,” and “Quaint,”

which represent the ambiance of the city.

Fig. 4. Word Cloud for responses to “When you think about Cape May, what words first come to mind?”

To better understand respondents’ feelings about tourism in the City of Cape May they were asked

to evaluate 13 statements about the consequences tourism can have on a community. Specifically,

they were asked to respond to each statement using a scale where 1 = strongly disagree, 2 =

disagree, 3 = neutral, 4 = agree, and 5 = strongly agree. Fig. 5 shows these results ordered from the

highest level of agreement to the lowest. Among the statements ranked highest were the positive

impacts of tourism in terms of bringing revenues from local taxes and economic benefits to the area

as well as various activities to be enjoyed by local residents brought by tourism. Negative impacts

from pollution and increased property prices were also ranked high.


Fig. 5. Statements about Tourism’s Impact on the City of Cape May

Figure 4 illustrates respondents’ preference for different types of visitors. Specifically, people

completing the survey were asked “Should the City of Cape May try to attract fewer, about the same

number, or more than it currently does of each type of visitor?” For each type of visitor

respondents used a scale where 1 = many fewer, 2 = fewer, 3 = about the same number, 4 = more,

5 = many more. Residents want to attract visitors who visit during off season and are attracted by

“low impact” activities (e.g., relaxing ambiance and quality of life, educational programs, food and

wine, conferences and meetings, eco-tourism, etc.). Also, among the top types of visitors that

residents want to attract are young professionals and families with children. On the other hand,

among the types of visitors that the residents do not want to attract are campers (RV), tour buses,

and visitors staying in condo rentals.

3.13

3.22

3.28

3.63

3.63

3.69

3.69

3.75

3.81

3.81

3.91

3.97

4.16

1.00 2.00 3.00 4.00 5.00

Tourism development increases residents' quality of life.

Tourism negatively affects the environment in my community.

Tourism increases the amount of tax charged to residents.

Tourism increases the costs faced by residents.

Tourism creates jobs that don't pay well.

The benefits of tourism outweigh its negative impacts.

I enjoy meeting and interacting with tourists.

Tourism creates jobs for residents.

Property prices are increased because of tourism.

Tourism creates more activities for local residents.

Tourism creates more pollution in the area.

Tourism provides substantial economic benefits to my community.

More local tax revenues are collected because of tourism.


Fig. 6. Preference for Attracting Different Types of Visitors

2.47

2.82

2.82

2.88

2.91

3.00

3.12

3.12

3.19

3.21

3.25

3.27

3.30

3.36

3.38

3.45

3.45

3.47

3.48

3.58

3.61

3.70

3.72

3.72

3.72

3.81

3.84

3.91

4.00

4.03

4.12

4.19

1.00 2.00 3.00 4.00 5.00

Campers or RV visitors.

People on bus tours.

People from New York City.

People staying in condos.

People from Northern New Jersey.

Gay or lesbian people.

People from Canada.

People from Philadelphia.

People staying in apartments or suites.

Sports tourists.

People staying on board boats.

Young people.

People from the Baltimore area.

Retired people.

People visiting on day trips.

People staying in hotels or motels.

People from the Washington, DC area.

People staying in their own second home.

Couples with children.

Beach tourists.

People who bike.

People attending conferences or meetings.

Bird watchers.

Eco-tourists.

Families with children.

People staying in bed & breakfasts.

Young professionals.

Anglers--people here to fish.

People attracted by food and wine.

People here to attend educational programs.

People here to enjoy our ambiance and quality of life.

People here during the off-season.


About 75.8% of residents responded “Yes” to the question: “Do you think that attracting more

tourists to the City of Cape May is a good idea?” 18.2% responded “No” and 6.1% “Not Sure.”

Respondents who stated “Yes” indicated the reasons behind their response were:

Acknowledged that tourism is an economic engine for the city; tourism keeps the businesses

alive, helps maintain the local economy, and lower the taxes for the residents;

Acknowledged the need to attract tourists during the low season (the shoulder and off

seasons).

On the other hand, those who responded “No” stated the following reasons:

The city is at capacity during the summer months;

Traffic congestions created by tourists.

STRATEGIC VISION

After completing questions that asked them to think about the benefits and costs of tourism in Cape

May, and questions about their preference for different visitor groups, respondents were asked to

describe their vision for the City of Cape May. Specifically, they were asked “How would you

describe your vision for the City of Cape May? In other words, what would you want the City of

Cape May to be like in 20 years?” These statements were considered important for the success of

tourism development in the city:

1. The City of Cape May as a welcoming place to live, to work, to visit, a good quality of

life, a vibrant cultural life, the Victorian Charm, and the amenities that make small towns

vital; the city should maintain the “small town” feel rather than the resort destination.

2. Cape May should have almost year-round tourism with great increases in off season

visitation for bird watching, cultural education, senior travel, conventions, music

festivals, eco-travel, fine dining, historic attractions, etc. However, the city is at its

capacity during the summer months.

3. Cape May should carefully and diligently protect its historic buildings and heritage and

build on a quality of life and affordability for young families to want to share that

outlook with a strong economic foundation.


4. A beautiful entranceway to Cape May and a uniform presentation of fences, benches,

lighting, trash receptacles, bathrooms, flowers, etc. and keep the neighborhood

properties looking nice, cut and trimmed.

5. The city should seek out service providers and assist in locating them into town, so that

small town actions can be regenerated.

6. The city needs to maintain its charm, but not withhold improvements on roads, mall, etc.

as these public places and infrastructures need to be kept safe, clean, and charming, even

if it means spending some tax dollars to do it.

7. More efficient, more eco-friendly, more pet-friendly, more accessible to pedestrians and

bicyclists.

8. Lower taxes and fewer parking meters.

9. Keeping with the times technologically and in its amenities.

10. Free access to amenities for residents, visitors should pay more.

RESIDENTS’ USE OF PUBLIC SPACE

A major part of the survey addressed residents’ use of and perceptions about public space in the

City. Most respondents were frequent users of public space in the City of Cape May (see Tables 4

and 5). Residents used public space as a setting for relaxation, dining, shopping and meeting with

friends (See Fig. 7).

Table 4. Frequency Respondents Use Public Space in the City of Cape May

How often do you use public spaces in the City of Cape May? Every day. 68.8% 2-3 times per week. 21.9% Once a week. 3.1% Less than once a week. 6.3%

Table 5. Most Recent Use of Public Space in the City of Cape May

When was the last time you used public spaces in the City of Cape May? Yesterday. 62.5% 2-3 days ago. 6.3% A week ago. 9.4% More than a week ago. 21.9%


Figure 7. Typical Uses of Public Space in the City of Cape May

Residents were asked to rate the importance of different public space resources in Cape May (Fig. 9).

They rated these resources on a scale where 1 = the least important, 2 = less important, 3 = neutral,

4 = more important, and 5 = the most important public spaces. The beach and the promenade were

rated as the most important of these public spaces.

Fig. 8. Importance of Selected Public Spaces in the City of Cape May

25.0%

34.4%

56.3%

62.5%

81.3%

81.3%

0% 20% 40% 60% 80% 100%

Other.

Working.

Meeting with friends.

Shopping.

Dining.

Relaxing.

3.25

3.75

3.94

3.94

4.16

4.75

1.00 2.00 3.00 4.00 5.00

Public buildings.

Retail areas.

Parks.

Public streets and sidewalks.

The promenade.

The beach.


Respondents were also asked to indicate how much they agreed with a series of statements

addressing different issues that sometimes emerge in areas where both residents and visitors are

using the same public spaces (Fig. 9). For each statement residents reported on a scale where 1 =

strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, and 5 = strongly agree with the statement.

Residents as a group agreed that tourism resulted in congestion in public spaces and that tourism

was an important factor in influencing public space development in the City of Cape May.

Additionally, residents expressed some concern about visitors’ misuse of public spaces by

disagreeing with the statement that tourists treated public spaces with respect.

Fig. 9. Agreement with Statements about Tourists and Public Spaces in the City of Cape May

Respondents were asked to report their favorite public spaces in the City. They were asked to list

their favorite, second favorite, and third most favorite places. Table 6 lists the total number of times

different places were mentioned. Finally, the survey concluded with an open-ended question giving

respondents the opportunity to share any additional thoughts about public spaces in the City of

Cape May. Fig. 10 illustrates the word cloud from their responses.

Table 6. Most Popular Public Spaces in the City of Cape May (Sum of 1st, 2nd, and 3rd Most Favorites)

2.16

2.65

3.00

3.48

3.52

3.77

4.13

4.42

1.00 2.00 3.00 4.00 5.00

Tourist photography makes me uncomfortable.

Tourists treat public spaces in Cape May with respect.

Tourists take over too much public space in Cape May.

During the summer I do not use some public spaces in Cape May because of tourists.

Tourists cause public spaces in Cape May to be too crowded.

In Cape May, tourists create more litter than residents.

Tourism is an important factor that influences public space development in Cape May.

Tourism creates traffic congestion, street, sidewalk and parking problems in Cape May.


Public space Number of times mentioned Mall / Washington Street Mall 11 Parks (Bandstand Park, Fisherman’s Memorial Park, Harbor Park, Kiwanis’ Park, Rotary Park, Rotary Bandstand, Gazebo, park at the harbor, Water Conservation area on Cape May Ave.)

11

Beach 10 Promenade 9 Streets 5 Restaurants 3 Boardwalk 2 Physick Estate 2 Harbor 2 Nature / nature trails 2 All of Beach Drive 1 Cape May Stage front garden and fountain 1 Congress, mall area 1 Events 1 Frieda’s 1 Merion Inn 1 Pilot house 1 Poverty Beach 1 Swains 1 Star of the Sea Church 1 The cove 1 The marina 1 The sidewalks for walking, exercise and relaxation 1

Fig. 10. Word Cloud for Respondents Comments regarding Public Space Use in the City of Cape May

Some of the residents’ concerns regarding the use of public spaces in the city include:


Hotels block residents’ access to the beach;

Tourists cause the public spaces to be crowded; the City of Cape May needs to be careful

not to get overcrowded like other destinations;

Litter problems and violations of rules regarding the prohibition of bikes, skateboards, and

dogs at the beach; dirty walkways and public restrooms, broken benches on the promenades;

Parking is a problem; it can be difficult for tourists and residents alike who are searching for

parking near restaurants, attractions, etc.;

More free year round activities should be encouraged in more public places in the city for

the residents;

The city needs to better manage the congestion at events and performances;

Better maintenance of parks.

At the conclusion of the survey, respondents were given the opportunity to share any other

comments they had. These comments include:

High taxes; residents should be provided with year round services such as trash pickup, free

access to the beach, etc.;

The city needs to be careful with construction and architectural changes to maintain the

historic value and the Victorian appeal for tourists;

The city needs to continue to support quality education and jobs for all ages for a strong

future;

The City of Cape May should be more cultural than any other shore destinations;

Reconfiguration of tourist traffic.


CHAPTER 4

VISITORS ANALYSIS


VISITORS PROFILE

In order to understand the market of the City of Cape May tourism, information collected from

three visitor surveys in 2010 (i.e., early summer, late summer, and fall) was analyzed. This analysis

compares responses collected from 744 visitors during the three phases of data collection. From

March 2010 to November 2010 data was collected and processed in three waves. These waves

correspond with the traditional City of Cape May tourism seasons. Hence, data explained in this

section has to be interpreted depending on data collection and time period collected.

Early Summer visitors showed the highest percentage of first time visitors. Most Early Summer

visitors were from New Jersey and Pennsylvania (33% and 31%, respectively), were mostly older

(45% ages 51-64, 48% age 65 and older), and came in smaller groups without children (79% 1-2

travelers). Hence, these travelers are older individualists or couples that came mostly for vacation

and getaways (64% and 35%, respectively). They stayed mostly 3 to 5 nights (46%), preferred B&Bs

and Hotels, but were the most frugal of all visitors (Nearly 1/3 spent little or no money at all).

Fig. 11. Past Visitation in the Past 3 Years

11.7

39.6

15.3

12.6

3.6

17.1

7.7

34.4

21.9

15.3

5.5

15.3

4.3

49.8

6.3

7.1

2.7

29.8

0 10 20 30 40 50 60 70 80 90

Last visit was more than 3 years ago

4 times and more often

3 times

2 times

Once

First visit

Early Summer Late Summer Fall


Fig. 12. Top Ten Home States

Late Summer visitors were mostly from New Jersey and Pennsylvania; however, nearly 17% also

came from New York. These travelers are mostly families with parents ages 36-50 or 51-64 (about

45% each) traveling with teenagers. Late Summer visitors came for vacation (83%) and enjoyed the

beach, dining and shopping. They stayed mostly for 3-5 or 1-2 nights (51% and 37%, respectively) at

motels and B&Bs and were the highest spenders (44% $1,001 - $5,000).

Fall visitors come from New Jersey and Pennsylvania as well as New York and Maryland. Besides

older travelers, many are younger (18% ages 22-35) and travel without children, but groups of 3-5

(26%). Fall visitors mostly came for vacation and getaway and enjoyed similar activities as Late

Summer visitors (beach, dining, shopping). Fall visitors stayed the shortest (50% 1-2 nights), with a

spending behavior right between Early and Late Summer visitors. Fall visitors stayed at motels,

B&Bs and hotels, but more than Early and Late Summer combined stayed at rented condos.

2.6

.9

6.2

2.7

12.4

9.7

31.0

34.5

7.4

1.9

1.4

1.6

16.5

5.5

35.2

30.5

5.9

.8

1.2

1.6

2.0

2.4

2.4

9.1

10.7

31.0

32.9

0 10 20 30 40

Other

CO

TN

CT

VA

CA

DE

NY

MD

PA

NJ



Fig. 13a. Visitors’ Age Groups

Fig. 13b. Travel Party Size

30.4

56.3

29.5

17.9

3.6

2.7

9.8

22.3

45.4

45.7

20.1

14.9

16.0

21.2

47.6

44.5

18.9

9.8

1.6

2.8

6.3

0 10 20 30 40 50 60

65 and more

51 to 64

36 to 50

22 to 35

15 to 21

10 to 14

Children under 10


0.9

7.9

26.3

64.9

4.1

9.2

35.3

51.4

3.5

1.6

15.6

79.3

0 10 20 30 40 50 60 70 80

11 and more

6 to 10

3 to 5

1 to 2



Fig. 14. Purposes of Visit

Fig. 15. Visitor Spending

9.5

2.4

3.6

3.6

2.4

31

63.1

3.8

0.3

0.8

0.8

1.6

2.7

6

18.2

82.6

6.9

2.8

1.4

1.4

4.2

8.3

34.7

63.9

0 10 20 30 40 50 60 70 80 90

Other

Coast Guard

Group tour

Convention/ meeting

Business

Special events

Wedding/ reunion

Visit family and friends

Getaway

Vacation


0.9

3.5

33.0

48.7

13.9

0.6

5.5

44.4

43.5

6.3

8.2

17.2

47.0

27.6

0 10 20 30 40 50

Nothing

$5,001 and more

$1,001 to $5,000

$251 to $1,000

$1 to $250



Fig. 16. Length of Stay

Fig. 17. Types of Accommodation

1.1

20.2

28.7

50.0

1.1

11.2

51.1

36.7

0.6

22.7

46.3

30.4

0 10 20 30 40 50 60

31 and more

15 to 30

6 to 14

3 to 5

1 to 2


0.9

3.6

17.3

29.1

31.8

22.7

0.6

3.1

8.7

21.1

27.8

41.0

7.2

7.2

38.0

30.8

17.7

0 10 20 30 40 50

Camping/ RV

Stay with family and friends

Second home

Condo rental

Hotel

Bed & Breakfast

Motel



VISITORS EXPERIENCE

More than half of Early Summer visitors enjoyed dining, participated in festivals, visited the beach,

enjoyed antiquing and shopping activities and visited historical/cultural attractions. Most Late

Summer visitors enjoyed the time at the beach, dining, antiquing/shopping. Similarly, most Fall

visitors enjoyed dining activities, visited the beach and shopped.

Fig. 18. Activities Participated & Attractions Visited

Visitors were asked to describe and evaluate their experience in the City of Cape May. A sentiment

analysis was conducted to capture positive and negative sentiments in the descriptions of visitors’

experience. Across the three surveys, consistently, most visitors evaluated their tourism experience

positively.

8.7

4.3

5.2

28.7

35.7

44.3

67.8

69.6

78.3

17.8

5.7

11.1

10.5

8.6

41.1

67.6

91.1

85.7

15.1

3.5

4.6

26.6

76.4

51.4

53.3

64.1

81.1

0 10 20 30 40 50 60 70 80 90 100

Other

House hunting

Fishing/ boating

Bird watching

Festival

Historical cultural attractions

Antiquing/ shopping

Beach

Dining



Fig. 19. Sentiment Analysis of Visitor Experience

Respondents showed positive affect toward the City of Cape May (i.e., by using expressions such as

“love,” “like,” and “adore”), which represent a strong emotional connection between the city and its

visitors. In terms of experience, most respondents associate the City of Cape May with relaxing

experience (i.e., peaceful, laid back, etc.).

Fig. 20. Word Cloud for Visitor Experiences


Visitors were asked to select up to three most interesting places in the city that they have visited.

Popular places such as the beach, Washington Street Mall, and the Lighthouse were selected as most

interesting places in the city. Interestingly, respondents also suggested most interesting activities

instead of places, such as walking and biking. The reasons for these activities to be considered

interesting were associated with the ability to see more of what the city has to offer.

Early Summer (n = 339)

Late Summer (n = 393)

Fall (n = 135)

Fig. 21. Top Ten Most Interesting Places in the City of Cape May

Most places included in the top ten most interesting places are specific attractions or point of

interests in the City of Cape May, such as:

5

5

6

9

10

12

14

15

24

77

Carriage House

Presby Church

Promenade

State Park

Cape May Stage

Washington Mall

Physick Estate

Bird Sanctuary

Lighthouse

The Beach

8

9

10

10

11

15

21

28

37

185

Cape May Zoo

Dolphin Wathing

Trolley Tour

Biking

Victorian Houses

Walking

Stores & Shops

The Lighthouse

Washington Street Mall

The Beach

4

5

6

7

9

9

11

12

20

44

Physick Estate

Trolley Tour

The Abbey

State Park

Birding

Lighthouse

Victorian Houses

Restaurant & Dining

Washington Street Mall

The Beach


The Beach – The Beach was dominantly selected as the most interesting place in the

City of Cape May for by visitors. Some of the reasons visitors stated are: clean and

refreshing, relaxing atmosphere, quiet and not too crowded, etc.

Washington Street Mall – Visitors characterized Washington Street Mall as a nice place

to shop and stroll; providing good variety of shops and artisan goods, providing

opportunity for unique shopping and dining, etc. A visitor perceived this place as the

centerpiece of downtown Cape May.

The Lighthouse – Visitors saw the historical significance of this attraction and it shows

the importance of environmental stewardship. It offers educational information and

various activities for everyone.

Physick Estate – The attraction was considered a well-maintained, well-preserved

historic building with knowledgeable docents. Visitors stated that the docents were very

enthusiastic, bringing life to the home.

Cape May Stage – Visitors selected Cape May Stage as the most interesting place

because of the high quality shows and performances, and a wonderful theater.

Bird Sanctuary – Visitors could observe bird migration in the spring and fall and

observe a variety of birds.

The Abbey – for the charm and historic feels.

Carriage House – for the glass exhibit.

Visitors also selected non-specific attractions and point of interests in the City of Cape May as the

most interesting places, such as:

Dining & Restaurants – for a high quality, good selection, and great service.

Victorian Houses – for their unique architecture, colors, and ambiance.

Stores & Shops – for a nice village feel, professional store owners, and unique finds.

Lastly, several activities were selected, such as:

Walking & Biking – considered a great way to see the town and discover places to

explore further.

Trolley Tour – for an opportunity to learn and appreciate the city environment.


UNIQUE CHARACTERISTICS

Visitors were asked to state the unique characteristics that distinguish the City of Cape May from

other tourism destinations offering similar experiences. Early Summer visitors listed architecture,

food & restaurants, nature, atmosphere, and the beach as the core characteristics of the City of Cape

May tourism. Late Summer visitors selected architecture, food & restaurant, beach, atmosphere and

family friendliness. Lastly, Fall visitors identified architecture, atmosphere, nature, food &

restaurants, and its friendly people. Comparing the results from the three visitor surveys, they agreed

that architecture (i.e., the Victorian charm) and atmosphere (i.e., the ambiance, including the

friendliness of its people) are the core characteristics that should be maintained and valued. It is also

identified from the results that the aspect of food and restaurants (i.e., dining experiences) is

important and unique characteristics. This presents a potential to strengthen the brand of the City of

Cape May tourism.

Fig. 22. The City of Cape May Tourism Core Characteristics (Late Summer Visitors)


VISITORS’ SUGGESTIONS

Respondents were asked to give their opinions on how to enhance tourism experiences in the City

of Cape May. Overall, about 40% respondents gave suggestions for the City of Cape May to

improve its facilities and/or activities to provide quality tourism experience for its visitors. The rest

of respondents had suggestions for themselves (e.g., to stay longer or visit more often) or wanted

the city to stay as is. Better parking management was one of the top suggestions to the city, followed

by cost and affordability as well as improvement of activities and facilities. A few respondents also

mentioned the need of technology to assist visitors while staying in the City of Cape May.

Early Summer (n = 339)

Late Summer (n = 393)

Fall (n = 135)

Fig. 23. Visitors’ Suggestions

2

3

6

11

13

15

22

Better Promotion

Pet Friendly

Better Facilities

Build New Convention …

More Activities

Cost/Affordability

Better Parking

3

3

4

6

8

9

24

26

33

Regulatory

Technology

Brochure/Maps/Signs

Transportation

Convention Hall

More Activities

Cost/Affordability

Parking

Better Facilities

4

2

2

2

3

4

4

4

4

6

14

Other

Convention Hall

Quality & Service

Green & Preservation

Transportation

Better Facilities

Business Hours

More Attractions

More Activities

Cost/Affordability

Parking


Visitor suggestions indicate some issues that the city has to pay attention to and provide solutions

for in order to enhance visitors’ experience in the City of Cape May. The summaries of the

suggestions are as follow:

Better Parking – Visitors perceived the need for more parking spaces (i.e., difficult to

find parking spots near attractions) and for the improvement and maintenance of the

parking meters (i.e., parking meters do not work, need a lot of quarters to be able to

enjoy staying at the beach). Also, many respondents felt the need for more handicap

parking spaces.

Cost/Affordability – Many visitors would like more affordable options for

accommodation and other services, especially for young families and college students

who have a strong emotional attachment to the city and would like to stay longer (i.e.,

lower prices = longer stay).

More Activities and Attractions – More historical tours (e.g., inside the Victorian

House tour), more options for children, more events during off seasons, more

promenade activities, more nightlife activities, more year round activities.

Better Facilities – More facilities for children (e.g., playground, parks), facilities for

disabled visitors, better signs, pet-friendly facilities.

Extended, Consistent Business Hours – Businesses and restaurants to open longer in

the evening, open for the weekend, and during off season.

New Convention Hall Development – To host city events, performances, and other

activities.

Materials for Visitor Information – Distribute maps, brochures, etc. for tourists to

explore and provide bigger and more signs in the city.

Technology – More establishment accepting credit card payment and providing internet

access.


CHAPTER 5

ALIGNMENT OF PERSPECTIVES


Following the evaluations and visions from three different entities in the City of Cape May tourism

(i.e., (1) stakeholders, (2) residents, and (3) visitors), an analysis of their visions is necessary to assess

the congruency among them (i.e., alignment of perspectives). This will further guide the formulation

of goals, objectives and action plans for tourism in the City of Cape May.

STAKEHOLDERS – RESIDENTS ALIGNMENT

The first tourism stakeholder dyad is the stakeholders – residents relationship. Congruency was

found among their vision statements regarding tourism in the City of Cape May. This includes

maintaining the charm of the city as a family friendly small town (rather than a resort destination).

Table 7. Congruence between Stakeholders’ and Residents’ Perspectives

Stakeholders’ Vision Congruence Residents’ Vision

Improve and maintain the quality of life and ambiance of a tree town;

The city should aim at becoming a bike friendly destination;

The city should strive as a family friendly town.

“Who we have been is who we will be.”

The City of Cape May as a welcoming place to live, to work, to visit, a good quality of life, a vibrant cultural life, the Victorian Charm, and the amenities that make small towns vital;

Cape May should carefully and diligently protect its historic buildings and heritage and build on a quality of life.

Maintain the “small town” feel rather than the resort destination.

Residents and all stakeholders should work as a community (i.e., as a team) and move toward a vibrant community;

The city should seek out service providers and assist in locating them into town, so that small town actions can be regenerated.

The City of Cape May should capitalize on and improve its strengths in performing arts, which include art performances as well as educational programs;

Capitalize more on the beach.

Cape May should have almost year-round tourism with great increases in off season visitation for bird watching, cultural education, senior travel, conventions, music festivals, eco-travel, fine dining, historic attractions, etc.

The city should aim at becoming a bike friendly destination.

More efficient, more eco-friendly, more pet-friendly, more accessible to pedestrians and bicyclists.


STAKEHOLDERS – VISITORS ALIGNMENT

The congruence between stakeholders’ vision and visitors’ suggestions can be identified from the

analysis: the ways to create a seamless experience for visitors are improving tourism facilities,

parking, information, and technology for visitors. Importantly, both stakeholders and visitors

acknowledged the need to provide more affordable options for visitors to stay longer in the City of

Cape May.

Table 8. Congruence between Stakeholders’ and Visitors’ Perspectives

Stakeholders’ Vision Congruence Visitors’ Needs

Visitors should have a feeling that they are valued in the city;

Family friendly, atmosphere.

Make a seamless experience for visitors. Better parking, better facilities, materials for visitor information, technology.

The City of Cape May should capitalize on and improve its strengths in performing arts, which include art performances as well as educational programs;

Capitalize more on the beach.

More activities and attractions, especially during weekends and off season.

The city should become a more affordable town to visit; attract a middle class demographic and make the entire stay more affordable;

Cost and affordability, more affordable options for young families.

RESIDENTS – VISITORS ALIGNMENT

Overall, residents’ vision regarding tourism in the City of Cape May is aligned with visitors’ needs.

Residents want to keep the charm and small town feel of the city and this atmosphere (ambiance) is

considered one of the core characteristics of the city that drive visitors to come and stay. Also,

residents felt the need to maintain the quality of the infrastructure and facilities in the city, which will

be enjoyed by both visitors and residents alike. This is congruent with visitors’ suggestions on the

betterment of facilities and infrastructure in the City of Cape May. Additionally, both visitors and

residents acknowledged the importance of providing affordability to visitors, especially those who

regard the city as a meaningful place based on their past experience and repeat visits with families.


However, some incongruence was also identified between residents’ needs and visitors’ needs,

especially in terms of the use of public spaces in the city.

Table 9. Congruence between Residents’ and Visitors’ Perspectives

Residents’ Vision Congruence Visitors’ Needs

The City of Cape May as a welcoming place to live, to work, to visit, a good quality of life, a vibrant cultural life, the Victorian Charm, and the amenities that make small towns vital.

Family friendly, atmosphere.

A beautiful entranceway to Cape May and a uniform presentation of fences, benches, lighting, trash receptacles, bathrooms, flowers, etc.

The city needs to maintain its charm, but not withhold improvements on roads, mall, etc.

Keeping with the times technologically and in its amenities.

Better parking, better facilities, materials for visitor information, technology.

Cape May should have almost year-round tourism with great increases in off season visitation for bird watching, cultural education, senior travel, conventions, music festivals, eco-travel, fine dining, historic attractions, etc.

More activities and attractions, especially during weekends and off season.

The city should provide affordability for young families to want to share that outlook with a strong economic foundation.

Cost and affordability, more affordable options for young families.

Table 10. Incongruence between Residents’ and Visitors’ Perspectives

Residents’ Needs Incongruence Visitors’ Needs

Tourists cause the public spaces to be crowded; the city needs to better manage the congestion at events and performances; hotels block residents’ access to the beach.

More activities & attractions.

Litter problems and violations of rules regarding the prohibition of bikes, skateboards, and dogs at the beach;

More pet-friendly, bike-friendly facilities and attractions.


Residents’ Needs Incongruence Visitors’ Needs

Free access to amenities for residents, visitors should pay more.

Cost and affordability, more affordable options for visitors.

GOALS AND OBJECTIVES

Based on the stakeholders’ SWOT analyses, strategic visions, experience evaluation, and alignment

of visions and perspectives of stakeholders, residents, and visitors, the key areas for tourism

planning and development in the City of Cape May were identified:

1. Maintaining the charm and relaxing, friendly atmosphere of the City of Cape May to

strengthen its position in the market and maintain the quality of life;

2. Extension of tourism season by generating more visitations during shoulder and off seasons,

providing affordable options for visitors in the low season and creating year round activities

and events to generate sustainable revenue stream and economic development;

3. Creating a seamless tourism experience by facilitating visitors with information, facilities, and

infrastructure to explore and learn more about the city.

Fig. 24. Tourism Planning Vision


CHAPTER 6

PRODUCT – MARKET ANALYSIS


CURRENT PRODUCT

The product concept of the City of Cape May tourism includes the elements of attractions, facilities

and services, hospitality, transportation, and other infrastructure. These different elements make up

an image of the City of Cape May as: (1) a seashore destination, (2) a center for art, culture and

historic tourism experiences, and (3) a host to nature tourism.

PRODUCT 1. The City of Cape May: A Getaway Seashore Destination

The City of Cape May is characterized by the following elements:

Beaches and Promenades – attraction

Clean sandy beaches are venues to various tourism activities and are the key selling

point of the City of Cape May to leisure visitors. Beaches and promenades are stated

as one of the main attractions and pull factors of tourism in the City of Cape May.

Victorian Charm – attraction

The Victorian style architecture in the city combined with the relaxing atmosphere

and residents’ hospitality provides the city with a unique character of a leisure

destination.

Unique Lodging and Dining Experiences – services

Independent hotels and historic bed & breakfasts, quaint shops, and restaurants

serving high quality cuisine are elements that add to the city’s tourism.

The City of Cape May as a getaway seashore destination and nature tourism is on the

maturity stage of tourism product lifecycle. Strategies are needed to rejuvenate the

destination by diversification of products – market.


PRODUCT 2. The City of Cape May: A Destination for Art, Culture, and History.


Art & Cultural Events & Performances – attraction

The many art and cultural events hosted in the city, ranging from music festivals to

film nights, are strengthening the City of Cape May as a destination offering various

activities for art and culture appreciation.

Historic Buildings – attraction

The Physick Estate, the Lighthouse and WW II Memorial (and the people managing

these facilities) are among the city’s attractions for visitors interested in history and

culture.

Art & Cultural Organizations – partners & service providers

The City of Cape May as a center of art, culture and history is on the early maturity stage of

tourism product lifecycle. Planning strategies are needed to grow the market further by

strengthening the brand.

PRODUCT 3. The City of Cape May: A Nature Tourism Destination.


Bird Sanctuary – attraction

The City of Cape May is the world famous site for observation of migrating birds,

which makes the city a must-see destination for avid bird watchers and those

interested in learning more about birds.

Parks – attraction


The natural and man-made landscapes of the city provide opportunities for visitors

to perform various activities such as walking, bicycling, hiking, and other physical

activities in and around the City of Cape May.

Fishing , Boating & Other Water-based Activities – attraction

CURRENT MARKETING

Visitors and seasonal residents are mostly relying on past personal experience (about 40% each), the

use of brochures (about 16% each) and advice from family and friends (between 13% and 16%) to

plan their trips to the City of Cape May. Differences were found in the use of the Internet (23%

seasonal residents, 49% visitors), newspaper/magazine (23% seasonal residents, 9% visitors), social

media (7% seasonal residents, 1% visitors).

Interestingly, 15% of visitors indicated that they did not use any marketing material at all to plan

their trip. About twice as many seasonal residents (about one third) also indicated that they did not

rely on any marketing material.

Fig. 25. Marketing Materials Used for Travel Planning

16.5

6.6

0.4

0.4

0.5

0.7

1.4

2.7

3.9

9.9

16.3

17.2

42.5

46.5

0 10 20 30 40 50

None

Other

Radio

Travel show

TV

Travel agent

Social Media

Motor club publication

Realtor

Newspaper/Magazine

Advice from family/ friends

Brochure

Personal experience

Internet


SUMMARY OF SWOT ANALYSIS

Based on the analyses of stakeholders, residents, visitors, and current products in the City of Cape

May, the strengths, weaknesses, opportunities, and threats for tourism in the city can be summarized

as follow:

Strengths for Tourism Development – internal & positive

1. Nature – beaches, nature and wildlife, including bird migration sites, landscape and parks (the image of a “tree town”);

2. Ambiance – family friendly, a sense of community, intimacy, quality of life, a sense of safety, small town environment;

3. Victorian architecture that gives the city a unique character and vibe;

4. Name recognition – strong emotional value, well established market;

5. Unique local establishments – historic bed & breakfasts, independent hotels and lodgings, local restaurants, antiques;

6. Art and cultural events, facilities, and organizations;

7. Facilities – Coast Guard training facilities, churches, historic buildings;

8. Environmental preservation.

Weaknesses for Tourism Development – internal & negative

1. Location – no more room to grow for physical development;

2. Lack of destination “branding”;

3. Ineffective communication among residents and other stakeholders in tourism;

4. Issues with parking facilities and transportation;

5. Lack of collaboration among local business, reflected in inconsistency of business hours;

6. Affordability issues – mid to high price range for accommodations and dining, fees attached to facilities (such as beach tags);

7. Possible conflict of interests among tourists, local residents, and seasonal residents;

8. Seasonal residents are not represented in the decision making process for tourism development and marketing.


Opportunities for Tourism Development – external & positive

1. Brand extension to strengthen the position of the City of Cape May as a tourism destination and to expand the visitations seasons by strengthening the elements of food, music, culture as a comprehensive product;

2. Collaboration among stakeholders to create common visions;

3. Creating off-season value packages for tourists;

4. Generating new market for small conventions and events with the development of new Convention Hall;

5. Rejuvenation of promenade areas to accommodate year-round activities for visitors and residents (e.g., seashore walkway);

6. Communicate a consistent and integrated marketing message to appropriate market;

7. Trends in wellness travel and culinary tourism;

8. Become a center for educational programs and creative activities targeting niche market.

Threats for Tourism Development – external & negative

1. Direct competition from neighboring destinations:

Atlantic City, NJ is trying to be more family friendly;

Wildwood, NJ is a well established destination for conventions and meetings;

2. Over development of tourism – environmental concerns;

3. Loss of community – fractured community due to condo conversion bringing in different population with different needs;

4. The economic recession continues to threaten the profitability and survival of small local businesses in tourism and hospitality.


CHAPTER 7

PLANNING STRATEGIES


STRATEGIES

The tourism long range plan in the City of Cape May should focus on the following strategies:

STRATEGY 1. Strengthening the City of Cape May brand

This strategy will be implemented by re-emphasizing the city’s market position as a prominent

seashore destination for its loyal visitors by delivering a seamless, consistent quality tourism

experiences. The corresponding tourism marketing strategies are: market penetration strategy

and reminder promotion.

STRATEGY 2. Extending the tourism seasons

This strategy will be implemented by facilitating the generation of various off-season “value”

packages and new, creative experiences targeting different market segments. The corresponding

tourism marketing strategies are: diversification strategy and persuasive promotion.

Fig. 25. Ansoff’s Product – Market Grid


STRATEGY 3. Creating an integrated tourism destination management systems

This strategy will be implemented by developing and maintaining the systems of information and

knowledge to increase collaboration among stakeholders for various decision-making processes

in tourism development and marketing. This strategy should be followed by maintaining an

integrated and continuous marketing research and communication platform to ensure the

sustainability of tourism in the city.

PLANNING OBJECTIVES

The long range tourism plans are targeted to achieve the following specific and measurable

objectives to achieve the goals formulated in the previous section:

1. Visitors

Visitation – maintain the high-season visitation and increase the low-season visitation;

Length of Stay – increase the average length of stay to 5 nights in the high-season and 3 nights

in the low season.

Spending – encourage visitors to stay, dine, and shop within the City of Cape May during

visitation.

2. Residents

Involvement – encourage residents’ involvement throughout the planning, organizing, and

implementation of the tourism planning and development stages that suit their needs

through discussion forums, volunteering, etc.;

Quality of Life – maximize the positive benefits and mitigate the perceived negative impacts of

tourism to the residents.


Tourism Marketing Objectives

The marketing objectives of tourism in the City of Cape May are as follow:

To define, develop, promote, and deliver “The City of Cape May Experience” brand

by designing relevant and consistent quality tourism experiences to its visitors;

To reduce the effects of seasonality by generating new marketing opportunities for

tourism in the City of Cape May through collaborations and partnerships among

various stakeholders;

To integrate the new Convention Hall in order to strengthen the market potential of

the City of Cape May as a leisure and business destination;

To employ various media and information systems to develop and maintain an

integrated tourism marketing research in the City of Cape May as well as marketing

communication (including promotion) to its visitors, residents, and local businesses.

Tourism Market Share & Growth Objectives

The objectives of market share and growth of the City of Cape May tourism by market segments are

as follow:

1. For vacation and nature tourism:

To maintain the existing market share by encouraging repeat visitation

To find new market segments: promoting nostalgia to younger, second

generation loyal customers

2. For art, culture & history:

To expand market share by diverting demand for art and cultural events and

educational programs from direct competitions

3. For meeting and conventions:

To expand market share by diverting demand for retreats, events, and

conventions from direct competitions


Tourism Promotion Objectives

The objectives for tourism promotion for the City of Cape May are as follow:

1. To implement reminder promotion to strengthen “The City of Cape May

Experience”

Create a relevant and consistent brand based on the destination unique

selling propositions;

Develop supporting tools to communicate brand image: slogan, themes,

visual symbols, etc.;

2. To generate awareness of other tourism offerings, specifically meeting and

conventions, to generate off-season demand;

3. To create a comprehensive marketing information system to carryout marketing

research, pull and push marketing, sales events, sales promotion, visitors services,

etc.;

4. To expand promotional reach by an effective use of social media by creating and

sharing promotional content and maintaining a pool of followers online.

Tourism Distribution Objectives

The objectives of the City of Cape May tourism distribution are as follow:

To co-ordinate local businesses to collaborate in the distribution of product

packages; (bundling different elements of tourism products);

To collaborate with member-only travel deal websites to distribute “value” packages

to boost off-season visitations;

To increase the online presence of local tourism businesses and facilitate e-

commerce feature on the destination website to encourage advanced booking and

reservation.


Tourism Research Objectives

The objectives of tourism market research for the City of Cape May are:

To maintain and update a database of tourism product and visitor information to

support tourism decision making processes;

To continue to conduct visitor surveys at different points of contacts (e.g.,

accommodations, events, retail stores) throughout the year to learn visitors’ needs

and satisfaction in different visitation seasons;

To conduct research using public records and secondary data on market trends and

competitions’ strategies to stay ahead of the competitive arena.


CHAPTER 8

PLANNING PROGRAMS


STRENGTHENING THE BRAND

Based on the visitors’ responses to 2010 surveys, visitors described their strong affection toward the

city (i.e., “love”) and expressed their loyalty (i.e., multiple visits). The keyword best captures and

describes “The City of Cape May Experience” is:

“Tradition”

: The transmission of customs or beliefs from generation to generation, or the fact of being passed on in this way.

: A long-established custom or belief that has been passed on in this way.

Proposed tagline: “It’s a Cape May Tradition”

Brand image and emotional appeal:

1. Emphasizing the City of Cape May as a long-established seashore destination;

2. Describing repeat visitation behavior from loyal customers;

3. Encouraging the transmission of visitation behavior from one generation to the next.

PROGRAM 1. P1. “It’s a Cape May Tradition”

The program is part of the first strategy to strengthen the City of Cape May brand by re-

emphasizing the market position as a prominent seashore destination for its loyal visitors by

delivering a seamless, consistent quality tourism experiences. The tagline can also be used for a

marketing campaign under the same umbrella. This tagline conveys a powerful idea about the

tourism experiences associated with the city. It can be adapted to suit different segments, products,

and media exposure. This tagline also promises a platform for sustainable umbrella branding that

will last for a long time. It will help coordinate local businesses’ effort and serve as a base to

promote tourism and hospitality products and services in the City of Cape May.

P1. Target Market

This program will implement market penetration strategy by maintaining existing market to the City

of Cape May, which include: visitors from New Jersey and neighboring states such as Pennsylvania,

Delaware and Virginia; families, couples, and groups of friends; slightly older. The appeal of this


program to the aforementioned target market will be delivered through: relaxation, romantic,

educational, family bonding.

This program will also apply market penetration strategy by reinventing the existing market to the

City of Cape May, especially to appeal to younger visitors (i.e., those who went on vacation with

their parents when they were children) and young families. The appeal of this program to the

aforementioned target market will be delivered through: nostalgia, relaxation, and educational

experiences.

P1. Product Development

This program will highlight existing well-known tourism products and attractive packages to appeal

to different market segments. Product packages should be developed based on existing attractions,

programs, and activities that the City of Cape May is known for. These include regular annual events

or unique activities that are recognized as a Cape May tradition.

Examples of product packages to develop and offer are as follow:

P1 Product 1. “Movie Night by the Beach. It’s a Cape May Tradition.”

This product package offers a romantic getaway experience targeting couples (younger or

older) by combining a well-known recreation program (i.e., movie night by the beach) with

services from local businesses (e.g., accommodation, restaurants, souvenir shops, etc.). The

package may include: accommodation (i.e., hotel), a gift basket or a bottle of wine upon

arrival (i.e., local shop), a romantic dinner for two (i.e., restaurant), discounts for souvenir

purchases at local stores.

P1b. “Antiquing. It’s a Cape May Tradition.”

This product package offers a unique shopping experience targeting groups of antiquing

enthusiasts by combining local accommodation (i.e., hotel) with antiques and art galleries,

local shops, and restaurants.


P1. Product Marketing & Promotion

This program will utilize the reminder promotion strategy. The main objective of this program is to

remind existing market about the quality of tourism in the City of Cape May to encourage them to

return. The marketing campaign under this program should be personalized and integrated with

experience scenarios conveying different unique selling propositions of the City of Cape May.

This program will use the following promotion mix:

Pull Marketing – providing information regarding this program and its marketing campaign

on Cape May tourism website;

Advertising – investing on mass media ads and social media communication (e.g., twitter,

facebook, youtube, travel and photo blog, etc.) as well as mobile media;

Sales Promotion – participation in membership-based online flash sales and deals such as

Jetsetter, Living Social Escapes, Groupon Getaways, etc.

Publicity – press releases and announcements.

EXTENDING THE TOURISM SEASON

Visitors understood the unique characteristics that make the City of Cape May distinguished from

other destinations offering similar products/services. These unique, core characteristics should be

emphasized to assure quality tourism experiences.

Proposed tagline: “The Cape May Way”

In an effort to extend the tourism seasons by facilitating the generation of various off-season

“value” packages and new, creative experiences targeting different market segments, this

tagline can emphasize the uniqueness of these experiences. Also, this tagline can be utilized

to support the operation of the new Convention Hall in the City of Cape May.

PROGRAM 2. P2. “The Cape May Way”

This program emphasizes the uniqueness of the city (the charm, the core characteristics) that would

make various tourism activities in the City of Cape May distinctive from other competition. It assures


quality tourism experience. It can be adapted to suit different segments, products, and media

exposure. It will serve as a platform of coordination among local businesses and the city government

to make the City of Cape May a year-round tourism destination.

P2. Target Market

This program is specifically targeted to divert tourism market from direct competitions for new,

creative product packages supported by existing attractions, facilities, and services. To implement

the program, it is necessary to apply a diversification strategy by finding new market for the

development of niche tourism. These new markets include:

Corporations – by offering small-scale conventions, meetings, corporate retreats, workshops;

Cultural organizations – by offering art & cultural events, festivals, concerts;

Event planners – by offering the facilitation of weddings, parties, celebrations;

Special-interest groups – by offering educational programs, and various forms of creative

tourism.

P2. Product Development

This program will introduce new, creative ways of experiencing the City of Cape May other than the

popular attractions and activities. The facilitation of creative tourism should be emphasized in this

program. Creative tourism counts on the cultural assets of the city, including but not limited to the

performing arts, to attract visitors to the City of Cape May. Creative tourism will appeal to visitors

by offering them the opportunity to derive meanings from their experiences through making

contribution in the specific areas of their interests. By developing new attractions and tourism

programs, especially during off season, this program will attract different market segments to the

city.

The tourism products created for this program should be combined with other services, including

the utilization of the new Convention Hall, to stimulate longer stays and generate more revenues for

local businesses in the city.


Examples of product packages for this program are as follow:

P2 Product 1. “A Productive Escape, the Cape May Way.”

This product package offers an overnight package for corporate retreats and gatherings

targeted to corporations, universities, and other organizations by combining the provision of

meeting space, accommodation, dining experience, and a private tour for the groups to some

of the popular tourism attractions in the city. The package may include: a conference room

with on-site coffee break (i.e., convention center), accommodation (i.e., hotel), a 4-course

meal dinner for the group (i.e., restaurant), and a private tour for the group with the city

trolley (or a “Victorian Mansion Experience”).

This product should also be positioned to generate off season demand by offering premium

rates during high season and discounted rates during off season (i.e., revenue management).

P2 Product 2. “Personal Development, the Cape May Way.”

This product package offers a longer stay package for special interest groups and

organizations to hold educational programs and technical workshops (e.g., writing

workshops, design workshops, etc.) by combining the provision of meeting space,

accommodation, dining experience, and a private tour for the groups to some unique

attractions in the city to get them inspired during the workshops. This product should also

be positioned to generate off season demand by offering premium rates during high season

and discounted rates during off season (i.e., revenue management).

P2 Product 3. “Tie the Knot, the Cape May Way.”

This product package offers a wedding ceremony and reception package for couples that

include accommodation, ceremony sites, reception, trolley ride for bridal party, rehearsal

dinner and Sunday brunch, attractive spots and backdrops for picture taking, and a private

tour for out of town guests to some popular attractions in the city. This product should also

be positioned to generate off season demand by offering premium rates during high season

and discounted rates during off season (i.e., revenue management).


Other product ideas for this tourism program that incorporates the new Convention Hall include

the following:

1. Educational Programs

Short courses for professional development and skill building,

Adult continuing education,

Workshops and conferences.

2. Retreats

Corporate retreats,

Art & cultural retreats: literary, visual, etc.

3. Business Meetings

4. Small conventions and trade shows

5. Events & celebrations

P2. Tourism Promotion

This program will utilize the persuasion strategy. The main objective of this program is to persuade

new market and create preference for the City of Cape May to host their activities, programs, events,

and celebrations. The promotion should emphasize the distinctive characteristics of the city that no

other destination has. Visiting the city for different purposes will ensure the same quality

experiences. The tourism experiences will be enriched with what the City of Cape May is already

known for.

This program will use the following promotion mix:

Pull Marketing – provision of information regarding the products and offers on Cape May

tourism website and organizing familiarization tours with representatives of meeting

planning associations or press;

Advertising – investing in mass media ads and participating in social media communication

(e.g., twitter, facebook, youtube, travel and photo blog, etc.), mobile media;

Personal Selling – prospecting sales to businesses, meeting and event professionals;

Sales Promotion – investing in membership-based online flash sales and deals such as

Jetsetter, Living Social, Groupon, etc.


Publicity – press releases and announcements.

MAINTAINING A DESTINATION MARKETING SYSTEM

A formal tourism marketing body is considered necessary to manage tourism in the City of Cape

May. This marketing body will be responsible for destination marketing, including branding and

image, implement and evaluate marketing campaigns, provide information for visitors and

stakeholders, facilitate coordination and involve in operation to provide quality tourism experiences,

as well as product/event management.

This tourism marketing body will maintain an integrated destination marketing system (DMS) as the

key media to facilitate collaboration among different stakeholders in the City of Cape May tourism.

The core of this DMS is the database of products (e.g., inventory of attractions, accommodations,

etc.), consumers (e.g., visitor profiles, mailing lists, and market trends), and knowledge (e.g., history

or interpretation of attractions, etc.).

PROGRAM 3. P3. Integrated Destination Marketing System (DMS).

A comprehensive tourism database will be developed through the collection of information from

internal records, marketing intelligence (i.e., marketing knowledge and skills), and marketing research

(e.g., visitor survey). The tourism marketing body will distribute information from the database for

various marketing functions such as market analysis, print management, web publishing, and push

marketing.

To serve the visitors (and potential visitors planning a trip to the City of Cape May), an integrated

DMS will assist the tourism marketing body with information search, reservation, and visitor service

through various websites, kiosks, and/or call centers. To assist local businesses, the tourism

marketing body will be able to provide market analysis, image library, and materials for push

marketing.


Fig. 26. Integrated Destination Marketing System (DMS)

DATABASE

Product Visitor

Knowledge

Print

Management

Reservation

System

Web

Publishing

Image Library

Push

Marketing

Market

Analysis

Impact

Analysis

Information

Search

Visitor & Potential

Visitor

Community

& Local Businesses

Travel Trade, Convention

Buyer

Information

Center

Tourism Media

Tourism Partner


DESIGNING THE EXPERIENCESCAPE

In an attempt to provide a seamless tourism experience in the City of Cape May, the design and

development of the experiencescape is necessary. This includes the development and management

of the physical and non-physical elements of the destination. The development and maintenance of

the physical elements of the experiencescape involves rejuvenation of facilities, streetscape (i.e.,

street furniture, directions and signage, etc.), and infrastructure in the city. Rejuvenation of

promenade or seashore walkway and its infrastructure to accommodate supporting activities for

programs and events held in the Convention Hall as well as other tourism activities and small

businesses. Additionally, parking and transportation in the city should be one of the top priorities to

consider. The management of non-physical elements of the experiencescape includes the creation of

information (e.g., maps, brochures,) and programs (e.g., markers and signs for tour routes, bike

routes, etc.).

PROGRAM 4. P4. Define, Develop and Maintain the Experiencescape

This program is directed toward the unified concept of tourism experiencescape in the City of Cape

May to provide a stage for quality tourism experience for visitors. These include the design,

development, and maintenance of the quality of facilities and infrastructure for visitors.

P4a. Defining the Gateway to the City of Cape May

Upon entering the City of Cape May, visitors should feel the unique vibes and charms of the city.

This should be achieved by taking a special consideration to maintain the appearance of the “front

row” buildings and environments located in the gateways (i.e., the first point of access to the City of

Cape May) to instill positive impression among the visitors and stimulate them to explore the city

further.

P4b. Consistent Appearance of Street Furniture and Facilities

In light of the impression management strategy, the design of street furniture (i.e., directional signs,

markers/information posts, garbage cans, street lights, benches, etc.) should be consistent with the


brand that the City of Cape May is trying to emphasize. This should be implemented with the

consideration of Program 1. The consistent appearance of the streetscape will create an atmosphere

of a well-planned and visitor friendly destination, while the unique design will strengthen the

ambiance of the historic city. Careful consideration should be given to visitors and residents with

special needs, such as creating bigger signs for senior travelers and following design requirements to

accommodate visitors with disabilities.

P4c. Provision of Informational Materials for Self-Guided Activities

To accommodate visitors’ needs for self-guided walking or biking tours to explore the city, in

addition to directional signs and streetscape, print maps and brochures should be provided for

visitors. These materials should also be posted on the City of Cape May tourism website for

download and print prior visitation.

P4d. Satellite Parking

Parking is considered a major problem for visitors in the city. To manage this issue, an alternative

satellite parking for visitors to the beach and downtown should be considered. The provision of a

satellite parking site should be integrated with other forms of inner-city transportation such as

walking trails, bike trails, or trolley route to provide convenient access to and from the parking site.

Also, the maintenance of street parking (e.g., to ensued that parking meters work) should be of a

priority for city officials to ensure that visitors will have a positive experience in the city.

P4e. Technology

To attract more technology savvy visitors, the City of Cape May should encourage local businesses

to adopt information and communication technology to provide information, facilitate reservation

and payment, etc. Also, provision of access to wireless internet network for visitors should be

encouraged.


CHAPTER 9

ACTION PLANS & DEVELOPMENT STAGING


ACTION PLANS

PROGRAM 1. P1. “It’s a Cape May Tradition”

Action Plans for Program 1 are as follow:

P1a. Product Development

P1a. 1. Idea generation – the tourism office will brainstorm with local businesses for possible

collaboration to create product packages.

P1a. 2. Product Conception – transform product ideas into product concepts (i.e., the details of

products, pricing, and target market) accompanied by the storyline of the product

appeal.

P1b. Marketing & Promotion

P1b. 1. Creation of Marketing Materials – the database system will be consulted to derive

information regarding the products, images, etc. to develop the marketing materials.

P1b. 2. Information Provision: Online – Marketing materials will be posted online for pull

marketing, sent in an e-newsletter to the visitor panels, and provided to the third

parties (media) for flash deals.

P1b. 3. Information Provision: On-site – Printed marketing materials will be provided at the

visitor centers, accommodations, and attractions.

P1b. 4. Reservation – reservation will be facilitated through third party (online) or call centers

through the tourism office and local businesses.

PROGRAM 2. P2. “The Cape May Way”

The action plans for Program 2 are the same as the plans for Program 1.


PROGRAM 3. P3. Integrated DMS


P3a. Staff Training

P3a. 1. Training & Refreshment Workshops – the marketing staff at the tourism office will

participate in various trainings and, when necessary refreshment workshops, to

improve skills and competencies to deliver quality.

P3a. 2. Staff Performance Evaluation.

P3b. Database Development

P3b. 1. Digitation of Product Information – transform, collect, maintain, and update digital

information about attractions, accommodations, programs, etc. in the city, which

include images, videos, and text.

P3b. 2. Creation of Visitor Panel – collect, maintain, and update visitor contact addresses (i.e.,

email list) to send marketing materials and visitor survey.

P3b. 3. Digitation of Tourism Knowledge – transform, collect, maintain and update tourism

knowledge associated with the city’s history and stories, as well as meaningful

interpretation of attractions, accommodations, and other significance of the city’s

tourism.

P3c. Market Research - constantly monitor visitors’ needs and tourism trend to continuously

reinvent tourism in the City of Cape May.

P3c. 1. Data Collection: Visitors Survey and Trade Shows – maintaining the SMART Cape May

program to collect data from visitors and to attend trade shows and tourism and

marketing conferences to learn more about tourism industry trends.

P3c. 2. Data Analysis – synthesis and integration of information into the tourism program.

P3c. 3. Report Production – annual reports to evaluate performance of tourism, results from

market research, and action plans for the future.

P3d. Website Development – an integrated website for all stakeholders of tourism in the City of

Cape May


P3d. 1. Content Development – provide relevant information to be provided on the tourism

website.

P3d. 2. Website Design – usability and experience for visitors, travel trades, and convention

buyers.

P3d. 3. Reservation System – integration of reservation system into tourism website.

PROGRAM 4. P4. Design of Experiencescape


P4a. Definition of Gateway to the City of Cape May

P4a. 1. Raising awareness and brainstorming – create programs to encourage the maintenance of

the “welcome landmarks” of Cape May.

P4a. 2. Neighborhood cleaning programs – volunteering and community collaboration.

P4b. Consistent Appearance of Streetscape

P4b. 1. Idea Generation – Tours & Paths – brainstorming with local businesses and residents

to create walking paths, bike routes, and tour routes for self-guided tours in the city.

P4b. 2. Idea Generation – Streetscape Design – brainstorming with local businesses and residents

to design signs, benches, and other street furniture that represent the quality and

characters of the city.

P4b. 3. Provision of Directional Signs

P4b. 4. Provision of Street Furniture.

P4c. Rejuvenation of Promenade – in addition to the streetscape and the maintenance of public

facilities, the promenade area should be rejuvenated to host more activities for residents and visitors.

P4d. Provide Satellite Parking – brainstorming with local business and residents to seek for

alternatives for satellite parking, site feasibility, etc.


DEVELOPMENT STAGING

The long range tourism planning for the City of Cape May will follow the stages of development as

follow:

Phase 1. Training & System Development (2012 – 2013)

This phase includes P3a & P3b.

Phase 2. Product Development (2012 – 2014)

This phase includes P1a, P2a, P3c, & P4a.

Phase 3. System Operation (2012 – 2015)

This phase includes P3d, P1b, & P2b.

Phase 4. Facility Development (2012 – 2020)

This phase includes P4b, P4c, & P4d.

Fig. 27. Tourism Development Staging

Phase 2.

P1a. Product

Development

P1b.

Marketing

P2a. Product

Development

P2b.

Marketing

P3b.

Database

Development

P3a. Staff

Training

P3d .Website

Development

P3c .Market

Research

P4a. Gateway

Maintenance

P4b.

Streetscape

Maintenance

P4c.

Promenade

P4d. Satellite

Parking

Phase 1.

Phase 3.

Phase 4.

Phase 2.

Phase 2.

Table 11. Action Plans for Programs 1 and 2

ACTION PLANS TIMEFRAME STAKEHOLDERS

Program 1. “It’s a Cape May Tradition” 2012-13

2013 -14

2014-15

2015-16

2016-17

2017-18

2018-19

2019-20

P1a. Product Development P1a. 1. Idea generation

Brainstorming X X X X Tourism office & local businesses.

P1a. 2. Product conception X X X X Tourism office & local businesses. P1b. Marketing & Promotion

P1b. 1. Creation of Marketing Materials X X X X X X X X Tourism office P1b. 2. Information Provision: online

Push Marketing (eNewsletter) Pull Marketing (Website) Flash Deals

X X X X X X X X Tourism office & local businesses.

P1b. 3. Information Provision: on-site X X X X X X X X Visitor center, accommodations, attractions

P1b. 4. Reservation X X X X X X X X Visitor center, accommodations, attractions.

Program 2. “The Cape May Way” 2012-13

2013 -14

2014-15

2015-16

2016-17

2017-18

2018-19

2019-20

P2a. Product Development P2a. 1. Idea generation

Brainstorming X X X X X X X X Tourism office & local businesses.

P2a. 2. Product conception X X X X X X X X Tourism office & local businesses. P2b. Marketing & Promotion

P2b. 1. Creation of Marketing Materials X X X X X X X X Tourism office P2b. 2. Information Provision: online

Push Marketing (eNewsletter) Pull Marketing (Website) Flash Deals

X X X X X X X X Tourism office & local businesses.

P2b. 3. Information Provision: on-site X X X X X X X X Visitor center, accommodations, attractions

P2b. 4. Reservation X X X X X X X X Visitor center, accommodations, attractions.


Table 12. Action Plans for Programs 3 and 4

ACTION PLANS TIMEFRAME STAKEHOLDERS

Program 3. Integrated DMS 2012-13

2013 -14

2014-15

2015-16

2016-17

2017-18

2018-19

2019-20

P3a. Staff Training P3a. 1. Training & Refreshment Workshops X X X X X X X X Tourism office. P3a. 2. Performance Evaluation X X X X X X X X Tourism office.

P3b. Database Development P3b. 1. Digitation of Product Information X X X X X X X X Tourism office. P3b. 2. Creation of Panels of Visitors X X X X X X X X Tourism office. P3b. 3. Digitation of Tourism Knowledge X X X X X X X X Tourism office.

P3c. Market Research P3c. 1. Data Collection: Visitor Survey & Trade

Shows X X X X X X X X Tourism office

P3c. 2. Data Analysis X X X X X X X X Tourism office P3c. 3. Report Production X X X X X X X X Tourism office

P3d. Website Development P3d. 1. Content Development X X X X X X X X Tourism office. P3d. 2. Website Design X X X Tourism office & third party. P3d. 3. Reservation System X X X Tourism office & third party.

Program 4. Experiencescape 2012-13

2013 -14

2014-15

2015-16

2016-17

2017-18

2018-19

2019-20

P4a. Gateway Management P4a. 1. Raising Awareness & Brainstorming X X X X X X X X Tourism office & residents. P4a. 2. Neighborhood Cleaning Programs X X X X X X X X Tourism office & city

government. P4b. Consistent Appearance of Streetscape

P4b. 1. Idea Generation: tours & paths X Tourism office, local businesses, residents

P4b. 2. Idea Generation: Streetscape design X Tourism office, local businesses, residents

P4b. 3. Provision of Directional Signs X X City government P4b. 4. Provision of Street Furniture X X City government

P4c. Rejuvenation of Promenade X X City government P4d. Satellite Parking X X X City government

CHAPTER 10

PERFORMANCE EVALUATION


PERFORMANCE EVALUATION

To determine the success of the programs and action plans, the following metrics should be applied

for pull marketing, advertising, sales promotion, and publicity:

Conversion – measuring how many inquiries, sales, and visitations are generated from a

particular promotion method for a specific program.

Revenue – measuring how much revenue are generated from sales and visitations through a

particular promotion method for a specific program.

Return-on-Investment (ROI) – measuring the benefit of marketing campaigns compared to the

cost of the campaigns

To measure advertising conversion, the following tracking model can be used. The goal of

persuasive and reminder promotion is to generate inquiry and visitation.

Fig. 28. Model of Advertising Conversion

Tracking the effectiveness of online promotion:

Website/Pull Marketing – website traffic, click-through rate, reservation.

Advertising

Advertising Awareness

Destination Awareness

Positive Destination

Image

Travel Motivation

Conversion/ Behavior

Inquiry/ Fulfillment


Email/e-Newsletter/Push Marketing – total/unique email open, total/unique email click-

through, click-to-open rate, email forwards, unsubscribe requests, email complaints, etc.

Social media – number of fans/followers, number of mentions/like, sentiment analysis,

stickiness.

Tracking the effectiveness of personal selling:

Number of prospects, close rate/ratio, average/total sale.

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