2010-2011 Marketing Pl an

Navigating the New NormaL

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Executive Summary
T
he Santa Barbara Conference & Visitors
Bureau and Film Commission (SBCVB&FC)
Annual Marketing Plan is a framework to
guide and support SBCVB&FC’s collaborative and
progressive marketing initiatives in fiscal year
2010/2011. This document is divided into eight
sections: situational analysis, public relations,
publications, group sales, community relations,
film commission, advertising, and visitor research.
Mission
For more than 50 years, the mission of the Santa Barbara
Conference and Visitors Bureau & Film Commission
(SBCVB&FC) has been to enhance the economic vitality of
the community by increasing tourism and film production.
Funding
This Bureau is funded from several sources including
Santa Barbara City and Santa Barbara County lodgers’
tax collections, membership dues, and cooperative
partnership revenues.
A proposed tourism assessment model for the Santa
Barbara South Coast lodging industry would further
increase our marketing impact by doubling the tourism
promotion budget. Competing cities have consistently
2 Marketing Plan 2010-2011
received increased funding for marketing programs
in recent years, threatening Santa Barbara’s tourism
market share. This new revenue source along with the
aforementioned funding would allow Santa Barbara to
remain “top of mind” to our target audience. The decision
for the TBID will be made in the fall 2010.
Historical Travel Promotion Act
Before we review changes to our own marketing strategy,
one must also acknowledge the formation of a first-ever
U.S. travel promotional program. This initiative will be
funded through a matching program featuring up to $100
million in private sector contributions and a $10 fee on
foreign travelers who do not pay $131 for a visa to enter
the United States. Funds will be used to develop a multi-
channel marketing and communications program to
attract more international visitors and explain changing
travel security policies. The new Travel Promotion
Act gives California a stronger position in the global
marketplace which will then benefit the hospitality
community in Santa Barbara.
A Plan for Changing Times
The theme of this year’s plan, “Navigating the New
Normal,” reflects the new economy and the new buying
behaviors of our consumers. Our marketing strategy has
changed dramatically in the last 24 months. In previous
years, the SBCVB&FC priorities were to promote the brand
in markets further afield. For the 2010-2011 Marketing
Plan, the SBCVB&FC has refined its marketing programs,
to include a combination of brand marketing along with
retail promotions to drive business directly to the lodging
industry. Some of these promotions were launched in FY
09/10 and saw immediate results. As the market shifts
throughout the year, we will retain the flexibility to re-
evaluate programming and adjust accordingly based on
the dual principles of costs and return on investment.
Careful consideration must be paid to when we conduct
our advertising campaign so that we reach our
customers when they are making their decisions to travel.
This pattern has changed dramatically over the last two
years. According to a fall 2008 travel survey conducted
by Strategic Marketing & Research Inc. for California Travel
and Trade Commission (CTTC), all travelers began to plan
their trip within a month of travel. Anecdotal feedback
from the industry suggests that consumers are waiting
longer to make travel decision in hopes of securing the
best deals available. Many of Santa Barbara’s lodging
businesses also report that that the number of same day
reservations or even walk-ins have accelerated in the last
eighteen months. Although these trends may be common
in other communities, it is unprecedented to see this type
of last minute reservation request in Santa Barbara.
Our overall objective for the 2010/2011 plan is to deliver
an appealing and effective message about Santa Barbara
that will attract overnight visitors. Our target markets are:
the primary drive markets of Los Angeles, Orange County
and San Diego; Secondary drive markets of Palm Springs,
Inland Empire, Long Beach; Fly Markets from Phoenix, Las
Vegas, San Diego, Sacramento, and San Francisco; and
International markets in Canada and Europe (based on
current research and exchange rates).
In this unusually volatile tourism marketplace where value
and affordability dominate, in the coming year we will
emphasize the many activities in Santa Barbara that are
free as well as values being offered by the local hospitality
industry. We will continue to enhance The American
Riviera® brand by promoting our relaxed lifestyle, wine/
culinary excellence, the area’s art/history and culture
and Santa Barbara’s offerings for the tourist interested
in the environment and all things “green.” We are also
positioning ourselves to respond to trends by making use
of social media.
A number of criteria will be used as metrics for success.
First and most importantly, is the overall increase in
occupancy and “rev par” levels. To achieve this, however,
we need to measure results of our programs. These
include: inquiries to toll-free number, website registration,
online reservation bookings, increased website traffic
to member pages, increased media inquiries, increased
group sales bookings, selection as a film location and
results from visitor research surveys.
As in the past we will keep our members and stakeholders
informed of our actions and their results and of trends
we are seeing in this constantly changing tourism
marketplace.
TOURISM MARKET OVERVIEW
Industry Challenges
The worldwide economic downturn which began in 2008,
and resulted in serious challenges to the world economy,
the nation’s economy and for the tourism industry
locally has eased. A gradual recovery is underway and
projections for occupancy and demand have been revised
upward for 2010. However, it is clear that travelers remain
cautious spenders. Leisure travelers continue to reduce
spending and the distances they travel. Meeting groups
are now booking but expected attendance is smaller.
In Santa Barbara County, these changes have
considerably impacted the hospitality industry.
Bookings for both leisure business and conference
business are very short term, making it very
difficult to project future business. We have
experienced an unprecedented number of
“day of reservations” or “walk in” business.
Conferences are smaller in size and certain
segments of the conference/incentive business
have either reduced their events or are not
Santa Barbara Conference + Visitors Bureau + Film Commission
meeting in resort destinations at this time. The most
dramatic change, however, has been the decrease in room
rates, resulting in a notable loss of tax revenues to our
communities.
National Tourism Platforms
As referenced in the Executive Summary, a new initiative
was finally approved in 2010, the formation of a first-ever
U.S. travel promotional program. This initiative will be
funded through a matching program featuring up to $100
million in private sector contributions and a $10 fee on
foreign travelers who do not pay $131 for a visa to enter
the United States. Funds will be used to develop a multi-
channel marketing and communications program to
attract more international visitors and explain changing
travel security policies.
According to independent analysis by Oxford Economics,
the program could attract 1.6 million additional visitors
from other countries and create more than $4 billion
in consumer spending annually, as well as generate
$321 million in new federal tax revenue annually. This
legislation was sorely needed, as America’s travel industry
was the only major country without a national tourism
promotion budget.
California Indicators
Domestic and international visitors spent $97.6 billion in
California destinations in 2008. The nearly $100 billion
in spending supported 924,000 jobs and accounted for
combined earnings of $30.6 billion. 338 million domestic
visitors traveled to and through California in 2008;
86% of domestic visitors were residents of California.
Approximately 13.4 million international visitors traveled
to California last year. Five and a half million were from
overseas origins. 6.7 million were from Mexico and 1.2
million from Canada.
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For 2010, forecasters expect leisure business to increase by
1.9% (over a decrease of 3.6% in 2009) and business travel
to increase by 2.2% (over a decrease of 6.6% in 2009).
Total international visitation is also expected to increase
by 3.7%, with China, South Korea and India to generate the
largest percentage of cumulative growth in both 2010 and
2011.
The Product
In economic times, both good and bad, Santa Barbara’s
appeal as a classic and choice destination remains true. It
is famous around the world for its breathtaking setting. Its
natural beauty incorporates a dramatic mix of mountains,
valleys, beaches, islands and the sea. Considered one of
California’s most desirable destinations, Santa Barbara is
known as “The American Riviera.®”
Santa Barbara, including the neighboring village of
Montecito, has been a well-known and popular resort
destination for more than 100 years. It is a community of
over 90,000 people in a market area with a population of
421,000. Facing south on the southern California coast,
Santa Barbara is just 90 miles from the nation’s 2nd largest
city, Los Angeles, and a short distance from international
airports and cross-country interstate highways.
Santa Barbara’s tourism infrastructure is divided into four
separate areas: Beach/Resort, Town, Goleta and northern
Santa Barbara County. The Santa Barbara countywide
hotel market consists of 181 properties with 10,121 daily
available rooms. Of this, 3,458 rooms are located in the city
of Santa Barbara.
Santa Barbara County experienced few changes in hotel
supply in 2008 and 2009. In the City of Santa Barbara and
Montecito, the El Encanto, Fess Parker Waterfront Hotel
and Miramar Resort are delaying construction because
4 Marketing Plan 2010-2011
of the economic downturn. No word
has been given about any potential
completion dates.
Three new projects including the
Rincon Palms, Residence Inn by
Marriott and the Camino Area Hotel are
all within the planning and approval
process with the City of Goleta. In
Solvang, the opening of Hadsten
House and Hotel Corque added
new boutique hotels to the lodging
landscape in 2008 and 2009. In 2010,
with the exception of rooms being
annualized from the Fairfield Inn and
Suites in Santa Maria, no new additions
to supply have been added.
While Santa Barbara’s air service has The Customer
significantly improved in the past several years, it has
recently been impacted by cost cutting measures taken by  In 2008, a Santa Barbara County Visitor Survey was
airlines during this recession including reducing schedules conducted to obtain comprehensive data about visitors
or eliminating service. In 2009, American Airlines and the economic impact of tourism. (Although this
discontinued nonstop service to Dallas, and changes were research is two years old, it is the latest we have and
made to service to Portland and San Jose. according to researchers, the profile of visitors remain
constant.)
More than 800,000 passengers travel through the Santa
Barbara Airport annually. Currently there are 37 daily In 2008, Santa Barbara County attracted 8.2 million visitors
departures to 8 non-stop cities with 300 single-stop from outside of the county. Total visitor volume was
possibilities worldwide. Non-stop service is available slightly higher in Santa Barbara city at 5.7 million versus
to Denver, Los Angeles, Phoenix, Salt Lake City, San 5.3 million in the county areas. 19% of those visitors
Francisco, San Jose, Sacramento, and Seattle. These stayed in hotels, 13% stayed in homes and 7% stayed in
cities are served by five major airlines; American Airlines/ other paid lodging including camping. Day visitors made
American Eagle, Delta, Horizon Air, United Express and up 61% of the total. Below are salient facts about the
US Airways Express. In June, Frontier Airlines will launch Santa Barbara visitor:
nonstop service between Santa Barbara and Denver
with dozens of connections in the U.S. and Mexico.
• Santa Barbara City had a far higher ratio of hotel
visitors, 74.0% versus 41.6% for county areas.
• Santa Barbara visitors spent $1.59 billion in total
 direct spending in 2008, that is, $700 per visitor group
for their entire trip in Santa Barbara County, or $84
average daily per-person. Spending varied by visitor
segment, i.e., Santa Barbara hotel guest, private
residence guest, other paid lodging guest or a day
visitor.
• Of total visitors, 63% were Californians, 19% were
residents of other states and the remainder, and 18%
were from international areas.
• 62% had visited Santa Barbara in the last three years.
Surveys reveal that visitors have always been attracted to
Santa Barbara’s mild dry climate, beaches, architecture and
historic sites. The 2008 survey found that, in addition to
the attractions mentioned above, wine tasting and tours
were a top choice with 16.5% of those surveyed.
that. Indicators are that there will again be a gradual one Projections for Occupancy and Aver-
to three year climb back to occupancy and rates of this age Daily Rate
past decade.
PKF Consulting is forecasting occupied rooms to increase
According to Smith Travel Research, occupancy levels by 1.8%. This results in market occupancy decreasing
declined in the City of Santa Barbara by 5.2% in 2009, with to 65.2%. Displaying marginal growth over 2009,
an ADR drop of 10.6%. It is important to note, however, average daily rate is forecasted to increase at 0.5% in
that while these decreases are significant, the lodging 2010, resulting in an average daily rate of $165.76. While
industry has fared well compared to other communities business in 2010 and beyond will be marginally better, real
nearby or considered competitors. For example, post-recession growth is still likely 18-24 months away.
occupancies in San Diego/La Jolla subset decreased 9.2%,
18.2% in Dana Point, 8.9% in Laguna Beach, 10.4% in
Newport Beach, 15.7% in Beverly Hills, 8.4% in Monterey
County and 8.2% in Sonoma County. Each of these areas
also experienced either similar or even greater declines in
Average Daily Rate.

Tourism Economic Impact

For the City of Santa Barbara, transient occupancy tax

revenues are the third largest source of funds following
sales and use tax and property tax. Transient occupancy
taxes collect in 2009 were $13.2 million (down from $15.4
million in 2008). Transient occupancy taxes for the other
communities in the County (excluding the City of Santa
Barbara) generated $15.4 million in 2009 (down from $18.2
million in 2008).

Historical Market Performance for

Occupancy and Average Daily Rate

Annual Occupancy for lodging in Santa Barbara County

in the last 10 years has held steady with percentages
in the low 70’s, and above the national average. The
recession of 2001-2002 resulted in a rapid fall of two to
three occupancy points and then a very gradual return in
the next three years. The fall of 2008 and first half of 2009
have been a period of severe recession worldwide and
declines in rates and occupancy in Santa Barbara reflect

Santa Barbara Conference + Visitors Bureau + Film Commission 5

Marketing:
Advertising and Promotions
M
arketing performs a vital role in
generating interest and awareness
of the destination through targeted
advertising, dynamic interactive communications,
engaging promotions and publications. While
economic growth gradually builds and consumer
confidence slowly rises, the industry is operating
in a new paradigm. Santa Barbara is facing
challenges driven by changes in consumer
spending (and saving) behavior, increased
competition on price, and overall recovery of the
economy. In 2010/2011 the Bureau will develop
programs that differentiate our destination
and build on the solid marketing foundation
established last year to conquer the evolution of
“the new normal” travel marketplace.
Trends:
• Consumer Outlook: US Travel Association and
Ypartnership Study titled “Travel Horizons” reports
that Americans still view vacations as a birthright.
Demand for leisure travel services is likely to remain
stable throughout the year, but 2010 will be another
year of suppliers battling for market share. Source:
Travel Horizons Study – US Travel Association and
YPartnership, Marketing Tourism and Trends, 1/1/2010
• Consumer Mindset: While consumers are most
6 Marketing Plan 2010-2010
focused on their financial well-being and are
approaching the year with an optimistic but prudent
financial outlook, travel remains on their radar.
Travel tops the list of pursuits consumers rank most
valuable to their livelihood and well-being (72
percent), ahead of home entertaining with friends
or family (66 percent), and dining out (60 percent).
Source: American Express Spending and Saving
Tracker, Marketing Tourism and Trends, 2/1/2010
• Consumer Needs: Perceived “value” will remain
king, and leisure travel service marketers will have to
demonstrate even greater creativity with respect to
their pricing and promotional strategies in order to
attract their fair share. Source: Travel Horizons Study – US
Travel Association and YPartnership, Marketing Tourism
and Trends, 1/1/2010
The Bureau’s marketing department programs are
designed to:
• Promote and extend brand awareness, reach and
impact.
• Demonstrate value, authenticity and integrity through
all marketing programs and special promotions
to ultimately deliver increased visitor volume.
• Respond to industry trends with relevant
and impactful programming.
• Reach a qualified leisure audience supported by
targeted demographics (family, luxury, couples) and
niche messaging drivers such as culinary, outdoor
enthusiasts and green travel.
Branding, Advertising (Offline and
Online) and Promotions:
Overview:
The Bureau’s advertising budget requires strategic and
targeted media buys across mediums with proven success
in order to maximize budget and return on investment.
The media marketplace is continuing to experience
growth in online media as more consumers turn to the
internet to research and book their travel. Additionally,
media consumption will continue to grow due to further
advances in technology through mobile marketing,
contextual advertising (when and where will dictate
content and format) and increased customizations. An
advertising mix of both offline and online, with a heavier
focus online, will enable the Bureau to capture the active
audience on the internet. Print continues as a secondary
strategy to generate interest and awareness, and
ultimately drive consumers online. Where possible, co op
opportunities for Bureau partners will be built into print
and online campaigns.
Trends:
• Brand Opportunity: “At a time when brands are
struggling to differentiate from their competition
and to find ways to profitably engage their
customers…it will be the products and services
that answer with a truly consumer-centric view that
stand to gain the most, and establish themselves
as this decade’s brand leaders.” Source: Brand
Keys, “This is the Decade of Brands,” Robert Passikoff,
Brand Keys Founder and President, 2/9/2010
• Brand Integrity and Inspiration: Brands have to
innovate and this goes beyond product innovation.
They have to really be willing to change. Brands
have to inspire their consumers. It’s about: a) giving
them more substance, b) putting some of the
magic back. Source: JP Morgan, “The New Luxury
Consumer.” Pam Danziger, Unity Marketing, 1/15/2010
• Print Marketplace: Magazines perform best
overall at influencing consumers to start a search
for merchandise online. Magazines contributed to
building web traffic at each stage of the purchase
funnel, especially excelling at influencing purchase
intent, often considered the most important
stage. Sources: BIGresearch Simultaneous Media
Usage Study 2008, MPA Handbook 2009/2010,
Marketing Evolution, MPAHandbook 2009/2010.
• Online Marketplace: Direct online ad spending
(including search and lead generation) is
expected to grow 12.2 percent to $15.6 billion;
national online ad spending (includes mobile and
Internet video) could grow as much as 4 percent
to $5.77 billion. Source: Mediaweek, “Magna: Ad
Growth Flat In 2010,” Anthony Crupi, 1/19/2010
• Mobile Marketplace: Mobile phones will overtake PCs
as the most common web access devices worldwide by
2013. The combined installed base of smartphones and
browser-equipped enhanced phones will surpass 1.82
billion units by 2013, eclipsing the total of 1.78 billion
PCs by then. Source: Online Media Daily, “Gartner: Mobile
to Outpace Desktop Web by 2010,” Mark Walsh, 1/13/2010
Goals:
• Continue to communicate brand attributes by
demonstrating authenticity and the Santa Barbara
lifestyle to increase top of mind awareness.
• Continue to build equity in the brand with
intelligent design, action oriented and experiential
copy, while supporting the underlying
positioning of The American Riviera® lifestyle.
• Target the drive market audience (millennials
to baby boomers) for short term, last
minute or any time travel planning.
• Generate off season travel with a targeted
campaign that is measurable.
• Build performance of website
through targeted media buys.
Programs:
Creative: Develop creative campaigns with a
sophisticated design strategy, powerful photography,
direct response language and better promotion of
partners.
Santa Barbara Conference + Visitors Bureau + Film Commission
• Continue to leverage and build equity in
the “Contact Santa Barbara” campaign.
• Develop fresh brand messaging that differentiates
the destination, demonstrates value and emphasizes
organic product and cultural offerings inherit
to the city. Integrate new messaging across
all marketing programs, where relevant.
• Modify print campaign to accommodate a
variety of ad sizes, refreshed messaging and
new coop partners based on participation.
• Update online campaign with refreshed copy, images
and inclusion of coop partnerships (where applicable).
• Establish photography platform with 10-15 new iconic
images that are designed to visually demonstrate key
brand drivers of Santa Barbara. Photography to be
featured in: Advertising Campaign, Online, Interactive
Communications, Sales/Tradeshows, and Publications.
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 Media Buy: Plan and
purchase media that is
highly targeted, able
to react to changing
market conditions and
consumer behavior,
and delivered through
new channels. The
primary goals for
media are to (1) drive traffic to the website (2) encourage
conversions with reservations (3) build the database with
a qualified audience and (4) contribute to overall brand
awareness.
• Target a specific geographic audience of Southern
California (Los Angeles, Orange County and San Diego).
Overlay with demographic segments such as luxury,
families and couples and niche messaging drivers such
as culinary, outdoor enthusiasts and green travel.
• Secure co op partnerships and consider expanded
placements to support possible advertorial campaign.
• Launch in offseason starting October
and completing in May.
• Print:
-- Secure full page insertions in publications
(Travel + Leisure and Sunset Magazine) that are
geotargeted to western editions in the travel
category as well as Southern California.
-- Support local city (Central Coast and Solvang/
Santa Ynez) and state guides (CA).
• Online: Specific details of plan TBD
-- Implement an integrated campaign with display,
email and pay per click, targeted based on
geographics, demographics and behavioral
marketing.
-- Explore mobile marketing opportunities.
8 Marketing Plan 2010-2011
Cooperative Advertising: Provide members cooperative Success Measures:
advertising opportunities to promote their products and
stretch their limited marketing budget by leveraging • Website statistics and analytics to
Bureau advertising programs. review overall site performance:
• Continue to execute the Bureau’s integrated -- Generate approximately 600,000 unique visits
coop advertising platforms through print, (google analytics) to SantaBarbaraCA.com.
online and sponsorship opportunities. -- Maintain a bounce rate of 50% or less.
• Launch new website sponsorship program • Continued brand affinity, awareness and
through re-launch of SantaBarbaraCA.com. positive positioning of the destination
• Launch auto responder tool as a new in both paid and unpaid media.
cooperative sponsorship platform. • Tracking of print campaign through
• Continue to develop new unique URL’s and phone numbers.
opportunities for partnership. • Execute at least 26 direct emails to our
• Disseminate reporting to all cooperative database and improve CTR levels by 1-2%.
advertising partners. • Execute earned cooperative revenue of
$150,000 or greater and increase cooperative
Direct Communications: Execute and improve upon partner participation by 10%
existing direct communication initiatives. This will include: • Respond to 530 consumer emails
• Distribution of 6 issues of Lifestyle. Santa and 11,500 consumer calls.
Barbara (general interest enewsletter).
• Distribution of 13 issues of supporting
niche enewsletters: Sip and Savor, Go Play,
Go Outdoors and Arts & Culture.
• Distribution of special standalone emails to
support overall marketing programs.
• Improve performance metrics with dynamic
and refreshed content from the Bureau
and cooperative advertising partners.
Promotional Programs: Develop a series of promotions
that demonstrate merit and reinforce attributes of the
destination in order to respond to consumer trends and
support overall value messaging platform.
• Execute niche promotions such as epicure.sb
as well as support other tourism drivers such as
the Santa Barbara International Film Festival.
• Provide opportunities for membership participation.
• Continue to establish metrics, track promotions,
and solicit input from participating partners
in order to gauge overall performance.
Publications
T
he Bureau produces publications essential
to marketing Santa Barbara as a destination
for tourism, film production and group
business. Publications are a key driver in
peaking interest to the traveler and they provide
a practical informational function. Bureau
publications are promoted through the website,
advertising, public relations, tradeshows and
sales efforts.
Trends:
• Action: Magazines contributed to building web
traffic at each stage of the purchase funnel, especially
excelling at influencing purchase intent, often
considered the most important stage. These results
parallel those seen in overall purchase funnel analysis.
Source: MPA Handbook, 09/10
• Engagement: More than two out of three (68%)
readers took action based on magazine editorial
content. Source: MPA Handbook, 09/10
Goals:
• Evolve lifestyle publications and deliver to the
consumer inspirational content and relevant
travel information for The Santa Barbara Visitors
Magazine, Sip&Savor and The Source.
9 Marketing Plan 2010-2011
• Produce collateral with intelligent design The Source: Inspiring Meeting and Events in Santa
that is consistent with the brand and Barbara: Continue to evolve the messaging and design
demonstrates key destination drivers. strategy for The Source in order to perform as the leading
• Coordinate publications and collateral tool for corporate meeting and event planners, tour
materials with the website and maximize operators and event specialists.
digital opportunities to minimize costs.
• Develop and distribute collateral that is accurate, Virtual Publications: Post online digital versions of
timely and serves as a valuable resource for publications and make available the below tools on
visitors and local industry partners. SantaBarbaraCA.com:
-- The Santa Barbara Visitors Magazine
Programs: -- Sip&Savor
-- The Source
Visitor Publications: Continue to evolve lifestyle
publication strategy for consumer publications.
• Produce two visitor publications: The Santa
Barbara Visitors Magazine (90,000 copies)
and Sip&Savor (TBD/30,000 copies).
• Integrate clean, simple, and sophisticated design
with graphic treatments that are fun and engaging.
• Develop inspiring and fresh editorial with
local writers and travel specialists.
• Feature real life experiences in the destination to create
a strong emotional appeal for the reader. Note: Editorial,
special features and imagery will be refreshed every year.
• Acquire new photography to be
featured in publications.
• Develop new distributions channels
both offline and online.
Brochures: Continue to promote and supply niche marketing brochures and guides,
while supplies last. Additionally, make available on SantaBarbaraCA.com:
-- Santa Barbara Uncovered: 24 Special Ways to Enjoy it Like an Insider
-- Sideways, The Map
-- 101 Free Things To Do On The American Riviera®
-- 12x12 Dozen Distinctive Sites and Events
Success Measures:
• Distribution of Visitors Magazine to 90,000 consumers.
• Distribution of Sip & Savor to 30,000 consumers (quantity TBD and may increase).
• Distribution of 7,500 copies of The Source.
• Expand number of advertisers in all publications

Corporate and Industry Collateral: Disseminate news and information to the local
hospitality community and membership through electronic publications.

• Cultural Concierge (weekly): highlighting cultural events for the current week
• Signals (quarterly): informative travel and tourism trends on both
a local and global level
• Actions (quarterly): recent business
activities and results from the Bureau
• Monthly Marketing Report
• Annual Report: recap of the
business year with results
• Marketing Plan
• Cooperative Brochure
Note: as cost savings, many, if not all
reports, will be published online only.

10 Marketing Plan 2010-2011

Public Relations
M
edia relations are an integral and effective
part of a comprehensive marketing
program. Public relations tactics put
Santa Barbara in the spotlight via earned media
placements in broadcast, radio, online and print
mediums, generating demand for the Santa
Barbara travel product. Unpaid editorial coverage
is proven to influence pubic perception and
consumer decision-making more so than paid
advertising. The value of this coverage becomes
increasingly important in the face of declining
budgets and staff resources. In 2010-2011, the
Bureau will continue to adapt our public relations
tactics to meet changes in the media landscape,
account for current consumer behaviors and travel
trends and maximize Bureau resources.
The Bureau’s public relations program is designed to:
• Generate positive publicity about Santa
Barbara as a travel destination and brand.
• Drive consumer demand for the
Santa Barbara travel product.
• Publicize Bureau marketing initiatives
and niche messaging.
• Promote the products and services of Bureau partners.
• Complement consumer advertising programs.
• Educate the local community of the benefits
of tourism and film production.
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Trends:
• Media Brands Expand Online: One dimensional
media outlets and brands no longer exist. Magazines
and newspapers must have an online presence now,
and many are creating original online content and
audiovisual features to increase audience share and
readership. These brands are also employing social
media tools like Facebook and Twitter. This overall
trend extends to individual journalists, particularly
in the face of increased media consolidation. Many
writers now maintain their own blogs and vlogs.
• Social Media: Social media not only provides
additional platforms for placing “editorial” coverage,
it is also a tool used by journalists. “According to
a survey from Middleberg Communications and
the Society for New Communications Research in
November, 70 percent of journalists — a group that
traditionally labored to differentiate its work products
from social media — said that they use social networks
to assist with reporting, which has increased from
41 percent last year.  This is changing the way that
PR practitioners engage with the media, as we must
now respect and leverage social media as a vital — if
not the pre-eminent —platform for disseminating
information about our companies and clients.” (Source:
“What you can expect in the coming year”, Public
Relations Society of America’s Public Relations Tactics)
Marketing Plan 2010-2011
• Content Creation: Social media and online
distribution channels have changed the nature of
content creation in public relations. “The explosion of
social media, combined with the decline of traditional
media, presents a new challenge for PR writing…
-- ‘The people who know how to storytell in this
new space, and who know how to be a personality
while telling these stories, are poised to do
interesting things. The medium has changed.
The methods have changed. The opportunity has
changed.’ (Chris Brogan, social media adviser)
-- Bloggers and journalists are still critical influencers,
and most PR practitioners are adept at identifying
them, cultivating relationships with them and
supplying relevant stories and information.
-- Locate and listen first, then join the conversation
respectfully. Each venue has a culture and an
etiquette that must be honored.”
(Source: “Writing the conversation: How social media
is redefining PR’s content creation”, Public Relations
Society of America’s Public Relations Tactics)
Goals:
• Produce content that can be distributed and
repurposed across Bureau platforms and online.
• Generate increased press in Western region and
drive markets, as well as key fly markets including
 Pacific Northwest, Arizona, Dallas and Chicago.
• Maintain national and international media presence,
and increase efforts targeting Western Canada.
• Leverage California Travel & Tourism
Commission media opportunities, particularly
with the international market.
• Increase volume of individualized pitches
and development of new story ideas. Pitch
a minimum of 10 contacts a month, and
distribute media newsletter monthly.
• Increase “face time” with media. Secure a
minimum of 25 one-on-one media meetings
and produce at least one media event.
• Expand and enhance Bureau video assets to take
advantage of broadcast and online opportunities
and meet current broadcast HD standards. Produce
video content in-house for social media distribution.
• Maintain a frequently-updated blog for
SantaBarbaraCA.com and take advantage of
independent blogging opportunities.
• Drive traffic to SantaBarbaraCA.com and create
demand for Bureau publications including the
Visitor Magazine and Sip & Savor culinary guide.
Programs:
Marketing Outreach:
Communication
• Media Pitches: Regularly pitch key media
with customized story ideas.
12
• Media Newsletter: Produce and distribute Santa
Barbara Short Cuts media newsletter monthly.
• Press Releases: Write and distribute press
releases on major Bureau promotions and
timely story ideas, including epicure.sb, winter
holiday season and film festival packages.
• Blog: Maintain a blog on SantaBarbaraCA.com with
a minimum of one entry per week and contribute
as a blogger on sites such as Jet Set Extra.
• Video: Produce and distribute original video
content to communicate news and story ideas, and
generate additional points of contact with media.
Media Familiarization Visits
• Individual Press Trips: Host a minimum of 30
domestic media and 20 international media
on individual familiarization visits. Design
customized itineraries for visiting media
with support of hosting partners.
• Group Press Trips: Partner with California Travel
& Tourism Commission and other California
destinations to host group press trips.
• Social Media Press Trips: Host bloggers
on promotional visits to generate content
(written, photo and video) for Bureau
website and social media channels.
Relationship Building
• Media Receptions: Participate in California
Travel & Tourism Commission media
receptions in Los Angeles and New York.
Marketing Plan 2010-2011
• Media Calls/Sales Trips: Conduct one-
on-one meetings with media in key
Western markets and New York.
• Professional Associations:
-- Actively participate in programs of the Society
of American Travel Writers and Bay Area Travel
Writers associations to increase face time with
travel media and build new relationships.
-- Maintain membership and active participation
with the California Travel & Tourism Commission
and Public Relations Society of America Travel &
Tourism Section to strengthen relationships with
public relations colleagues, create partnership
opportunities and keep abreast of industry
trends.
Local Media & Partner Communications
• Monthly Media Update: Produce monthly
media update reporting real time activities
and recent media coverage.
• Clipping Distribution: Provide members and
community partners with press clippings from
hosted familiarization visits, including data on
audience reached and the value of the coverage.
• Press Releases: Produce and distribute news
releases and media advisories for local media,
promoting Bureau programs, tourism industry
trends and news and messages about the positive
impacts of tourism and film production.
Infrastructure: Collateral, Tools & Administration
• Online Press Room: Update and maintain online Press Room including
downloadable photography and up-to-date news releases and newsletters.
• Database/Clipping Service: Monitor and utilize the Bureau’s subscription to
Vocus, a web-based public relations software platform that tracks press clippings
and media communications; generates activity and news reports; distributes
news releases directly to media contacts; and provides a comprehensive
international media database with contacts and editorial calendars.
• B-Roll: Produce/obtain fresh HD b-roll footage to meet the
needs of broadcast and web media and support the Bureau’s
messaging and the destination’s key selling points.
Santa Barbara Conference + Visitors Bureau + Film Commission
Success Measures:
• Track the volume of media coverage, audience reached and paid
advertising equivalent value (PAE). Achieve a minimum of 650
placements, 375 million impressions and $10 million PAE.
• Track the pick-up of specific story idea themes, with a minimum of 25% of total
coverage reflecting specific Bureau pitches, top angles and promotional campaigns.
• Generate a minimum of 100 print and online placements
including the SantaBarbaraCA.com URL.
• Generate a minimum of 20 local news stories reporting on the tourism industry.
13
Technology
I
n 2010/2011, the Bureau will continue to grow
and evolve all technology programs in order
to capture the vital audience online by driving
traffic to the website, enhancing the end user
experience, securing reservations, and increasing
the database. This will be executed by continuing
to establish our technology programs and
SantaBarbaraCA.com as the “official source” and
single best resource for all information pertaining
to Santa Barbara travel.
Trends:
• Online Marketplace: Value of DMO Website: 82%
of consumers who use a DMO at any time when
researching and planning their travels visit a DMO
website.  Furthermore, 97% of visitors to DMO
websites arrive there via a search engine. Source:
PhoCusWright’s Destination Marketing: Understanding
the Role and Impact of Destination Marketers
• Social Media Marketplace: Marketing Daily reports
“Marketers who embrace social media stand a
good chance of engaging people. Marketers who
communicate relevant messages in the consumer’s
language and on their terms stand an even better
chance of acquiring customers and growing sales.
Source: “Social Users Jump on the Bandwagon,”
Marketing Tourism and Trends, 12/15/2010
14
• Social Media Audience: According to Hotels, three
in five of the affluent are engaged in social media
platforms online and agree that social networking
is lasting paradigm. Source: Hotels.com, 11/19/2010
• Facebook: According to Network World, Facebook
is now the second most popular website in the
United States, passing Yahoo with 133 million
unique visitors in January, just behind Google at
#1. Source: “Facebook Now Second Most Popular
Site on Web, Beating Out Yahoo”, Network World,
Marketing Tourism and Trends, 3/1/2010
• Twitter: Thirty-five percent of Fortune 500 corporations
had an active Twitter account as of last year (i.e., one
with a post within the past 30 days), according to the
study. Among the top 100 companies on the roster,
47 percent had a Twitter account. Source: “Big Biz
Embracing Twitter” Adweek, Mark Dolliver, 2/25/2010
• SEO Marketplace: SEO trails only social media
and online video as places where marketers
(not just search marketers, but ALL marketers)
will be shifting dollars. Source: “8 Predictions
for SEO in 2010” SEOmoz.com, 12/16/2009
Marketing Plan 2010-2011
Goals:
• Launch new website with the integration of a new
suite of tools to increase overall user experience.
• Continue with intelligent design in order to represent
the established new online brand image.
• Grow social media platforms.
• Explore new technology opportunities.
• Continue SEO and website optimization programs.
Programs:
SantaBarbaraCA.com: Recognizing the immense value
of a DMO website, the Bureau will launch at the start of
the fiscal year a newly redesigned SantaBarbaraCA.com
with the goal to provide all the critical tools a consumer
requires to research, book and plan their trip to Santa
Barbara.
• Launch mobile marketing website with
launch of SantaBarbaraCA.com.
• Monitor performance of new website and
continue to make improvements and updates.
• Evaluate the integration of new tools
and make adjustments.
• Partner with JackRabbit to explore and
implement ecommerce for attractions
on Book Direct Booking Engine.
• Continue to develop new content and
 update messaging on quarterly basis.
• Implement Auto-Responder program and
evaluate new tool as an opportunity for
cooperative advertising program.
• Begin to collect mobile phone numbers through
data intake on SantaBarbaraCA.com in order
to establish mobile marketing programs.
• Explore digital marketing opportunities
through multi-platform phone application.
• Generate new video content through FAM’s and/
or other bureau programming to showcase on
technology platforms as well as through PR initiatives.
• Research and explore a ROI study for new website.
Social Media: The Bureau’s social media strategy is to
build awareness and positive interest in Santa Barbara by
sharing the lifestyle with the online audience in order to
generate engagement with our brand. With a growing
emphasis on earned media, social media will continue to
play an important and cost efficient role in technology
programs.
• Continue to build social audiences on Facebook and
Twitter by disseminating educational information
about the destination as well as proactively seeking
informational inquires about Santa Barbara and
responding accordingly.
• Increase engagement, awareness
and interest of Santa Barbara
brand through creative programming and interesting Success Measures:
content.
• Expand presence on Flickr. Website statistics and analytics to review overall site per-
• Consider advertising on Facebook and other relevant formance:
social media platforms.
• Research, explore and establish performance metrics. -- Generate approximately 600,000 unique visits
• Research and adopt a listening strategy through a (google analytics) to SantaBarbaraCA.com.
social media monitoring service. -- Maintain a bounce rate of 50% or less.
• Develop a local social media team aimed at sharing -- Maintain #1 Google ranking for Santa Barbara and
ideas about social media programming. expand into other keyword rankings.
• Continue to expand reach through collaboration with -- Generate approximately 800-1000 reservations
hospitality community social media platforms. through new Book Direct booking engine
-- Expand database by 5% (or 1,500) with qualified
Website Analytics and SEO: Continue partnership with contacts through promotional programs (example:
SimpleView to track performance of SantaBarbaraCA.com sweepstakes participation).
and execute SEO services to enhance rankings and site -- Fulfill approximately 8,000 online guide or
success. brochure requests.
• Track and receive monthly, quarterly and yearly -- Generate approximately 4,000 new enewsletter
analytical reports detailing the performance of the registrants.
website and online communications. -- Increase Facebook fans by 50% (approximately
• Partner with SimpleView to continue maintenance 6,000 based on 12,000 fans).
and development of organic SEO focusing on the -- Increase Twitter following by 25% (approximately
keyword program and evolution of the link-building 500 based on 2,000 followers).
initiative.
• Collaborate with SimpleView on strategies for future
successes.
Santa Barbara Conference + Visitors Bureau + Film Commission 15
Group Sales
T
he group sales department plays a vital
role in creating awareness and soliciting
business through an organized direct sales
effort to existing and new market segments. In
order to remain effective and competitive during
an ever-changing business climate, the goal is to
remain ahead of the trends and flexible enough
to divert sales efforts and resources. Sales
efforts will be regionally focused primarily in the
markets of Southern and Northern California
as well Denver Colorado. The SBCVB&FC will
focus on the vertical markets of financial,
legal, insurance, education, medical, software,
associations and Special Interest Tourism groups,
as well as domestic and international tour and
travel markets.
Trends  positive impact on their ability to plan and
Meetings Industry
• Conditions will improve the second half of
2010 or in 2011, gradual growth in 2010.  All
industry segments, from meeting and corporate
planners, to association planners predict business
growth. Source: MPI Future Watch, 2010
• While some economic confidence has returned,
and while budget cuts are still the leading issue,
the majority of planners predict budget cuts,
16
more stringent budget controls, improved
operating efficiencies, slight staff reductions,
closer attention to value and ROI and or general
orientation toward doing more with less in the
coming year.  Source: MPI Future Watch, 2010
• The industry will continue to see shorter lead times,
clients shopping around more and comparing prices
for facilities and services, reduction in the number
of overnight stays and reduction in the number
of suppliers they use, to increase the potential for
economies of scale. Source: MPI Future Watch, 2010
• To maintain lower costs, U.S. planners reported
that they will hold 80% of their meetings within
the United States, which is a significant increase
from 61% in 2009. Source: MPI Future Watch, 2010
• The incentive industry appears to be optimistic
and considers the economy as having a more
implement incentive travel programs.  46% of
respondents expect their budgets for incentive
travel to increase or remain unchanged in 2010.
Source: Incentive Industry Trends 2010 Study
• Association planners say the economic downturn
has had an impact on their association; however,
the overall effect is more one of careful buying and
planning decisions than a reduction in the number of
meetings or events. Source: Association Trends 2010
• Social responsibility and climate change continue
Marketing Plan 2010-2011
to be big issues for association planners moving into
2010. Fifty-one percent say they already plan for
groups to participate in socially responsible activities
in the host community; and 25 percent say that
the issues of climate change and carbon footprint
have become more important in their meeting and
destination choices.  Source: Association Trends 2010
• The SMERF markets (social, military, educational,
religious and fraternal markets) have seen demand
growing. Source: MPI Future Watch 2010
Tour and Travel  
• 2010 will see positive growth in both domestic and
international travel with peak growth coming in
2011. Source: Tourism Economics & CIC Research
• California is projected to experience the strongest
growth out of Asian markets in the coming
two years. China, India, and South Korea are all
forecasted to generate over 15% more visitors in 2011
compared with 2009. Source: Tourism Economics
• With the opening of new offices in China and
South Korea, and new representation in Mexico,
CTTC is fully staffed in each primary international
market, and participates in a host of programs
to promote the California brand abroad. Source:
California Travel and Tourism Commission.
• Among European markets, the United Kingdom
and Germany present the best growth
 prospects. Source: Tourism Economics.
• With record-setting low airline ticket prices, favorable
exchange rate and capacity at a 30% increase
over last year, no wonder the Australian traveler
is taking advantage of these values and booking
travel to California. In the past year, V Australia and
Delta have added non-stop flights to California.
Source: California Travel and Tourism Commission.
• India is one California’s fastest growing emerging
markets, with over 179,000 (+1.7%) visitors in
2008. California commands a 30% market share
of all visitation to the U.S. 32 million Indians hold
valid passports, and by 2011, annual outbound
travel is expected to reach over 15 million. Source:
California Travel and Tourism Commission
• Internet and Social Media are utilized in
many international countries, but travel
agents are still important. Source: California
Travel and Tourism Commission
• Adventure travelers are everywhere. One-half of U.S.
adults, or 98 million people, have taken an adventure
trip in the past five years. This includes 31 million
adults who engaged in hard adventure activities like
whitewater rafting, scuba diving and mountain biking.  Operators who promote Central Coast.
Source: Adventure Travel Report
Goals:
• Increase Santa Barbara’s visibility as a
destination for meetings, weddings, events
and group/leisure tour and travel.
• Generate business during the mid-week,
shoulder-season and off-season.
• Provide cooperative opportunities for hospitality
partners to interact with clients and promote
Santa Barbara as a destination for groups.
• Leverage relationship with the California Travel and
Tourism Commission and the Central Coast Tourism
Council to market to domestic and international clients.
• Create a platform for destination promotions. with International Pow Wow, San Francisco, CA 2011.
• Monitor and explore the use of Social Media to
promote Santa Barbara for group business. Industry Tradeshows & Meetings: Industry tradeshows
• Attend non-traditional tradeshows to provide a forum for the SBCVB, and partners, to make
showcase Santa Barbara as the destination new contacts, maintain relationships with existing clients
of choice for group & leisure travel.  and promote Santa Barbara County to a large number of
• Expand cruise ship presence in Santa Barbara and people in a short period of time.
develop micro site and campaign to encourage return
visitation.
Programs:
Sales Missions/Calls: Sales Mission’s provide
opportunities to meet with clients who are interested
in conducting business in Santa Barbara and allow our
hospitality partners to promote their property/business
as part of a destination experience. 
• Conduct a minimum of two Sales Missions targeting
planners in California and Colorado. Theme of
Sales Missions is congruent with current meeting
trends and showcases destination offerings.
• Conduct a minimum of one Sales Mission
targeting Los Angeles based Tour/Receptive
 
• Conduct sales calls in Kern County.
Familiarization (FAM) Trips & Site Visits: Group FAM
tours and site visits afford planners and tour operators a
first-hand destination experience and allow participating
hospitality partners to show their offerings to a select
group of qualified buyers.
• Host two 2-day FAMiliarization (FAM) trips in
partnership with the CVB members to educate
customers on the destination and create a positive
personal travel experience for the planner. 
• Participate in FAM tours arranged by California
Travel and Tourism Commission and Central Coast
Tourism Council to showcase Santa Barbara as
the destination of choice on the Central Coast.  
• Host one pre-post FAMiliarization trip in association
Santa Barbara Conference + Visitors Bureau + Film Commission 17
 Meetings Tradeshows
• Society of Incentive & Travel Executives (SITE) 2010 Summer Event & Meeting, San Diego, CA,
August 11-12, 2010. Target audience: Incentive planners. Trends indicate that incentive travel and
programs will increase in 2010 and planners are selecting domestic destinations versus overseas.
• Smart Meetings “City Planner Spotlight”, Anaheim, CA, August 6, 2010. Target
audience: corporate, association and third party planners. Trends show
conditions will improve for the corporate meetings market in 2010.
• CalSAE (California Society of Associations Executives) Seasonal Spectacular, Sacramento, CA,
December 8, 2010. Target audience: California based association executives.  The association
market is a key market segment for Santa Barbara and their meetings are mandatory.

Tour, Travel and Leisure Tradeshows

• International Pow Wow in San Francisco, CA, May 2011. U.S. Travel’s International Pow Wow
is the travel industry’s premier international marketplace and is the largest generator of
Visit USA travel.  Target markets include the UK, Germany, Japan, Korea and China.
• In partnership with CCTC, Santa Barbara is represented, along with other
Central Coast destinations, at international tradeshows/sales missions.
• Co-op with Santa Barbara County DMO’s at Sunset‘s Savor the Central
Coast wine and food event in San Luis Obispo, October 2-3, 2010.

Industry Meetings
• Quarterly participation in association meetings to ensure Santa Barbara is top of mind with
target audiences. Attend Meeting Professionals International (MPI) Southern California meetings
and the Society of Incentive & Travel Executives (SITE) Southern California meetings.
• Attend monthly meetings of the Central Coast Tourism Council (CCTC). Maintain position on Board
of Directors and involvement in sub-committees.

Campaigns/Promotions/Advertising: Campaigns and promotions position Santa Barbara as the

destination of choice while promoting the offerings of our hospitality members. Campaign elements
will include re-packaging promotions currently being offered by members, as well as developing new
promotions that fit into our campaign themes.

• Make Santa Barbara Your Business winter promotion. CVB will design landing page/
micro site highlighting reasons why Santa Barbara is a good destination for meetings
held between November – March. Promotion will take advantage of our mild winters
and encourage East Coast businesses to meet on the West Coast. Promotion to be
supplemented by direct mail and email blasts showing a series of meetings on the beach
or other outside venues. Each hotel will determine their special winter promotion.
• You’ve Never Seen Santa Barbara Like This Before promotion targeting mid-week, affordable
meetings. Promotion period to be determined.  Promotion to be supplemented by direct mail

18 Marketing Plan 2010-2011

 and email blasts demonstrating the affordability
of Santa Barbara. Participating partners will post
their best available rates for planners to consider.  meetings with interested hospitality industry partners.
Promotion will highlight affordable options for group
activities, volunteer opportunities and a check list for
planning an affordable meeting in Santa Barbara.
• Continue to work with hospitality partners
to develop and promote voluntourism and
corporate social responsibility programs.
• Provide members with coop-advertising
opportunities (both on-line and print) .
• Distribute quarterly e-newsletters to 5,000
meeting planners, Special Interest Groups, and
tour and travel professionals, to keep Santa
Barbara top of mind, highlight group specials
and promote tours and attractions.
Social Media: Monitor and explore the use of Social
Media to promote Santa Barbara for group business, i.e.
LinkedIn capability to stimulate on-line networking and to
mine for potential business, Twitter for communication of
group promotions, posting video itineraries for Tour and
Travel.
Community Support: Provide opportunities for
hospitality members to network and exchange ideas with
each other and the CVB.
• Facilitate monthly South County Director of Sales Success Measures:
(DOS) meetings and semi-annual North County DOS
• Generate 150 room night leads.
• Facilitate monthly Tourism Roundtable breakfasts • Generate 15,000 definite room nights.
(in conjunction with the Marketing Department). • Host 9 FAM trips targeting planners and tour operators.
• Increase partnership opportunities with individual • Conduct 12 individual site visits for
hotels by making destination sales presentations planners and tour operators.
at their respective client events and FAMs. • Conduct monthly South County DOS meetings
• Continue to work with local businesses and hospitality averaging 15 DOS’s in attendance.
members to identify and target affiliate associations for • Conduct semi-annual North County DOS
group business. meetings averaging 5 DOS’s in attendance.
• Increase traffic by 2% to the meetings
Media Outreach: Provide meetings and events media side of the SBCVB website.
meetings and events media with updates in an effort to • Increase click thru rate by 1-2% for sales e-newsletters.
create interest in Santa Barbara as a meetings and
weddings destination.   Emails are sent to targeted
meetings, corporate and weddings publications.
Publishing: Produce annual meeting and event
planners guide called The Source: Inspiring
Meetings and Events in Santa Barbara. The Source
is the primary fulfillment piece for the group sales
department during trade shows, sales events,
familiarization trips and other client interactions.
Prospecting and Solicitation: Complete 30 sales
calls per week. Approximately 25% of the calls are
made to clients who have been qualified as having
business for Santa Barbara and 75% are to new
accounts to identify and develop new business.
Santa Barbara Conference + Visitors Bureau + Film Commission 19
Community Relations
T
he SBCVB & FC Membership Department
emphasizes the key importance of Bureau
relationships within the County, thereby
strengthening our visibility and comprising
a collective voice for the tourism industry.
The Bureau continues to present a variety of
opportunities to our membership and explore
new ways to promote our members and Santa
Barbara County. As of 6/14/10 we have 249
members.
Trends:
• Leverage your marketing dollars – Can you reduce
duplication with other organizations? Work with
your partners to determine ways to combine efforts
in advertising, public relations and other marketing
tactics. By working with partner organizations (lodging
associations, chambers) you have the capacity to
leverage your marketing dollars and send a more
impactful (and unified) message. Whether it’s a new
marketing coop or simply a shared creative for a single
campaign, you can adjust the level of leverage to
suit you and participating partner’s needs. Strategic
Marketing Group (SMG) 2010 Tourism Outlook Volume III
• “It seems that during a recession, meetings and
travel are often the first to be cut. However, it’s
actually even more important for association
20
members to attend meetings, to network and
learn best practices through these unprecedented
economic times.” --Jason Ware, Senior Manager of
Operations and Meetings, American Heart Association
(as quoted in the December 2008/January 2009
issue of “Association Conventions & Facilities”)
Goals:
• Increase membership base (specifically
in the dining and winery categories) as
well as retain current members.
• Increase promotional and cooperative
participation for members.
• Add an educational component for members
• Increase the number of opportunities for members to
network and cross promote each others’ businesses.
Programs:
• Promotional Programs: Continue to collaborate
with the Marketing department to develop
programs for members to participate in.
• Cooperative Advertising: Provide members
cooperative advertising opportunities to promote
their products and stretch their limited marketing
budget by leveraging Bureau advertising programs.
(See Advertising/Promotions section for more details.)
Marketing Plan 2010-2011
• Tradeshows/Sales Missions: Attending industry
tradeshows gives the SBCVB, and partners, the
opportunity to make new contacts, maintain
relationships with existing clients and promote Santa
Barbara County to a large number of people in a short
period of time. (See Group Sales section for more details.)
• Educational Seminars: Create new educational
sessions with a specific focus such as PR, Social Media,
and Sales, for members to learn more about how
they can take advantage of opportunities with the
SBCVB & FC to better promote their own business.
• Networking Opportunities:
-- Offer quarterly Membership Orientation Meetings
as a way of introducing new members to each
other, the Bureau staff and Bureau processes and
opportunities. Dates: July & October 2010, January &
April 2011.
-- Hold a Marketing Plan Launch meeting to educate
members, and the community at large, on new
Bureau programs and offerings. Date: September,
2010.
-- Hold Santa Barbara Annual Tourism Forecast
meeting to educate members and community
leaders on the trends and forecast of tourism
and how it relates to Santa Barbara County from
a local, regional and state perspective. Date:
November/December, 2010.
-- Hold Annual General Meeting (AGM), our largest
 meeting, to highlight SBCVB’s achievements, recognize committees and board of
directors, and unite the industry through brand messaging. Date: May, 2011.
• Perk-to-Perk Program: Create a program which allows
members to share their product with other members.

Success Measures:

• Retain 90% of our current membership base and grow

membership by at least 10% (24 new members).
• Continued participation from SBCVB & FC members in our promotional programs,
such as 24 More, Explore 24, and It’s Complicated Hotel Packages. These three
programs for the 2009/10 fiscal year had 62 unique partners, and we would like
to increase partner participation in promotional programs by 5% for 2010/11.
• Increase membership participation in co-operative advertising opportunities by 10%.
• Increase attendance at Membership Orientation Meetings by 20%.
• Have a minimum of 10 members participating in our new Perks-to-Perks program.

Member Breakdown by Category

4% 2%
Visitor & Convention
Retail
Service Businesses
2%
4% Transportation
Professional Associations

5%
Wineries
30%
Lodging

12%
Professional Services

17%
Dining

24%
Attractions, Museums, Tours,
Arts & Entertainment
Santa Barbara Conference + Visitors Bureau + Film Commission 21
Film Commission
T
he Santa Barbara County Film Commission
has a dual mission. First, to promote Santa
Barbara County and City as production
destinations for Feature Film, Television,
Commercial, and Still Photography production and,
second, to facilitate the needs of these productions
once the cameras start to roll. Film Production
in Santa Barbara County accounts for millions of
dollars in spending on accommodations, catering
and restaurant meals, a wide variety of production
related services provided by local businesses, and
more. In addition to the direct economic impact
on local businesses, filmed production effectively
exports the Santa Barbara brand around the world
in a manner which encourages tourism from across
the globe.
The Film Commission’s marketing efforts reflect a “greatest
bang for the buck” philosophy and are driven by the
Commissioner’s consistently tracking up to the minute
trends through trade publications and online entertainment
databases regarding companies and projects that might
consider shooting in Santa Barbara County and quickly
responding to the opportunity by creating tailored
presentations, direct marketing, and or personal sales
calls. The Film Commissioner’s marketing strategies are an
effective mix of specifically targeted and cost effective but
wider reaching efforts.
22
Production Trends:
Nationwide:
• In 2009, domestic box office receipts totaled
$10.7 billion, a new record level. Although there
was a general decline in production activity, as
noted below, expectations are that the spike in
Box Office revenue will help to spark an increase
in demand for new content (as reported by
LAEDC Kyser Center for Economic Research). City and County: Both the City and the County continued
• It appears that the advertising business was hit
hardest during 2009, which the LAEDC Report called
“The worst year for advertising in decades.” The
report went on to state that “the modest recovery
in the United States and continued weakness
in demand for ads in the print media mean that
the industry is not likely to achieve pre-crisis
levels for some years to come (maybe 2012).”
• However, the report went on to make an observation
consistent with the trends here in Santa Barbara; “A
local bright spot to note is commercial production
appears to be recovering. In the week preceding the
Christmas holidays, on location filming for commercials
in Los Angeles was up by +9% compared to the same
period last year. Production increased in six of the
seven prior weeks and was up by +30% in the fourth
quarter of 2009 (FilmL.A.).” California have been approved for the program.
Marketing Plan 2010-2011
Statewide:
2009 saw a continuing contraction of activity across the
spectrum of production in the state. Our main competitor,
and a good barometer of production activity in general,
Los Angeles County, saw the following drops: feature
film production was down 29.9 percent, commercials by
12 percent and television by 16.6 percent, (as reported by
“Film L.A.”).
to feel the effects of the economic recession in terms of
productions pending. The City accounted for 1,626,000
in production spending, and the County accounted for
8,264,000 in production, for a total of 9,890,000 in total
direct spend and just under 25 million dollars in economic
impact, for a 12% drop. However, there is a bright spot;
Santa Barbara has begun to trend up. In the fourth
quarter of 2009, production spend was up approximately
30%.
New Incentives Developments:
• In July of 2009 the State of California enacted
the first Production Tax Credit in years. The
program has been an immediate success; to
date 60 productions otherwise poised to leave
• Of those, 26 began or completed production in 2009,
 adding an additional 673 filming days across the state. and Still Photography Producers. These Tradeshows include the following:
The remaining 34 projects already approved to receive • Provide scouting tools for potential clients.
the incentive are set to begin filming during the first • Provide guides to local resources necessary for • The “California Only Locations Tradeshow”. This
half of 2010. In all, the 60 projects will generate more production, such as crew base listings, post- show, more heavily attended than ever before due
than $710 million in spending during the state’s current production facilities, equipment rentals, and more. to the new California State Tax Production Credit, is
fiscal year, including $310 million in direct wages alone. • Generate PR related to Santa dedicated to the promotion of in state production.
• As is outlined below, this new investment in Feature Barbara based production. • The “AFCI International Locations Tradeshow”.
and Television production in California provides This once a year show is held in Santa Monica
an opportunity which Santa Barbara County can’t Tradeshows: In order to expand our outreach to likely and draws personnel from around the world.
afford to miss. The Film Commission is engaged in a future clients, we are aggressively participating in a The SBCVB&FC is partnering with the CFC in a
number of activities intended to capture as much of number of relevant locations tradeshows. Our activities cost cutting measure to jointly occupy a booth,
this newly invigorated feature business as possible. during these trade shows include networking with scouts thereby delivering the same level of distribution
and producers, collecting leads on upcoming productions, for our marketing materials at a reduced price.
Goals: demonstrating the variety of locations available in Santa • The Film Commission will for the first time
Barbara County through visual aids, and distributing participate in the yearly trade show for the
• To leverage the newly enacted California State tax marketing materials and our promotional DVD to potential AICP, (Association of International Commercial
credits for feature film production and television clients. Producers) in New York, in order to enact outreach
in a manner that will steer increased film and
television production to Santa Barbara County.
• To identify and cultivate the companies other
than feature film production companies, such as
commercial production companies, reality T.V.
and catalog based still production companies
which would be most likely to consider bringing
their business to Santa Barbara County.
• To aggressively utilize new marketing materials
in order to demonstrate the breadth of locations
and “looks” which are available to prospective
productions uniquely in Santa Barbara County.
• To work with the City of Santa Barbara to address
recent issues and obstacles in permitting
for Commercial and Feature Production in
order to mitigate perceptions that Santa
Barbara may not be “film friendly”.

Programs:

The Film Commission’s Programs are designed to:

• Promote Santa Barbara County’s rich variety of
filming locations to Film, Television, Commercial

Santa Barbara Conference + Visitors Bureau + Film Commission 23

 to East Coast based agencies and personnel.
Familiarization Tours: Because of the newly instituted
California State Tax Production Credit, the Commission will
be working to reacquaint feature scouts and production
companies with Santa Barbara County. To that end, the
FC will host two FAMS during the year, one targeted at
production companies and one targeted at individual
scouts. FAM Tours take industry personnel throughout
Santa Barbara City and County, showing them in person
the variety of locations which are available for media
production.
Marketing Partnerships: The Film Commission
will continue our partnership with the Santa Barbara
International Film Festival in order to distribute our
marketing materials to “A List” industry personnel as
well as hundreds of filmmakers attending from around
the world. This past year’s partnership was our most
successful yet, with PR related to the SBIFF being bundled
with Santa Barbara County Production stories being
bundled and carried by nationwide media outlets.
Sales Calls: The Film Commission will increase sales calls
on Feature Production companies in Los Angeles in order
to discuss filming opportunities in Santa Barbara County
and distribute FC promotional materials, as well as to offer
tailored presentations of locations options for specific
projects.
Success Measures:
• Generate 100-150 leads from Production
Companies attending Locations Tradeshows
• Lead two FAM for qualified
production personnel in 2010.
• Increase E-Newsletter subscriber base by 5-10% .
• Increase physical scouting trips by Feature
and Commercial Production Companies
to Santa Barbara County by 10%.
• Direct mail new marketing materials
to all new productions approved by
CFC for the California Tax Credit.
• Increase page views of FC website by 10%.
• Increase direct production spending
in County (and City) by 10%.

Direct Marketing: The Film Commission is now and

will continue to target production companies which
have projects that been approved for the California State
Production Tax Credit, with direct marketing, promotional
materials which will put Santa Barbara County at the top
of the locations list for these pre-approved projects.

Film Newsletter: The Film Commission will continue to

publish and will expand the subscriber base of the “Film
Monthly Newsletter”. The Newsletter now goes out to
over 2,000 industry personnel and every month provides
a production update on local activity and also introduces
a desirable new filming location to our subscribers.
The “Location Spotlight” often results in an immediate
increase in both inquiries and location rentals of local
properties, public and private.

24 Marketing Plan 2010-2011

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