Strategic Planning Stakeholder Survey Explore Minnesota. June 13, 2017 Coraggio Group coraggiogroup.com

Transcription

1 Strategic Planning Stakeholder Survey Explore Minnesota June 13, 2017 Coraggio Group coraggiogroup.com

2 Approach Methodology: Stakeholder Engagement From May 19, 2017 to June 2, 2017, Coraggio Group ran an external stakeholder survey that reached out to more than 5,000 Minnesota Travel and Tourism Industry stakeholders. Over these two weeks, 277 external stakeholders responded to the survey. Theme Development Stakeholders were asked a number of questions intended to shed light on the following categories: The Importance of Explore Minnesota Roles Organizational Services and Value Organizational Objectives Events Brand Identity Challenges Opportunities Themes were developed using a number of methods. Quantitative questions were analyzed using category percentages compared to the total response rate. Qualitative, open ended, questions were analyzed by assigning themes/categories influenced by response content and Coraggio s interpretation of those responses. Because one response could include numerous topics and themes, qualitative graphs were complied using the total number of times the theme was mentioned. Themes displayed are only those that were comparably significant to the total number of themes per question. 2

3 Survey Demographics Respondent Description Respondent Location Lodging 27% Other (please specify)* Attraction 21% 24% 23% 27% Event Convention & Visitors Bureau 8% 9% 12% Chamber of Commerce 5% 18% Dining 3% 20% Travel Services 1% Regional Tourism Association 1% Metro Northeast Central Northwest Southern Respondents were heavily represented by lodging and attraction organizations distributed relatively evenly across the state, with the exception of Northwest Minnesota where representation was the lowest. 3

4 Survey Demographics Respondent Position Respondents Organizational Size Owner / Operator Executive Management 24% 40% 9% 7% 7% Manager Other (please specify) 11% 16% 68% 11% Employee 9% 101 employees or more employees employees employees 1 10 employees Owner/Operators and Executive Management of small businesses (1-10 people) were the primary respondents to this survey. 4

5 Explore Minnesota Roles and Industry Importance On a scale of 1-5, with 1 being the least important and 5 being the most important; please rate how important the following Explore Minnesota roles are to you: Build awareness and branding of our state through marketing campaigns and PR outreach. Provide assistance through cooperative marketing partnerships and grant opportunities. Provide research on behavioral trends, visitor profiles, markets, media usage and economic impact. Provide advocacy, support and guidance at a state and national level on tourism policy issues. Be available to stakeholders to assist them in local destination tourism initiatives. Other (specify below) Provide resources and training on marketing strategy and execution. Provide training and education on hospitality, customer service and international visitor needs/expectations. Explore Minnesota (EM) stakeholders believe EM s primary role is a marketing agency for the state (campaigns, PR, awareness, grants, visitor profiles) and less of an educational and training agency. 5

6 Explore Minnesota Service Level Agreement For the following statements, please indicate your answer on a scale of Agree, Somewhat Agree, Neutral, Somewhat Disagree or Disagree: Top 4 Statements Bottom 4 Statements EM's mission/purpose is critical to a thriving Minnesota tourism industry. 88% I understand EM's primary mission/purpose. EM is the lead voice for Minnesota statewide tourism industry. EM raises awareness of Minnesota as a travel destination in domestic markets. 78% 76% 75% EM provides access to programs that are helpful to me and/or my business. EM engages effectively with public and private partnerships that benefit of Minnesota's travel & tourism industry. EM involves the state's travel and tourism industry in key decisions that affect it. 58% 56% 55% EM raises awareness of Minnesota as a travel destination in international markets. 42% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% With a clear understanding of EM s mission/purpose, stakeholders largely believe that EM is critical to and the lead voice of Minnesota s tourism industry. Stakeholders believe there is room to improve stakeholder engagement and international awareness of Minnesota as a destination. 6

7 Importance of Strategic Objectives In thinking about the next two years, please rank the following current Explore Minnesota strategic objectives in order of their importance to your organization or business, with 1 being most important and 5 being least. Most Important Most Important Most Important Drive Economic Vitality Create Innovative Advertising Increase Consumer Engagement Provide Excellent Customer Enhance Industry Relations Service Stakeholders have varying opinions about what the most important strategic objective is as it relates to their business. They have identified Drive Economic Vitality, Create Innovative Advertising, and Increase Consumers Engagement as the most important between them. 7

8 Importance of Strategic Objectives In thinking about the next two years, please rank the following current Explore Minnesota strategic objectives in order of their importance to your organization or business, with 1 being most important and 5 being least. Most Important Drive Economic Vitality Create Innovative Advertising Increase Consumer Engagement Attraction Chamber of Commerce Convention & Visitors Bureau Dining Event Lodging Other (please specify) Regional Tourism Association Travel Services Total Average Different stakeholders have varying interests in which EM objectives are most important to them. Economic Vitality is very important to Chambers and Travel Services, while Creative Advertising and Increasing Consumer Engagement see a more evenly distributed importance. 8

9 Performance on Strategic Objectives On a scale of 1-5, with 1 being poor and 5 being excellent, please rate each strategic objective on how you believe Explore Minnesota has addressed each one over the past two years Most Important 1 Create Innovative Advertising Provide Excellent Customer Service Drive Economic Vitality Increase Consumer Engagement Enhance Industry Relations When asked about EM s performance on each of their defined strategic objectives, stakeholders find EM to be performing equally across objectives, but not exceptionally. 9

10 Performance on Strategic Objectives On a scale of 1-5, with 1 being poor and 5 being excellent, please rate each strategic objective on how you believe Explore Minnesota has addressed each one over the past two years Performance by Organization Most Important Create Innovative Advertising Provide Excellent Customer Service Drive Economic Vitality Increase Consumer Engagement Enhance Industry Relations Attraction Chamber of Commerce Convention & Visitors Bureau Dining Event Lodging Other (please specify) Regional Tourism Association Travel Services Grand Total When broken out by organizations, you can see regional tourism associations have a more negative performance perspective, while CVBs, Attractions, Chambers and Events believe EM is doing well! 10

11 Attracting Events How do you feel about the following statement: It is important that Explore Minnesota invest in attracting new events to Minnesota as a means to increase visitation and drive incremental business to industry stakeholders. The draw to the area is clean water, clean air, good fishing, quiet settings, family time. Events have costs of their own to recoup, and lodging usually gets the discounted tickets. Without the full revenue, the business cannot be maintained. The state shouldn't have to rely on new events, It should more heavily promote the attractions, quality hospitality, and the natural beauty and resources we do offer. Attract new events, typically means to the metro area. Please don't forget about greater Minnesota. 13% 8% 4% 43% New events are a good way to attract people from out of state/country to experience the event and everything else that benefits when people think of MN as a destination vacation! New events help differentiate Minnesota from other states increasing the desirability of traveling here. High profile, larger events generate a ton of publicity, visitor stays and economic impact. Often times, attendees will visit MN for the first time b/c of a major event. Most of the large events only draw people to the twin cities area. 32% You have the national contacts to create and sustain high visibility events such sports events and high attendance conventions. Agree Somewhat Agree Neutral Somewhat Disagree Disagree A majority of stakeholders believe new events are a gateway to further exploration and visitation to Minnesota. However there are some who feel these events disproportionality benefit metro areas and ignore the state s natural assets that make Minnesota a great place to visit. 11

12 Brand Perception From the list below, please indicate which three words best describe your perception of Explore Minnesota based on your experience with the organization? Stakeholders find the team at Explore Minnesota to be knowledgeable professionals who support and creatively advocate for Minnesota s travel and tourism industry. 12

13 Near-Term Challenges Facing Minnesota Travel and Tourism Looking ahead two years, what do you believe the greatest strategic challenge is that needs to be addressed in the next strategic plan? Top 5 Challenges Statewide/Rural Tourism Equity and Awareness 20% Brand and Destination Awareness 16% Industry and Marketing Adaptation and Innovation 13% Convention and Event Attraction/Capacity 9% Funding 9% 0% 5% 10% 15% 20% 25% The largest challenges facing travel and tourism in Minnesota are brand awareness related. Equity in awareness across multiple regions and overall brand awareness of Minnesota as a destination, both domestically and internationally, are top challenges. It is thought that innovation and adaptability of its marketing approach could be a useful solution. 13

14 Near-Term Challenges Facing Minnesota Travel and Tourism Looking ahead two years, what do you believe the greatest strategic challenge is that needs to be addressed in the next strategic plan? Statewide/Rural Tourism Equity and Awareness Brand and Destination Awareness Industry and Marketing Adaptation and Innovation Assist all businesses in tourism industry (big and small and rural as much as city) to market to increase tourism business. Fairness to all sized businesses and to those small businesses who cannot afford to do major marketing, even make costs more reasonable and equitable to do advertising/marketing on Explore MN website. Bringing the state tourism Industry together and truly supporting ALL regions of the state. Finding ways to market rural areas of Minnesota in addition to the Twin Cities. Reaching future families that will provide MN with future $$$$. If we do not raise awareness now we will have a beautiful state and no way to fund it! Keeping Minnesota in the forefront for people looking to travel. Marketing Minnesota as a travel destination to states outside the Midwest. Find funding to do more international education. Staying with the time and understanding how trends are changing. People these days react to just do everything. How will EMT do everything. Remaining innovative in travel marketing, a lot of different states/regions have marketing that is starting to have the same feel as Minnesota's. Staying ahead of advertising trends while continuing to cultivate traditional media. Be forward-thinking without leaving consumer bases or industry partners behind. 14

15 Near-Term Opportunities Facing Minnesota Travel and Tourism Looking ahead two years, what do you believe the greatest strategic opportunity is that needs to be addressed in the next strategic plan? Top 5 Opportunities Statewide Tourism Equity 12% New & Innovative Marketing Methods 12% Stakeholder Engagement and Technical Assistance 11% Expanded Partnerships and Collaborative Efforts 11% Event/Convention Strategy & Capitalization 11% 2% 4% 6% 8% 10% 12% 14% The challenges facing Explore Minnesota are also its greatest opportunities. Stakeholders believe promoting statewide tourism equity in awareness and innovative marketing methods are an opportunity to increase Minnesota s place on the map. This awareness could also be promoted through continued stakeholder engagement, collaboration and training, as well as leveraging events as a gateway to repeat visitation. 15

16 Near-Term Opportunities Facing Minnesota Travel and Tourism Looking ahead two years, what do you believe the greatest strategic opportunity is that needs to be addressed in the next strategic plan? Statewide Tourism Equity The greatest opportunity lies in the upper Midwest drive market. We need to focus on this market so that we can bring new dollars into our economy. New & Innovative Marketing Methods There are always new opportunities in marketing that develop each year. Keeping on top of these developments and changing along with them will continue to be important. Stakeholder Engagement and Technical Assistance Engage tourism organizations on a deeper level by offering support with industry trends and best practices, but also innovation to refresh and reinvent product. Vacation opportunities throughout the state from SW to Arrowhead. Exploring innovative means to create awareness AND action in consumers. Assist businesses with marketing to increase tourism business. Expanded Partnerships and Collaborative Efforts Collaborations will be very important. How can we all do better by helping each other? The advertising grants are important. How can they change slightly to help the local organizations better? Encouraging more Chambers of Commerce and cities to collaborate and cross market (especially smaller communities) Event/Convention Strategy & Capitalization Elevate existing events and businesses and provide assistance to increase their success. How is EMT going to attract meetings/conventions into the markets. Highlighting previously unmentioned events. 16

17 Additional Feedback Is there any additional feedback that may be helpful as Explore Minnesota develops its two-year strategic plan? Top Feedback Categories Increased and Expanded Stakeholder Outreach 34% Small Business Engagement and Assistance 14% 5% 10% 15% 20% 25% 30% 35% Seems like there is a lot of focus on the same partners. It would be nice to see more collaboration with other businesses and not on a pay-to-play basis. Stop ignoring small businesses except when you want us to pay you for something. Address our advertising needs, as well as those of large businesses. You seem to support large organizations really well (Walker Art Center, Mall of America), but your support of smaller businesses is similar to a trickle down economic policy. Small businesses in Minnesota are feeling very alone, especially in Minneapolis. Just feel like we don't matter up north. Always focused on the metro. Northern MN will dry up without strong tourism and don't feel the support. It would be nice if somehow they could develop a task force made up of small business owners up north and tour bus business down south. Reach out to small tourism businesses more (mom and pop businesses). Help with marketing to drive business to all tourism businesses not just the big city. Have individuals who work for Explore Minnesota be a household name and connection for those of us in tourism industry. Seek opinions of those in the field more Seek out our needs more--many small tourism businesses do not have the budget for major marketing. 17

18 We look forward to supporting your big next leap forward.