2011-2012

DIAGNOSTICS & PLANNING HIGHLIGHTS

II. DIAGNOSTICS & PLANNING 20%

Diagnostics & Planning accounts for 20% of the personal performance objectives. My personal role in this is one of both strategy and execution. We do not have a research/analyst on staff. I utilize my executive assistant to gather information and do data mining so my time can be limited mostly to strategy and analyzing. I also contract out some of the research.

Goals & Results

  • Execute a research plan that will provide 3rd party measurement of DCVB marketing activities and the overall progress of Durham as a visitor destination. Devise effective means of communicating the results. Develop and monitor team and individual staff performance measures.
  • TheseTargeting activities completed last year help DCVB identify potential audiences and learn more about them in order to attract them as visitors.
  • Conducting the annual ImageSurvey (attracting day visitors)
  • Computing a Crime Comparative on behalf of the PIO council (attracting retirees and day visitors)
  • Assisting the Arts Council with Durham’s Arts Index (attracting cultural travelers)
  • Fielding a Daytrip Study (attracting day visitors and converting to overnight visitors)
  • Engaging in database mining to identify potential convention groups
  • Serving on an advisory committee for a study out of East Carolina University entitled, “E-Metrics: Using Entrepreneurial Climate Indicators to Energize Local Tourism Development.”
  • Researching and mining secondary data sources for key information in the following niche areas:

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  • GLBT Travelers
  • Seniors and Retirees
  • Meeting and Convention Markets
  • Agritourism Visitors
  • Mobile Marketing
  • Social Media Trends
  • Impact of Higher Gas Prices
  • Advertising Effectiveness
  • Travel Trends
  • Daytrip and Drive Marketing
  • Sustainability in Tourism
  • Food Travelers
  • Lodging indicators
  • Business Travel
  • Online Travel Companies
  • Traveler’s use of the Internet
  • Millennials

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These Measurement activities completed last year are means of tracking the results of both DCVB’s marketing efforts as well as results of the destination as a whole.

  • Calculating the financial impact of visitorson: Durham as a whole; as well as variousfestival and events such as Duke University Graduation, NCCU Homecoming, American Dance Festival, Bimbe Festival, Full Frame Film Festival, and Festival for the Eno.

Also calculated the economic impact of DPAC, Church of Christ Holiness USA convention, Minor League Baseball Championship game, and the NCRPA Therapeutic Recreation conference.

  • Completing and analyzing results of various benchmark surveys and analysis to measure DCVB’s effectiveness with peer organizations as well as Durham’s market share.
  • Tracking lodging performance for developers and feasibility analysts to encourage good development and avoid overbuilding.
  • Surveying 120+ sites about DCVB’s collateral delivery service.
  • Surveying more than 650 visitors to Durham about satisfaction levels
  • Analyzing census data related to labor force commuting to inform front line training needs and assist visitor features in audience development
  • Tracking productivity measures such as room nights booked, stories placed, and prospects contacted, as well as performance indicators like Feature Attendance, airport enplanements, etc.
  • Update the Strategic Blueprint for Marketing Durham as a Visitor Destination.
  • Led an update of the Marketing Plan Blueprint with total staff involvement.

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