Situation:
In 2006 the Rapid City City Council approved a BID (Business Improvement District) Tax to help raise funds for the marketing of Rapid City as a world-class vacation, sporting event and convention destination. The local BID tax, charged to visitors by the lodging industry, brings in about $1.2 to $1.3 million per year. This money is to be used exclusively for:1. Sports and Events Marketing
2. Meetings and Conventions Marketing
3. Leisure Visitor Marketing
4. Motorcoach Marketing
Prior to 2006, the Rapid City Convention and Visitor Bureau (CVB) restricted its marketing efforts due to limited funding resources. In the first year of the BID collection, the CVB developed four different marketing strategies for each sector. These plans did not work together and were not based on actual visitor data so they yielded very little return.
Solution:
Working cooperatively with the South Dakota Office of Tourism and Lawrence & Schiller, Rapid City underwent an extensive database analysis to get a clearer picture of its ideal visitor, convention delegate and sport event planner. Once this information was obtained, L&S could begin to develop a strategic marketing plan that helped Rapid City reach its intended audience. Each sector of the CVB had a unique plan that worked in concert with the other three sectors. The media, digital marketing and trade publications were chosen based on the research results. A new brand identity and standards were established by L&S and this look carried through to all creative executions, including a new website.
The marcom plan also established specific goals and action steps to help Rapid City reach an overall goal of a BID Tax revenue increase of 25% by the year 2010.
Results:
To date:• A record number of passengers flew in and out of the Rapid City Regional Airport in 2008. July was the highest month with over 66,000 inbound and outbound passengers.
• Rapid City vacation packages booked through Black Hills Central Reservations increased 108%.