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Woodland Park Area Marketing Plan: 2010

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Woodland Park Area Marketing Plan: 2010 Part 1: Introduction Part 2: Situational Awareness Part 3: Marketing Strategy and Objectives Part 4: Tactical Programs Part 5: Budget Part 6: Additional Considerations Appendices: 1. Background from the Report 2. Brand and Tagline 3. Woodland Park Area Marketing Task Force Membership


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Part 1: Introduction This plan was produced to market the community using a well identified strategy supported by a new area brand and tagline. Information contained in this plan can be used for:

• A report to be included in larger community or business strategic plans and resourcing opportunities.

• A roadmap to establish the brand and tagline throughout the area. This plan was developed by the Woodland Park Area Marketing Task Force (WPMTF). See Appendix 3 for list of members. Mission Statement The intent of this plan is to have a comprehensive roadmap that can be used to build recognition for the Woodland Park area’s myriad amenities and make it the preferred destination for local and regional consumers and beyond, generating more business and revenue for the community. In previous research and community discussions, a number of organizations had identified the need to develop a unified brand and more strategic marketing efforts to reach target markets. This objective even became part of the City of Woodland Park’s proposed City Comprehensive Plan, which formalized, among other things, strategies to enhance the economic environment of the community. As a result of the community-wide inputs, these elements emerged from the community as the strongest assets of the Woodland Park area:

• The natural beauty of the place - Pikes Peak and beyond • Kindred spirit – an easy connection with an inclusive, welcoming community • Authenticity – a place that has held onto its Western heritage, that remains as a true Colorado Rocky Mountain

community • An independent streak – a place that boasts an eclectic and intelligent resident base, providing opportunities

for lifelong learning and education • A place to be healthy and strong with access to unlimited outdoor adventures • A place that provides a sense of freedom • A quick and accessible escape from urban life • Feels like home – small town atmosphere

Part 2: Situational Analysis Here is a snapshot of where the branding of the community stood at the time this plan was developed:


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Numerous competing community brands: 17 Audiences were confused as to a single central community identity. Audiences did prefer, with all the brands “City Above the Clouds”. Though popular, this brand did not garner traction by all community sectors in a prominent and long-lasting manner. However, there is a need to integrate the legacy that this brand has in the community and methods are identified in this plan for appropriate usage. Challenges to Overcome These issues emerged from the community as the largest challenges of the Woodland Park Area:

• Physically, Highway 24 provides access, but it also serves to create a pass-through environment and takes away from the sense of “place”.

• A lack of community cohesiveness, a sense that there are divisions and/or a lack of support for the community.

• A lack of focus on what makes the Woodland Park area special and unique.

• Resources – both human and financial – are being spread too thin. There is a need to more strategically

coordinate efforts and to build “critical mass” with offerings and activities.

• There is no coordinated effort to tell people what is here.

• There is a lack of a cohesive effort to support one community brand thus creating confusion and hindering the communities position among key target audiences.

Identified Target Market (audiences to reach) Community Members Day-Trippers and Regional Visitors Destination Visitors Investors and Entrepreneurs (Existing and New) A service to educate and distribute the branding components must be identified to ensure appropriate delivery and cultural movement to the new brand. However, a key condition that will impact brand implementation is that there will be only volunteer usage. Implementing the brand across all community sectors will require resourcing. Current analysis indicates that in the short term roll out costs, direct and indirect, will be $19.500. Long-term efforts to market via appropriate channels to ensure the brand is distributed is estimated at: $$79.000. In addition, revenues can be generated by trademarking the brand and selling appropriate merchandise. Brand and Tagline Development The development of the new brand and tagline for the Woodland Park area was achieved through intensive creative workshops and brainstorming sessions which sought to build off of findings from community outreach, and define precisely how the community sought to portray itself to target markets. Background see Appendix 2. To guide the brand development, the Woodland Park Area Marketing Task Force developed consensus around the following brand guidelines:


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Brand Mission/Vision: To exemplify what is authentic about the community by telling the Woodland Park area story in an effort to increase awareness about the opportunities to be uncovered here.

Brand Approach: GOAL: To establish the Woodland Park area as the center hub to the surrounding area’s activities, events, retail and business establishments by creating a central sense of place with consistent branding so people know that they “have arrived.”

RESULT: A ‘logo’ that has “Woodland Park” as the central focus, with a tagline and/or campaign call-to-action that encompasses the greater Woodland Park area.

The following new Woodland Park brand emerged as an outcome of creative consensus: In

addition to the development of the primary brand, supporting graphic elements were created to be used in advertising, marketing and collateral pieces. Each of these elements allows for a unique use and “tone” to the brand messaging. Summary Implementing the Woodland Park Area Brand and Marketing plan will require both human and financial resources. During the fact gathering process, community stakeholders, as well as focus group members from Colorado Springs, clearly articulated that the Woodland Park area already has the building blocks needed to raise its profile. As such, the primary strategies included in this plan, in raising the profile of the Woodland Park area as a destination of choice, are to effectively market and promote the community’s existing attributes in a cohesive manner, and therefore include implementation actions in the following categories: Marketing and Advertising: Strategies to tell the Woodland Park story via consistent and creative communications utilizing the most effective tools.


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Events: Opportunities to use events and event marketing to introduce locals and visitors to the community and give them consistently new reasons to return and explore. Placemaking: Enhancements to the public realm that create a stronger sense of “place” and help locals and visitors navigate the community and more easily access amenities. Economic Development: Tools to encourage the growth or creation of business opportunities in Woodland Park via the marketing and packaging of information critical to success. The new brand is modern and reflects the targeted audiences. Timely roll-out of the brand is critical or it might not gain enough traction to be a return on investment and will likely result in the same fate as previous efforts to communicate the community’s heart and soul. Finally, there is a myriad of opportunities to “deploy” and champion the brand and they must be implemented in the near term to ensure successful implementation occurs.

Part 3: Marketing Strategy and Objectives Marketing Strategy This plan presents a marketing strategy with evolving short-term and long-term focuses with the intent to establish the Woodland Park area as a unique, first-rate destination of choice for locals, regional visitors and tourists. The Woodland Park Area Marketing Task Force should be the “Keeper of the Brand” and has final decision-making authority on all recommendations made within the plan. Financial Objectives While a volunteer group can shepherd the process, successful implementation of the Woodland Park area marketing plan will likely require additional dedicated staff support to assist with coordination of information and to be a primary point of contact for things such as the website, social media, advertising efforts, etc. The ultimate success of this plan requires appropriate resources. The following initiatives should be implemented: 1. The identification of at least one dedicated staff person to support it. Another is to secure funding streams to enhance the Woodland Park Office of Economic Development’s staff capacity. 2. Explore amendments to the Lodging Assessment Fee ordinance. Currently, the City of Woodland Park collects a Lodging Assessment Fee that generates around $70,000 per year in revenue from overnight stays at lodging facilities to fund enhancements to the community. While these funds are now directed towards beautification and public space enhancements, the ordinance governing the Fee does allow for broader


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use of the dollars to enhance the community environment for visitors should the City Council deem those expenditures appropriate. This plan suggests two recommendations regarding the Lodging Assessment Fee: a. A change should be explored in the allocation procedure to direct the use of this Lodging Assessment Fee more generally to the successful implementation of the marketing strategies identified within this plan. b. An enlargement of the existing collection area, or the creation of a new countywide Lodging Assessment Fee, should be explored. 3. Identify existing resources being invested into marketing efforts for Woodland Park that can be redirected to implement this plan. Many organizations in the Woodland Park community are already investing significant resources in their own marketing materials. The marketing task force will identify those organizations and seek their involvement and investment in the implementation of this comprehensive marketing effort. 4. Sponsorship, fund raising and grant dollars need to be explored as part of successful implementation of this plan. Specific opportunities include:

• State Tourism Dollars (Matching Program) • Foundations that support community enhancement activities • C-Dot enhancement funds (particularly for the historic markers/public art piece) • Corporate underwriters • Business Sponsors for packaged clusters and cross-promotions: Retreats, Camps, Realtors (for residential

promotion), a health-fitness-medical group, a sewing-crafters-scrapbooking group, etc. 5. The Woodland Park Economic Development Strategic Plan will continue to be implemented. Additionally, the following strategies identify marketing tools to encourage the growth or creation of business opportunities in Woodland Park via the marketing and packaging of information critical to success:

1. Market Chamber’s business training and support opportunities. Topics including:

Business start-up Customer relations strategies Assistance with marketing, communications and social media usage Merchandising Storefront design and display Personal service

Much of this information and training already exists through the Greater Woodland Park Chamber of Commerce, the SBDC and SCORE. Opportunities to enhance these offerings may simply include packaging them and providing details in one location, providing a regular series training session and/or surveying community and business owners on unique needs to tweak the program offerings. Though currently in progress, business development sessions should continue, when possible to link entrepreneurs and additional resources through the WP Economic Development Office; UCCS COS Technical Incubator Program, USDA and SBA financing, Colorado OEDIT programs, Governors Energy Office programs, etc. and provide more visible marketing of this service.


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2. Offer information for new business development online. The Woodland Park Office of Economic Development is working on packaging this information and currently offers a print piece. To make access to this data as easy as possible, an online source for this information is also recommended and the WPOED is exploring that. Develop packages of key information to include:

• Community/Region Demographics • Sales Tax Trends • Employment and Residential Densities • Development Updates • Information about Doing Business in Woodland Park (i.e. permitting, taxes, etc.) • Updated Space Available Listings with Space Details and Broker/Owner Contacts • Positive Attributes About Woodland Park

3. Encourage a focus on weekend hours, evenings. The community sees less business traffic during the week

due to the nature of residents and commuters going to and from work. As the community shifts to a marketing focus on outdoor adventures and entertainment, community members suggested that a focus on stronger, more consistent weekend hours is worth exploring and marketing. With commuters, hours until 9:00 PM are optimum. Encourage through micro assistance programs, other measures.

In addition, hours of operation for Mondays should be looked at during state and/or federal holidays. To support retailers and restaurants as they shift to these new hours, explore opportunities to program events (e.g. Friday Art Walks) around unique hours to ensure a certain level of traffic and exposure.

4. Focus on efforts to support local business. A national movement is underfoot to support to local businesses that is known as the 3/50 Project™ and Woodland Park could tap into this initiative to encourage locals to support their homegrown businesses. The 3/50 Project is built on a simple concept – consumer loyalty to independent storefront businesses equals stronger local economies. Here’s how it works: Pick 3 local independent businesses and spend $50 between them. Important to marketing the concept are a few key facts:

If just half the employed US population committed to spending $50 in locally owned stores each month, it

would generate more than $42.6 billion in revenue. For every $100 spent in locally owned stores, $68 returns to the local economy through payroll taxes,

property taxes, sales tax, payroll, and other business related expenditures. When purchasing from a chain or franchise, that amount drops to $43.

5. Elevate Hot-Button Issues in Priority: There are several larger community issues that emerged as important to the long-term success of the Woodland Park Area. These issues have all been identified as priorities in the DDA and Economic Development Strategic Plan, but are also included here to reinforce their importance as an outcome of this community outreach process.

Lower and enforce the speed limit, which the community feels is a detriment to business and walkability

on Main Street. Redesign the highway. Explore street design alternatives to calm traffic and make the street more

pedestrian friendly. Longer term, look at opportunities for a bypass. Address tax challenges for businesses. Look at opportunities to support amending the state

constitution to equalize the tax burden between residential and commercial properties.

Marketing Objectives


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Success will be measured by the usage of the brand and tracking results directly related to brand implementation. Below are the market measures: 75% usage of the brand by community sectors by end of 2010 10% increase in sales over 2010 by July 2011 10% increase in visitors when compared to 2009 60% increase in brand awareness from Summer 2010 to Summer 2011 50% increase in website traffic between July-December 2010

Part 4: Tactical Programs In this section, the details and timetables are presented.

Target Markets The following target markets have been identified and confirmed as the key audiences towards which strategies in the Woodland Park Area Brand and Marketing plan are directed: Community Members: To unify and build community in a way that engages all residents and encourages them to support what is in their backyard (or avoid losing residents “down the hill”). Among the strongest messages emerging from the community outreach was a sense that locals from Woodland Park do not support the community as much as they could or should, and that a central point of information about local happenings was missing. This plan aims to unify locals to support what exists and provides new opportunities to involve residents in the growth and development of Woodland Park. Day-Trippers and Regional Visitors: To attract “daycation” visitors from Colorado Springs, the Pikes Peak region, and Front Range communities to enjoy the amenities of the Woodland Park Area (or bring them “up the hill”). There is a significant front-range population that regularly turns their weekend days into day-trips into the mountains to explore new communities and recreational opportunities. Woodland Park provides a strong destination for day-trippers and regional visitors looking for a destination that offers a lot in one spot. Colorado tourism surveys tell us most day-trippers are looking for a quick getaway that offers natural beauty, recreational opportunities and restaurants and bars. Packaging these experiences as “weekend retreats” will be positive for the Woodland Park area’s success. Destination Visitors: To attract destination visitors craving an authentic Colorado Rocky Mountain experience (and invite passers-through to stop and come back again). Improved marketing can increase the number of visitors that discover Woodland Park and the surrounding area each year, and an effective marketing campaign can encourage them to spend more time (and money) in the community by educating them on other opportunities that are available while they are here. Traffic counts suggest a large number of passers-through headed to other locales. Passers-through require visual cues to alert them to what’s available and what’s offered in the Woodland Park area. A portion of this marketing plan suggests strategies to visually advertise what the Woodland Park area has to offer as the cars pass through. Investors and Entrepreneurs (Existing and New): To support and strengthen existing businesses and create a compelling case for new investors/entrepreneurs to open their doors here. Improving the financial position of the community and bringing more businesses to Woodland Park to support the residential base means making a concerted marketing effort directed towards investors and entrepreneurs who may consider Woodland Park a place to invest in a new business or retail concept. Several investor marketing strategies are offered as part of this marketing plan.


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Services, Programs and Products Success in implementing marketing for Woodland Park = Simplicity and Strategy. Community stakeholders expressed a desire to simplify messaging and communication efforts and to be more thoughtful about how information about the community is conveyed. The following actions help to tell the Woodland Park story via consistent and creative communications using the most effective tools. 1. Create a central website that ties into the new Woodland Park brand. The site should be an amenity for

residents and visitors alike and should be a one-stop, HIP place for all critical information about the community. The following chart provides suggestions for information to be included on this site identified by target market type:

TARGET MARKET: INFORMATION TO INCLUDE: ASSIGNED

TO: COMPLETION DATE:

For Everyone Basic Woodland Park Area Information/Location/Directions

History of the Woodland Park Area

Detailed Map and Listings for Businesses

Detailed Map and Information about Recreational Opportunities to be explored from Woodland Park

Comprehensive Calendar of Community Events

WPMTF WP Historical Committee WP Chamber of Commerce WP Chamber of Commerce

AUG 10

Community Members Community “News” and a place for community organizations to add information about projects they are doing (Note: One issue emerging from the outreach process is the lack of awareness the community has about community projects being undertaken)

Offer a section about “living in Woodland Park” to encourage individuals to explore all the amenities available to them as a resident. Encourage realtors to use

WPMT WP

ChamberGrapevine

WP real estate community

AUG 10


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this site for potential clients in Woodland Park.

Day‐Trippers and Regional Visitors

Information and resources to help them plan a trip for a day. Utilize technologies that allow users to package experiences and build an itinerary based upon their interests

WPMTF, WP Chamber

SEP 10

Destination Visitors Vacation planner guide including information about long‐term stays, rentals and hotels, where to buy goods while they are here, and resources to help them find things to do for an extended trip

WPMTF, WP Chamber

SEPT 10

Investors/Entrepreneurs Data and market information about the community (census figures, sales tax data, general market statistics) to encourage new business development

Information about “doing business in” Woodland Park, including permitting processes, financial assistance available, and locations available for purchase or lease

WP Economic Development Office and WP Chamber

FALL 10

2. Social media tools will be used to extend the reach of Woodland Park area marketing efforts. In the short-term, an effective social media campaign for Woodland Park will be managed by the City of Woodland Park Office of Economic and Downtown Development and a select group of high school and/or college interns who understand the medium well and can provide creative insight on its use.

Facebook: For now, a community volunteer or organization will be solicited to administer the site so that

“fans” can participate in creating a conversation about Woodland Park, and in informing, educating and sharing information about the community. The goal is to make it a go-to site for people looking for information on events and the latest news and stories about the community.

• Twitter: For now, a community volunteer or organization will be solicited to use short 140-character updates

that are directed to other Twitter subscriber’s accounts (or cell phones!) in the form of a “tweet.” Tweets can be used by the community to provide information updates on City issues, to inform consumers about upcoming events or business promotions, or to provide interesting information about the community.


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• Flickr: For now, a community volunteer or organization will lead the effort for sharing personal photographs and organize them in a searchable way. Flickr asks photo submitters to organize images using tags, which enable searchers to find images related to particular topics, such as place names or subject matter.

The following chart segments target markets and best tools for reaching:

TARGET MARKET: INFORMATION TO INCLUDE:

ASSIGNED: TIMELINE:

Community Members Facebook: To serve as an online community for the community to share information with residents, and for residents to share information with each other

Twitter: To allow residents to subscribe to receive news alerts and updates on everything from important city issues to just‐announced events

WPMTF, WP Chamber

AUG 10


Twitter/”Twisitor Center”: Using the “Twisitor Center” concept, users can tweet a central point (i.e. the Chamber of Commerce) and ask a question: a knowledgeable employee of the area tweets back an answer and/or response to their question.

WPMTF, WP Chamber

SEPT 10

Destination Visitors Twitter/”Twisitor Center

Flickr: Marketing enticing photos of Woodland Park on Flickr to give visitors a compelling reason to visit.

WPMTF, WP Chamber

SEPT 10

Investors/Entrepreneurs Social Media Training: The Chamber of Commerce currently

WP Chamber

FALL 10


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offers social media training

All the social media tools implemented in the community will ultimately tie back and be connected to the new Woodland Park community website.

Promotion Fresh marketing materials that support the new brand and marketing message will be developed with a “call to action” for each of the target markets in mind. Design and content of these marketing materials reflects the guidelines outlined in this plan and in the Woodland Park Brand and Graphic Standards Manual. Marketing materials for each of the target audiences include:

TARGET MARKET: INFORMATION TO INCLUDE:

ASSIGNED: TIMELINE:

For Everyone Create a quality printed map with information about local businesses and recreational amenities

Create a printed calendar of events featuring highlights of key community events being hosted each year

Create branded goods to sell/distribute to residents and visitors

WPChamber WP Chamber WPMTF

ONGOING, Adapt to use new brand

Ongoing, adapt to use new brand

Community Members Window posters to be placed in every Woodland Park business to encourage shopping local and to acclimate residents to the new brand image and introduce them to the website

Distribute bill stuffers to Woodland Park residents and direct them to the website.

Package information about the amenities

WPMTF WPMTF WPMTF

SEPT 10 Fall 2010


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of living in Colorado and create a marketing piece for realtors selling to residents interested in living here


Target marketing to key visitor areas via:

billboard placement.

Ad campaign in local newspapers, radio, television/multi‐media packages, tourism guides

Consider public radio sponsorships

Market packaged offerings to tour bus groups

WPMTF Spring 2011

Destination Visitors Develop cross‐promotion packages:

Retreats, Camps, Realtors (for residential promotion), a health‐fitness‐medical group, a sewing‐crafters‐scrapbooking group, a “ladies to lunch” promo among gift and clothing stores. Create a branded

visitor info packet with standard information about everything a destination visitor would need to know about the area

Conduct targeted viral marketing to affinity groups who may find interest in unique Woodland Park amenities

Seek out media opportunities in

WPMTF WP Chamber WP Economic Development WP Chamber & Economic Dev

2011 ONGOING –Adapt with new brand


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online and print publications beyond Colorado highlighting unique offerings in the Woodland Park area

Investors/Entrepreneurs Create distinct marketing to entrepreneurs focused on encouraging “economic gardening” efforts to grow local business and to other communities where a 2nd business opportunity may sprout for an existing local entrepreneur.

Develop clusters or sectors that are focus in the WP Economic Development Strategic Plan

Add business assistance info to website

WP Economic Development

WP Economic Development WPChamber

FALL 10, and 2011

Pass‐Through Traffic Visitor Center

Distribute information related to the marketing campaign at the Visitor Center.

WP Chamber

Ongoing


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Promotion will consist of four major areas – advertising, sales promotion, public relations and personal selling. Each area supports the other for an integrated approach to marketing the community. Advertising - To build general awareness/inquiries/traffic, encourage brand usage, shift awareness (e.g., change attitude), support other marketing decisions (e.g., events and placemaking), general image building, etc.

Method Timetable Rationale Funding Analysis

Posters

Billboards

Television

Radio

Electronic

Signage

Other

Short-term

Long-term

Short/Long-term

Short/Long-term

Short/Long-term

Long-term

Short/Long-term

Awareness

Traffic

Awareness

Traffic

Awareness

Traffic

Support

$2000

$5000

$10000

$1000

$3000

$5000

$4000

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Sales Promotion - e.g., build inquires, increases traffic and support other promotions. Timetable: On-going

Public Relations - e.g., build general awareness/inquiries/traffic, encourage branding trial, shift awareness (e.g., change attitude), respond to negative news/perception, image building, prepare markets for future activity. Methods: Communicate messages via television spots, Internet banner ads, roadside billboards, direct mail, etc.) , sales promotion type (e.g., coupons, demonstrations, etc.), selling type (e.g., sales force, call center), pr type (e.g., press release, pitch to magazines, etc.)

The following initiatives provide opportunities to use events and event marketing to introduce locals and visitors to the community and give them consistently new reasons to return and explore. Initiatives include:

Create a community special events task force or expand the Woodland Retail Alliance role. This group would be tasked with working with City Planning on events held in public spaces in the Woodland Park Area. It could also take a role in developing and implementing a comprehensive community events strategy. The group’s efforts could include:

• Identifying synergistic events and making recommendations on bringing them together


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• Ensuring events are encouraging year-round activation and are reaching out to diverse markets (locals and visitors, different demographics)

• Working with event organizers to grow and improve existing events • Taking the lead in developing new community events to support what exists and “fill the gap” • Serving as the lead in keeping the online community calendar of events updated

This group could also work together to assist in packaging event marketing, both to create year-round event calendars for the community, and to create unique event advertisements for the community to coincide with other happenings. An example: the flyer from Snowmass demonstrates how the community works with events, retreats and conferences coming into town to cross market so attendees know about other offerings.

The group would not be regulatory, but would rather be recommendation-based. A signature event. With the emergence of new wine tasting rooms in Woodland Park, the following signature event ideas emerged through the development of the Woodland Park Brand and Marketing Strategy. Next steps are to consider implementation:

Woodland Park Winter Wine and Food Festival: “Raise Your Glass and Elevate Your Attitude” ; Look at winter season Leverage existing events. Woodland Park already plays host to several successful events (Octoberfest, Woodland Music Series, Symphony Above the Clouds, to mention a few, and in some cases there are opportunities to leverage those existing offerings to create stronger overall events for the community. Where these opportunities exist, they should be explored. Examples include:

Third Friday Art Walks: Explore live music or buskers on the street corners or in the shops, wine samplings or food tastings as people stroll around. Incorporate later hours for restaurants and shops so attendees have a place to go at the end of the night.

• Woodland Park Holiday Events: The holiday event is a popular draw for locals in Woodland Park, but

focus group discussion with Woodland Park residents noted an interest in attending winter events in the area. Explore opportunities to offer regional residents something more to do during the holidays and winter months, and explore opportunities to leverage the more than 5,000 people that pass-through Woodland Park each year to get their Christmas trees prior to the holidays. Some ideas include:

o Christmas Tree Event: Explore ideas to get Christmas-tree buyers passing through to stop.

Explore fun opportunities like holiday décor or ornament sales, or stations where families can make ornaments and decorations for the trees in various shops throughout the community.

o Add Events to the Holiday: A Kristkindlmart, or an ice-sculpting event, for example. Explore

ways to lengthen and provide variety to the event ideas already offered. Turn the standard holiday offerings into more of a Winterfest experience.

o Stargazing Festival: Develop a stargazer’s festival for Woodland Park, to encourage visitors

and residents to join together to view the stars and constellations. This could be an add-on to a variety of events that occur year-round.

Rethink the Farmer’s Market: The current Woodland Park Farmer’s Market is held every Friday from June to September from 7 AM to 1 PM to great acclaim. However, many community farmer’s markets experience growth when they move to convenient hours for a


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larger population. Encourage organizers to explore a Saturday morning or perhaps Thursday night market that allows more residents to utilize the market during their off-hours. Saturday markets are great weekend destinations for day-trippers.

Market WP as a place to take your dog: In the summer, several restaurants (Carlos Miguel’s, Joanie’s) allow diners to eat at their outdoor tables with their canine companions. There are also several good hiking trails in or near Woodland Park to take dogs on. Create a dog park in Woodland Park? There are B&B’s in the area that allow both dogs and horses (Rusty Spur Bunk and Barn). Leverage Camp and Retreat Centers in the Area: Over a dozen retreat centers and camps call the Woodland Park Area home; create closer partnerships with these organizations to build cross-marketing opportunities and to explore event ideas that could utilize these facilities. The following ideas should be explored: Market to Existing Guests: These camps stay relatively busy year-round and are bringing in thousands of visitors from around the state and across the country. Find ways to market to these individuals directly, advertising other shopping, dining, event and special opportunities available to them while in town. Work with Camp Owners to Increase Usage of the Centers: Bring together all the camp managers to identify opportunities to co-market the availability of this space and increase the usage. Potentially, the website could host a database of information about these facilities and allow people to rent them out for a variety of uses. Leverage the Woodland Park Sports Complex: The sports complex brings in great family-friendly events and has the capacity to host more. Explore opportunities to increase the activation of this asset and to coordinate other events, activities, programming, etc. while those guests are in the Woodland Park Area.

Placemaking: Placemaking is a term for enhancements to the public realm that create a stronger sense of “place” and help locals and visitors navigate the community and more easily access amenities. Placemaking is part of community marketing and ensures that the experience promised in communication efforts is the experience that visitors have when they arrive. The Downtown Development Authority has already been addressing placemaking efforts by investing in the Main Street Makeover process, funding flowers and hanging baskets, and allocating resources towards a new banner program and wayfinding system as an outcome of this marketing plan. To augment these ongoing efforts, the following steps are in consideration:

1. Beautify. Main Street Makeover was a tremendous success and the community has expressed a desire to do it

again. Among the ideas expressed were exploring opportunities to take the event to the next level, focusing on arts and creative enhancements. The Arts Alliance is currently exploring a public art program for sidewalks and public spaces including sculpture, murals, and even electronic art. Improved signage for Main Street retailers, creative lighting, and the enhancement of public spaces – these are all ideas that could be implemented as part of Main Street Makeover 2.

2. Directional Signs - Lead the way. The Downtown Development Authority has developed a wayfinding plan that

is ready for implementation with inclusion of the new community brand. This plan includes signage for:

• Gateways, to let visitors know when they’ve arrived • Vehicular signage, to get vehicles to stop rather than move through, and to direct them to the parking • Pedestrian signage and information kiosks to help people understand the lay of the land direct them to key

destinations


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Other signage to explore, not currently included in the wayfinding plan, includes trail and outdoor adventure signage. Outdoor recreation is a hallmark of the Woodland Park Area, and users should be more effectively directed to recreational places. Additionally, the City of Woodland Park should explore new opportunities for gateway signage reflecting the brand to establish arrival in the community.

3. Tell the story. There are pieces of the story that is Woodland Park’s history to be found all over the community and the region. Consider art and marker programs to illustrate historic points of interest.

Personal Selling Timetable - e.g., new business development, branding support via speaking engagements and educational seminars. Groups to talk with include: business, non-profit, government, volunteer, etc. The Implementation The Woodland Park Area Marketing Plan provides strategies that can be implemented immediately, as well as those that will take longer to develop and cultivate. Some recommendations can be done with little to no resources while others will require significant investment. The following implementation matrix provides guidance on short-term (S), mid-term (M) and long-term (L) implementation recommendations. SHORT TERM STRATEGIES (Next 6 Months) MARKETING STRATEGY RECOMMENDATION:

RESPONSIBLE: FUNDING RECOMMENDATION:

S1 Plan Rollout: A strategy to roll‐out the new Woodland Park brand and this plan is the first step in successful implementation. The rollout should include: Meetings with key community

entities, including the City Council and staff, the Chamber of Commerce Board, and the WRA Board

A community meeting or event to introduce them to the brand. This could ideally coincide with some of the first implementation steps of the plan.

WPMTF OED, City, Community

S2 Develop and launch new community website

WPMTF OED, Volunteer

S3 Launch social media tools/campaigns

WPMTF, Interns OED, Volunteer

S4 Marketing/Advertising: Invest in branded goods for sale, develop window poster campaign, use bill stuffers to alert community to new brand, invest in professional imagery for marketing materials

WPMTF, Interns, Chamber of Commerce

OED, City, Grants, Business, etc.

S5 Create community special events WPMTF, WRA WPMTF, WRA


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task force or re‐align WRA duties S6 Implement phase one of wayfinding

program and banners WPMTF, Office of Economic and Downtown Development

OED

S7 Market economic development offerings and business training and support opportunities

Office of Economic and Downtown Development, Greater Woodland Park Chamber of Commerce

OED, Chamber

S8 Offer economic development information packaged online

Office of Economic and Marketing Task Force

S9 Launch 3/50 Project WPMTF Community S10 S10

Integrate “City Above The Clouds” Integrate “The City Above The Clouds” by collaboration; education and a historical focus to perverse the legacy.

Marketing Task WPMTF, Community

MID‐TERM STRATEGIES (2011) MARKETING STRATEGY RECOMMENDATION:

RESPONSIBLE: FUNDING RECOMMENDATION:

M1 Marketing/Advertising: Develop printed map, 2011 calendar of events, living in Woodland Park piece, targeted ads and billboard marketing, marketing to tour bus groups, visitor information packet, economic development packet. Develop promotions among clusters of businesses.

WPMTF EOD, City, Community

M2 Develop signature event WPMTF, Chamber of Commerce, Woodland Retail Alliance

EOD, City, Chamber, Community

M3 Leverage existing events WPMTF/ WRA M4 Leverage camp and retreat centers WPOED M5 Leverage Woodland Park Sports

Complex WPMTF

M6 Beautify WPMTF, City EOD, City,


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Woodland Park, Office of Economic and Downtown Development

Community

M7 Complete wayfinding system and banners

Office of Economic and Downtown Development, WPMTF

EOD, City, Community

M8 Encourage a focus on Expanded hours

WPMTF, Woodland Retail Alliance

LONG TERM STRATEGIES (2012 and Beyond) MARKETING STRATEGY RECOMMENDATION:

ORGANIZATIONAL RECOMMENDATION:

FUNDING RECOMMENDATION:

L1 Marketing/Advertising: Targeted viral marketing, media opportunities

WPMTF EOD, City, Community

L2 Beautify: Continue beautification efforts

WPMTF, Office of Economic and Downtown Development


L3 Trail signage and gateway signs WPMTF, Office of Economic and Downtown Development


L4 Cultural Tourism WPMTF, Chamber of Commerce, Office of Economic and Downtown Development


L5 Address hot button issues City of Woodland Park


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Part 5: Budgets The spending requirements necessary for meeting the plan’s objectives are as follows:

Advertising:

Month Annual 1 / 2

$2,500 $30,000 1 and 2

Sales Promotion:

Month Annual 1or 2

$1000 $12,000 1 and 2

Public Relations:

Month Annual

$1,300 $31,000 1 and 2

Personal Selling:

Month Annual

$500 $6000 1 and 2

• (1) Segment/Geographic area

• Local

• State

• Regional

• National

• International

• (2) Distribution Network/Channel

• Print

• Web

• Radio


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• Television

• Billboard

• Seminar/Conferences

• Other

Performance Analysis Performance metrics are included in Part 3.

Part 6: Additional Considerations

Potential situations that may affect the plan. Internal Factors: This plan could be affected by loss of funding sources, loss of key personnel, current plan is linked to success to other products that may not reach their goals and not achieving buy in from all sectors of the community External Factors: Communities reacting to this plan, legal issues, economic environment and concerns from citizen groups could impact the implementation and timelines of this plan.


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Appendices

1. Background from the Report THE PURPOSE A number of organizations had identified the need to develop a unified brand more strategic marketing efforts to reach target markets; it was a topic of conversation among the Chamber, WRA, and WPOED. This objective even became part of the City of Woodland Park’s proposed City Comprehensive Plan, which formalized, among other things, strategies to enhance the economic environment of the community. The objective outlined in the Comprehensive Plan was: Economic Development and Tourism Objective 2: Working with interested parties and key stakeholders, assess and form a process for branding the community for the purposes of enhancing its visibility and attractiveness to outside organizations, resident prospects and tourists (marketing plan). Thus, the Marketing Task Force was initiated by core groups to bring together key community stakeholders whose input into and support of a unified brand and marketing strategy would be critical. This group determined that essential to the successful positioning of Woodland Park would be the development of a strategic, comprehensive and cohesive brand and strategy for marketing that would support local businesses and organizations and cross-promote the strengths of the surrounding area. These goals led to the development of the Woodland Park Area Brand and Marketing Strategy. When carefully planned and implemented, a marketing plan designed to drive traffic to the Woodland Park area can serve as a significant contributor to the economic health of the community. Furthermore, by enhancing the image of the Woodland Park area, increased business activity can build an even greater level of pride among the people who love and work in the area. To accomplish the goals set forth, the following recommendation was made to the Marketing Task Force by Centro Inc. and Julipp to guide the development of the plan: Unite Around One Brand and Marketing Message: The community has identified a lack of unity around a central brand and marketing message for the Woodland Park Area as a significant challenge to success. Recommendations to address this: At the center. Create a new brand and tagline that positions Woodland Park at the center of a unique and active area in the Rocky Mountains. This brand should be a true identifier for the community and should have permanency as a symbol of the Woodland Park Area that can be incorporated into all of the Woodland Park Area’s marketing and messaging. To ensure success and avoid further confusion, the community will need to work towards eliminating the use of existing Woodland Park taglines. Create a compelling marketing campaign to support the brand. Create a new, fresh and clever marketing campaign that supports the Woodland Park Area’s new brand and tagline, and is versatile enough to meet the identified marketing plan goals. To achieve unity in the brand and marketing message, the Marketing Task Force first determined THE GOAL for the Woodland Park Area Brand and Marketing Strategy: To exemplify what is authentic about the community by telling the Woodland Park Area story in an effort to increase awareness about the opportunities to be uncovered here.


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To define the parameters of the development of the unified brand and marketing strategy, key themes were identified as an outcome of the significant community outreach completed through the planning process and to build on the findings from previous planning efforts. The following themes emerged as the heart of what makes the Woodland Park Area unique and authentic and are THE FOUNDATION for the brand and marketing strategy:

• The Woodland Park area celebrates an unparalleled view of Pikes Peak • The community honors, embraces and celebrates its history and the Woodland Park area’s western,

Rocky Mountain heritage • The Woodland Park area offers an authentic Rocky Mountain visitor experience and lifestyle • The small town, welcoming nature of the Woodland Park area makes it an easy, comfortable place to

live and visit • Outdoor adventures abound in the region year-round, providing an opportunity for Woodland Park to

be the hub for recreational activities in the area • The Woodland Park area is home to creative, artistic and entrepreneurial individuals who offer

unusual products and experiences that enhance the quality of life and offer unique learning opportunities

In addition, the Woodland Park Area Brand and Marketing Strategy has been positioned to support the Vision Statement and Mission for the community developed as part of the proposed Woodland Park Comprehensive Plan: Vision Statement: The Woodland Park Area will retain the natural beauty and small-town charm of its mountain setting, while attracting business people, residents and visitors to shop, play and work in a thriving environment. Woodland Park and the area will offer more options for employment, shopping, housing, educational, cultural, social and recreational opportunities, all necessary to sustain a healthy local economy and quality community. For the Downtown area, the vision is to create a concentration of activity anchors (arts, culture, shops, restaurants, entertainment, services, jobs and residences) in Downtown Woodland Park that will create a vibrant community gathering place. Mission: Through collaboration with citizens, private and non-profit sectors, The Greater Woodland Park Chamber of Commerce, the WPOED and numerous other partner organizations, support the retention, expansion and attraction of businesses, entrepreneurs and institutions and enhance their success. A business-friendly environment will add jobs, create wealth to support community services and amenities, and enhance the mountain lifestyle for area residents.


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Appendices 2. About the Tagline The Woodland Park experience is about taking your life to the next level… in altitude, and in attitude. While the primary tagline of “Elevate Your Attitude” will be consistently used in marketing efforts, the tagline also allows for creative uses depending on the focus and/or target market of the campaign in development. Sample uses for each audience may include: To promote outdoor adventures: “Elevate Your Adventure, and Elevate Your Attitude” “Elevate Your Altitude, and Elevate Your Attitude” OR “Elevate Your Attitude….take a hike on the Woodland Park Trail….” “Elevate Your Attitude and snowshoe your way through Mueller Park and Woodland Park” To promote livability: “Elevate Your Life… and Elevate Your Attitude” “Elevate Your Mind, and Elevate Your Attitude” (for schools) OR “Elevate Your Attitude and education; check out the Woodland Park School District” “Elevate Your Attitude by enriching your reading at the Rampart Library District” To promote shopping: “Elevate Your Style, and Elevate Your Attitude” “Elevate Your Attitude with Woodland Park Shopping Therapy” To promote dining: “Elevate Your Fork. Elevate Your Attitude” “Elevate Your Glass. Elevate Your Attitude.” “Elevate your Attitude and appetite at our 30 restaurants” To promote business development: “Elevate Opportunity. Elevate Your Attitude” “Elevate Your Success. Elevate Your Attitude.” “Elevate Your Attitude with a unique Woodland Park business site” The development of the brand and tagline also identified content and imagery guidelines for all future marketing efforts to ensure the look and feel of future marketing remains relatively consistent. The following outlines key parameters identified: Messaging: Provides a foundation for the creation of content, and tone for marketing, advertising and outreach. Goals: To entice and captivate. To unify the community and area. To promote economic and personal growth. Keywords and Messaging Themes: Words and themes to be used consistently with marketing and branding content: At-home Comfortable Kindred-spirit


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Energized Rejuvenating Self-discovery Vibrant Beautiful Inspiring Creative Pike’s Peak (unique view) Imagery: The following defines the types of imagery to be used in marketing Woodland Park: People: Active personalities: families, young adults and older adults Middle class/white collar: young and middle-aged professionals Community: give sense of large group/family members of all ages, community-focused Place Recreation and creativity: illustrate various places within the area to be inspired – from mountain view to an art gallery (artist vs. art) Outdoor parks: highlight of what area has to offer for outdoor activities, stay away from being specific with regard to on-foot or off-road activities, suggest both are possible Mountain view: the Pike’s Peak experience Tourist accommodations: including both camping and lodge or cabin-like rental opportunities Modern Colorado: Stay away from historical or western imagery, but portray the area’s authenticity and heritage through abstract applications of now and then Emotion/Portrayal Active: area activities include outdoor sports, art festivals, shopping, dining, wine drinking Slow-paced: give a sense of quiet retreat and relaxation Personal/individual connection: stay away from close-ups and direct eye-contact photography, instead portray the feeling that people are enjoying themselves unbothered in their own space, appreciating their surroundings and/or activities Abstract: artistically suggestive, leave room for people to fill in the blank, let them imagine themselves here Natural: focus on imagery and illustrations that reflect nature, materials made from the earth, not man-made A full description of graphic standards has been developed to support the Woodland Park area brand and tagline and is available at the Woodland Park Office of Economic Development.


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Appendices

3. Woodland Park Area Marketing Task Force (WPMTF) Jed Bowman, Superintendent, Woodland Park School District Re‐2; Jennette Brown, Owner, Flutterbys & Party Bugs and DDA Board Member; David Buttery, City Manager ‐ City of Woodland Park; Jamie & Ben Caperton, Owners, Charitable Treasures; Rick Chulick, Owner Chulick & Kozleski and Chair, Woodland Park Chamber of Commerce Board; Kim Clarkson, Owner, Gold Hill Java and Chair of Gold Hill Square Merchants Association; Carla Clausen, Owner, Banana Belt Liquors; Phyllis DeLaney, Rampart Library District; Sue Greene, Owner, UPS Store; Ralph Holloway, Owner, Seven Arrows Gallery and Chair, Woodland Park Arts Alliance Board; Beth Kosley, Executive Director, Office of Economic & Downtown Development; Jane Mannon, Manager of Community Affairs, Cripple Creek and Victor Gold Mining Co.; Bob McMillan, Chair, Economic Advisory Group; Debbie Miller, President, Woodland Park Chamber of Commerce; Darwin Naccarato, Mountain Arts Council; Deb Nichols, Owner, Cowbells & Deersnake Gallery; Mike Perini, Principal, Perini & Associates; Tony Perry, President, Park State Bank & Trust; Rita Randolph, Woodland Park Library; Steve Randolph, Mayor, City of Woodland Park; Rick Wetzel, Investment Advisor, Bennett & Co and Advisors ‐‐ Woodland Park School District Re‐2 Board; Vera Egbert, Branch Manager, People’s Bank and President, Woodland Park Retail Alliance.

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