January 2020 Where We Were Advisory Working Group Recommendations - - PowerPoint PPT Presentation

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January 2020 Where We Were Advisory Working Group Recommendations - - PowerPoint PPT Presentation

May 01, 2023 213 likes •548 views

January 2020 Where We Were Advisory Working Group Recommendations Where We Are Where We Are Going 2 Booking Strategy/Pricing Discipline Tired Facilities/Deferred Maintenance Marketing Strategy Revenue and

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January 2020

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➢Where We Were ➢Advisory Working Group Recommendations ➢Where We Are ➢Where We Are Going

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➢Booking Strategy/Pricing Discipline ➢Tired Facilities/Deferred Maintenance ➢Marketing Strategy ➢Revenue and Reservations ➢Staffing Allocation ➢Data Collection

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➢ Unable to sell events because District was exploring divesting itself of NTEC operations ➢ Take what came philosophy ➢ Prime dates not aggressively booked

  • Low margin customers
  • Ceremony-only, ½ day rentals
  • Non-profit fundraisers
  • Leaving revenue on the table

➢ No policy on serving alcohol ➢ Self-catering ➢ Out-of-date rates ➢ No consistency in rates charged ➢ Limited verification of concessionaire sales ➢ Liberal cancellation policy

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➢HVAC ➢Carpet ➢Ceiling tiles ➢Painting interior/exterior ➢Lakeview windows ➢Exterior doors ➢Restrooms ➢Kitchen exhaust ➢Roof ➢Service ware ➢Tables and chairs ➢Dance floor ➢Linens ➢Audio/Visual ➢Furnishings ➢Rental amenities ➢Reservation software ➢Outdated technology

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Venue’s reputation has been impacted by this

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➢Limited advertising ➢Outdated reviews ➢Outdated website ➢Limited social media ➢No mobile apps ➢No current photos ➢Limited networking ➢No one actively selling ➢No standards for tours ➢No follow-up

  • Post events
  • Leads

➢No collateral material ➢No channel strategy

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Without an ongoing marketing campaign we will not reach high margin clients

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➢ Accounts Receivable (AR) management ➢ Reservation software challenges

  • Current reservation software not intended for Events
  • No mobile platform
  • Limited training
  • Not user-friendly
  • No post event collection tracking
  • Audit findings repeatedly not addressed
  • Payment reminders not supported
  • Old reservations still in system
  • Uncertain future at Event Center

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➢1 F/T Coordinator, 1 P/T seasonal office staff, 2 F/T maintenance personnel ➢Limited support from Finance Department

  • This support is vital to the financial health of the Event

Center

➢Part time/seasonal office help

  • Under-valued, under-utilized position; limited to answering

phone and data entry

  • Limited training for position
  • High turnover/no consistency
  • Limited hours

➢Lack of management with current industry expertise

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➢ Revenue tracking challenges ➢ Sales tracking information is not captured with current software ➢ No protocols in place to manage or track leads ➢ Limited data collection on customers ➢ Limited “past events” information ➢ Limited inventory of equipment ➢ Limited organization in files

  • No regular purging of files

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Presented in Report to NTPUD Board at November 2018 Board Meeting:

➢ Hire Appropriate, Qualified Staff ➢ Allocate and Track Use by Silos ➢ Ensure Sufficient Community Use ➢ Increase Investment into Facility ➢ Improve Marketing Efforts

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Corporate 11 (4%) Community Neutral 60 (19%) Recreation 171 (55%) Government 46 (15%) Private 23 (7%)

Number of Events

Corporate $20,942 (16%) Community Neutral $10,000 (8%) Recreation $3,544 Government $27,236 (21%) Private $68,120 (52%)

Revenue by Event Type

(3%)

Where We Are

July - November 2019 (311 Events)

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➢Booking Strategy

  • Contract rewritten and approved by District’s Attorney
  • Updated payment schedules
  • Added security deposit of credit card on file
  • Strengthen cancellation language
  • Modified refund language
  • Updated Event Center alcohol requirements
  • Rate Sheets updated
  • Established Prime & Opportunity dates
  • Set sales expectations

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➢Marketing

  • New Reservation Software

with client portal for payments

  • Renewed partnerships
  • Update & schedule Facebook

posts

  • Create social media pages
  • Pinterest
  • Instagram
  • Established tour protocol
  • Created email sales brochure
  • Working with District’s web

designer

  • Updated ads with District PIO
  • Marketing expense allocation

and channels

  • Joined NACE & TWIG
  • Set-up web-based marketing
  • WeddingWire
  • The Knot
  • Here Comes the Guide

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➢Facility

  • Lakeview & Evergreen walls

painted

  • Ceiling tiles in Lakeview painted
  • Doors repaired & re-keyed
  • Organized facility storage areas
  • Deep cleaned bathrooms
  • Establishing linen service
  • Researched pricing for tables,

chairs, skirting, service ware

  • Kitchen equipment serviced and

set-up on maintenance schedule

  • Assets inventoried
  • Repaired window coverings
  • Establishing Evergreen as Board

and Meeting room

  • Updated rental equipment,

umbrellas, lights, stanchions

  • Rack cards & newspaper stands

moved to enhance client’s first impression

  • Reapplied foam roof and repaired

cracks

  • Replaced HVAC unit for office and

lobby and serviced rest of the units

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➢Revenue

  • Finance Department Re-org
  • Working w/CFO on $57,000 in AR
  • Manual systems in place
  • Payments due
  • Accounts receivable
  • Revenue tracking

➢Data Collection

  • Old records purged
  • Working on brand presence
  • Created packet collateral
  • SurveyMonkey in place to collect
  • Post tour insights
  • Post event reviews

➢ Technology

  • Updated Wi-Fi routers, firewall &

radios

  • Installed fiber connection adding

premium public meeting connection

  • Existing computers replaced

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➢ Challenges

  • Software driven revenue issues (ActiveNet)
  • Audit findings (carryover year-to-year)
  • New reservation software transition
  • Historic bookings/booking window
  • Staffing
  • New staff still settling in
  • Part-time position turn-over

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Managed 434 events from May - Nov

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➢2018-19: 724 events

  • 39 Private
  • 19 Weddings
  • 20 Other
  • 32 Corporate
  • 82 Government
  • 62 Community Neutral
  • 509 Recreation

➢ July - November 2019: 311 Events

  • 23 Private
  • 15 Weddings
  • 8 Other
  • 11 Corporate
  • 46 Government
  • 60 Community Neutral
  • 171 Recreation

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➢ Celebration of Life ➢ Holiday Parties ➢ Quinceaneras ➢ Baby Showers ➢ Anniversaries ➢ Birthdays ➢ Reunions ➢ Weddings

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➢ Retreats ➢ Universities ➢ Church Groups ➢ Utility Companies ➢ Real Estate Brokers ➢ Homeowner Associations ➢ Local Businesses Meetings ➢ Team Building & Development ➢ Destination Management Companies

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➢ County Library ➢ Schools ➢ Non-profit Fundraising ➢ Partnership Events ➢ Leadership Groups ➢ Wilderness Groups ➢ Youth Organizations ➢ Emergency Trainings ➢ Lake Sporting Events ➢ Conservation Groups

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➢ Yoga ➢ Zumba ➢ Fit Camp ➢ Jazzercise ➢ Movie Nights ➢ More to come…

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New Recreation and Community Event Supervisor

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➢ Wedding couples book their venue out the furthest of all events

  • Most book 9-18 months out (avg 14.3 months)

➢ 62% of engagements happen:

  • Thanksgiving - Valentines Day

➢ Corporate booking window: 6-12 months ➢ Private non-wedding events: 3-6 months ➢ Community Neutral: 2-9 months ➢ Government booking window: 1-3 months

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Booking Opportunities

➢Prime dates - high demand, high margin dates

  • 18 Saturdays
  • 3 Sundays on Holiday weekends

 Memorial Day  Labor Day  Indigenous Peoples/Columbus Day

➢Opportunity dates

  • Approximately 30 days (Primarily Fridays and Sundays

surrounding Prime dates)

  • Based on number of tours and leads, the dates we should

sell when facility is brought up to industry standard

➢Open inventory

  • Non-prime weekends and Monday-Thursday. Targeted for

Corporate, Government, Community Neutral, and Recreation

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2019 - 2020 Dates Event

Goals

Jul-19 13

Sat Wedding PRIME DAY

20

Sat Wedding PRIME DAY

27

Sat Lobsterville PRIME DAY

12

Fri Church Group Opportunity

14

Sun Wedding Opportunity

19

Friday Opportunity Opportunity

Aug-19 3

Sat PRIME DAY

10

Sat ceremony only PRIME DAY

17

Sat Wedding PRIME DAY

24

Sat Jackson Food Stores PRIME DAY

31

Sat PRIME DAY

4

Sunday Party Opportunity

9

Friday Party Opportunity

11

Sunday Wedding Opportunity

16

Friday Wedding Opportunity

18

Sunday Wedding Opportunity

Sep-19 2

Sun Wedding PRIME DAY

7

Sat Wedding PRIME DAY

14

Sat Party PRIME DAY

21

Sat PRIME DAY

28

Sat Dinner PRIME DAY

8

Sun Wedding Opportunity Opportunity Opportunity Opportunity

Oct-19 5

Sat Meeting PRIME DAY

12

Sat Wedding PRIME DAY

13

Sun PRIME DAY

19

Sat Wedding Opportunity Opportunity

Nov-19 9

Sat Party Opportunity

Dec-19 11

Wed Party Opportunity

28

Sat Wedding Opportunity Opportunity Opportunity

Feb-20 14

Fri Wedding PRIME DAY

Mar-20

Opportunity

Apr-20

Opportunity Opportunity

May-20 24

Sun PRIME DAY

2

Sat Wedding Opportunity

16

Sat Wedding Opportunity Opportunity

Jun-20 13

Sat PRIME DAY

20

Sat PRIME DAY

27

Sat PRIME DAY

5

Fri Wedding Opportunity

21

Sun Wedding Opportunity Opportunity Opportunity

Event

Goals

Jul-20 11

Sat Wedding PRIME DAY

18

Sat Wedding PRIME DAY

25

Sat Wedding PRIME DAY

4

Sat Wedding Opportunity

27

Mon Wedding Opportunity Fri Opportunity Sun Opportunity

Aug-20 1

Sat Wedding PRIME DAY

8

Sat Wedding PRIME DAY

15

Sat LOBSTERVILLE PRIME DAY

22

Sat PRIME DAY

29

Sat PRIME DAY Fri Opportunity Fri Opportunity Sun Opportunity Sun Opportunity

Sep-20 5

Sat PRIME DAY

6

Sun PRIME DAY

12

Sat Wedding PRIME DAY

19

Sat Wedding PRIME DAY

26

Sat Wedding PRIME DAY Fri Opportunity Fri Opportunity Sun Opportunity Sun Opportunity

Oct-20 3

Sat PRIME DAY

10

Sat Wedding PRIME DAY

11

Sun Wedding PRIME DAY

2

Fri Wedding Opportunity

4

Sun Wedding Opportunity

17

Sat Wedding Opportunity

Nov-20

Sat Opportunity

Dec-20

Sat Opportunity Sat Opportunity Fri Opportunity Fri Opportunity

Feb-21 14

Sun PRIME DAY

Mar-21

Sat Opportunity

Apr-21

Sat Opportunity Sat Opportunity

May-21 29

Sat PRIME DAY

30

Sun Opportunity Sat Opportunity Fri Opportunity

Jun-21 12

Sat PRIME DAY

19

Sat PRIME DAY

26

Sat PRIME DAY Fri Opportunity Fri Opportunity Sun Opportunity Sun Opportunity

2020-2021

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25

0.00% 10.00% 20.00%

Month of the Year

0% 20% 40% 60% 80%

Day of the Week

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➢ 2.3 million couples wed

every year in the US

➢ $72 billion per year is spent on weddings ➢ Average amount spent per wedding; $30,000 ➢ Average number of guests is 178 nationwide ➢ 13,000 weddings per year in Tahoe Basin ➢ 188 wedding venues in Tahoe Basin ➢ Estimated an additional $12,000,000 is

generated by wedding attendees in the Basin

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➢ North Tahoe Event Center - $4,595 - $7,565 ➢ Camp Richardson ➢ Round Hill Pines - $4,700 ➢ Hellman-Ehrman Mansion - $6,200 ➢ Valhalla - $8,000 ➢ Zephyr Cove Resort - $15,000 ➢ Beach Retreat - $20,000 ➢ Garwoods - $20,000 ➢ Edgewood - $30,000 ➢ West Shore - $40,000 ➢ Hyatt - $42,000 ➢ Select Lodging Specific Locations w/out Ballrooms

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$- $2 $20,00 0,000 $4 $40,00 0,000 $6 $60,00 0,000 $8 $80,00 0,000 $100,000 $120,000 $2,565 $3,475 $4,135 $5,850 Rate Charge ged Previ viou

  • us Posted

d Rate Current t Rate Propos

  • sed

d Rate

Revenu nue e from 19 Weddi dings ngs in FY2018-2019 019

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$- $- $10 $100,000 0,000 $20 $200,000 0,000 $30 $300,000 0,000 $40 $400,000 0,000 $50 $500,000 0,000 $60 $600,000 0,000

$4 $4,13 135 $5 $5,85 850 $7 $7,20 200 $1 $11,250 50

Projec ected ted Revenue e by Room m Renta tal Rates s by Number er of Events ts

19 19

25 25 50 50

Number of Weddings:

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 Facility

➢ Architect ➢ Carpet ➢ Paint ➢ Stain ➢ Increase optional rental equipment ➢ Tables & chairs for ballroom ➢ Ceremony chairs ➢ New dance floor ➢ Add monitors to Evergreen ➢ Update AV with PA system ➢ Linen service ➢ New table skirting ➢ Lobby Furniture ➢ WOW factor in Lakeview ➢ Update Doors and hardware ➢ Replace window coverings

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$226,000 budgeted in FY19/20 and FY20/21 for Capital Improvements to Event Center; $651,000 in 5-year Capital Plan

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➢ Monitor lead demographics ➢ Evaluate post event surveys ➢ Gather & post, post event reviews ➢ Weigh options of leads survey ➢ Capture photographs & videos ➢ Set up photo shoot ➢ Bring website up-to-date ➢ Attend region Bridal Show(s) ➢ Continue involvement with NACE & TWIG ➢ Focus on & Implement schedule for Social Media Posts

  • Facebook
  • Instagram
  • Pinterest

➢ Join Peerspace to start soliciting corporate business ➢ Strengthen local network for corporate business leads

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Marketing

Marketing is an investment not an expense

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Revenue

➢Our focus will continue to be weddings ➢2020/2021 goal is 25 weddings ➢Increase revenue per wedding ➢Pricing strategy ➢Market position ➢Investing in and leveraging

  • ur strengths

➢Evaluate staffing needs ➢ On-going work towards Advisory Working Group recommendations ➢ Focus on community use

  • Recreation and Community

Event Supervisor

➢ Monitor utilization ➢ New reservation software in place ➢ Future Capital Expense

  • Public project delivery

challenges

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Questions?