Snohomish County Strategic Tourism Plan Snohomish County Office of Economic Development

Snohomish County Strategic Tourism Plan Snohomish County Office of Economic Development

T O U R I S M I N D U S T R Y S N A P S H O T Snohomish County has the 3 rd largest tourism market in Washington State 14,545 hospitality workers in Snohomish County in 2009 $797.6 million in visitor spending in 2009

T O U R I S M E Q U A L S J O B S Women hold an average of 52% of the jobs in the travel industry The travel industry employs 35% more Hispanics and 12% more African Americans than the average U.S. industry.

S T R A T E G I C T O U R I S M P L A N Visitor spending in Snohomish County has grown by 28% since the implementation of the 2000 Strategic Tourism and Marketing Plan.

S T R A T E G I C T O U R I S M P L A N The 2000 plan set the goal of 1 billion in annual spending by 2010. The county reached just over 900 million in 2008 after growing by an annual average growth rate of 3% from 2000-2008.

O V E R N I G H T V I S I T O R S A N D D A Y T R I P P E R S A traveling party that stays overnight spends $716 per trip, while a party that does not contributes $222.

P L A N P E R S P E C T I V E S Builds on the success of the 2000 plan. Establishes strategies that build on the strengths of Snohomish County. Includes extensive stakeholder input and analysis. Addresses gaps and challenges that the County faces in further developing the tourism industry.

O V E R V I E W Strong assets that attract visitors to Snohomish County and encourage them to stay longer, explore more and return often; A brand and image that builds on County strengths in a genuine and playful way; Strong supporting infrastructure and services, including overnight accommodations, restaurants, way finding, and signage; and A collaborative and coordinated network of partners in the public, private and non-profit sectors working together to strengthen the County s tourism market for the benefit of all.

O V E R A R C H I N G S T R A T E G Y Focus visitor attention towards anchor clusters and anchor attractions, while working to enhance and extend the visitor experience through sustaining clusters and sustaining assets.

6 S T R A T E G I E S Stronger Tourism Brand and Marketing Strategy Anchor Cluster and Anchor Attractions Focus with Strong Cross-Promotional Efforts Rich Network of Sustaining Clusters and Sustaining Assets Stronger County Tourism Infrastructure Enhanced Organizational Capacity Tourism Funding Resources Align with Strategic Goals

S T R A T E G Y A T A G L A N C E Snohomish County Tourism Brand and Marketing Create an overarching Snohomish County tourism brand Promote primary draw clusters and anchor attractions Focus promotional efforts Package anchor and supplemental assets Primary Draw Clusters Supplementary Clusters Aviation Business and events-based travel Gaming Outdoor recreation Shopping Cooperative marketing Packages Itineraries Cross-cluster marketing Signage and wayfinding Technology-guided tourism Arts, culture, and heritage Food and agriculture Indigenous experiences Small town experiences Sustainability Sports Tourism Infrastructure (including wayfinding, lodging and restaurants) Organizational capacity Tourism funding

Zones help visitors find out what their travel options are relative to their location. T O U R I S M E X P L O R A T I O N Z O N E S

I M P L E M E N T A T I O N T A C T I C S Stronger Tourism Brand and Marketing Strategy 1. Repackage the County s brand into an accessible adventure destination. 2. Develop strong cross-promotional marketing to encourage visitors to experience sustaining clusters. 3. Develop the capacity to better promote hidden assets. 4. Have fun and engage people in surprising ways.

I M P L E M E N T A T I O N T A C T I C S Stronger Tourism Brand and Marketing Strategy 1. Repackage the County s brand into an accessible adventure destination. 2. Develop strong cross-promotional marketing to encourage visitors to experience sustaining clusters. 3. Develop the capacity to better promote hidden assets. 4. Have fun and engage people in surprising ways.

I M P L E M E N T A T I O N T A C T I C S Anchor Clusters and Anchor Attractions Focus with Strong Cross-Promotional Efforts 5. Expand the convention and meeting booking function of the Snohomish County Tourism Bureau. 6. Strengthen the aviation cluster and knit it to the broader network of tourism assets and services. 7. Build on the County s strengths in tribal gaming. 8. Leverage the County s considerable outdoor recreation assets. 9. Promote and support the County s diverse shopping options. 10. Continue to build the County s organized sports market.

I M P L E M E N T A T I O N T A C T I C S Rich Network of Sustaining Clusters and Sustaining Assets 11. Strengthen the County s sustaining tourism clusters through collaboration. 12. Identify sustainable tourism opportunities.

I M P L E M E N T A T I O N T A C T I C S Stronger County Tourism Infrastructure 13. Improve the Tourism Bureau website and develop custom and prepackaged itineraries. 14. Update approach to putting information in visitors hands. 15. Improve way finding and support the serendipity of discovery. 16. Improve public transportation options to enhance access to tourism assets. 17. Broaden the County s range of overnight options.

I M P L E M E N T A T I O N T A C T I C S Enhanced Organizational Capacity 18. Strengthen the county s ability to coordinate tourism efforts and implement the Plan. 19. Use data to strengthen tourism promotion and development efforts. 20. Broaden and enrich the conversation between the County and stakeholders. 21. Build stronger partnerships with the Tribes. 22. Support professional development for the County s tourism workforce.

I M P L E M E N T A T I O N T A C T I C S Tourism Funding Resources Align with Strategic Goals 23. Leverage the lodging tax effectively to advance tourism. 24. Support the emerging Tourism Promotion Area.

R E Q U I R E M E N T S A N D C O S T S Continuation of the successful Tourism Bureau. Creation of an additional position in Economic Development Division. Collaboration between organizations and County Departments. Openness to two-way dialogue and stakeholder feedback. Refinement of the Small Fund criteria. Investment of the Large Fund to support new strategies.

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