National Tourism Week

Each May communities across the nation celebrate National Tourism Week with special events to highlight the importance of tourism to the economy. The main focus of National Tourism Week is to promote a wider understanding of travel and tourism as a major U.S. industry that is vital to the economic stability and growth of the U.S. and contributes substantially to its cultural and social well being.

Looking at the economic benefit of tourism; more than 20 million people visit New York's Finger Lakes each year with spending by overnight leisure visitors adding more than $2 billion annually to the regional economy. In Cayuga County alone, tourism is responsible for 960 jobs.

National Tourism Week is the perfect time to focus on the impact of travel and tourism in our area, thank our visitors for their patronage, honor the employees who serve them and show our pride in the tourism industry.

Cayuga County Office of Tourism's Executive Director Meg Vanek shares news about an extensive marketing study that was just conducted on Cayuga County. “In November 2006, our office contracted with Randall Travel Marketing (R.T.M.) to conduct a comprehensive tourism market research study for Cayuga County in order to utilize the findings and recommendations to chart a strategic plan for the future.

R.T.M. specializes in research-based marketing that is scientific, reliable and logical and guarantees results. Their study of Cayuga County Tourism included reconnaissance reports, performance audit, visitor profile and conversion study, intercept interviews, executive interviews, lodging property interviews and surveys, and marketing materials evaluation. Based on this data, R.T.M. was able to make sound recommendations to assist us in positioning and promoting Cayuga County as a destination of choice. This in-depth study gives us concrete and realistic steps that will increase visitation to our area of the Finger Lakes.”

M. Vanek continued, “R.T.M. is a premier travel and tourism consulting company that provides research and marketing services solely for the travel and tourism industry. Their professional team has performed numerous studies and marketing planning projects throughout the U.S. as well as closer to home, right here in the Finger Lakes Region. With over 50 years of combined experience in strategic tourism research and consulting, we feel confident that they have set us in the right direction to generate positive change and improvement in our tourism programs, which will deliver long term benefits for Cayuga County.”

Randall Travel Marketing Study Executive Summary

Study Objective:
The objective of this study was to conduct comprehensive tourism market research for Cayuga County, New York. The Cayuga County Office of Tourism (CCOT) retained Randall Travel Marketing, Inc. (RTM) of Mooresville, North Carolina to conduct this study. The findings and recommendations of the study will be utilized and considered for implementation by Cayuga County.

1. Initial Meeting and Materials Gathering:
   Initial meetings were conducted between the CCOT and RTM to review questionnaires, gather input, collect materials and pertinent information.
2. Reconnaissance Trips:
   A professional reconnaissance team made multiple visits to Cayuga County from December 2006 through March 2007. The region was fully evaluated from the perspective of the tourist and comparisons were made to the findings for the 2001 Finger Lakes regional tourism research study. Both the 2001 and the 2007 findings are documented in this report.
3. Performance Audit:
   RTM conducted an abbreviated performance audit of the Cayuga County Office of Tourism. This included documentation and analysis of the organization's governance, mission statement, funding, staffing, budget allocation, results measures and program performance. These findings were compared to similar destinations and to the national averages. This data is compiled and is part of this report.
4. Visitor Profile and Conversion Survey
   - Random Sample of Inquiries:
   One thousand (1,000), four-page questionnaires were mailed out to a stratified random sample of people who had requested visitor information from the CCOT over a one-year period. Ninety-six (96) surveys were returned for 9.60% response rate and have been tabulated as part of this report.
5. Intercept Interviews:
   In addition to the mail survey, intercept interviews were conducted with various visitor segments in Cayuga County as part of the overall Finger Lakes Tourism Alliance 2007 research study. A total of thirty-two (32) intercept interviews were conducted in the county.
6. Executive Interviews:
   The CCOT provided RTM with a list of eighteen (18) community leaders. In November 2006, RTM conducted a total of eleven (11) executive interviews. The one-page survey contained eight (8) questions and anonymity was assured to the participants. The aggregated findings and responses have been documented and are a part of this report.
7. Lodging Property Interviews and Fax Survey:
   A fax survey was sent to every lodging property in Cayuga County (hotels, motels, bed and breakfast inns, and rental units). Ten (10) hotel/motel and bed and breakfast inn lodging properties returned the survey for a response rate of 48%. The combined response rate for all lodging properties in Cayuga County was 74%. The data obtained from the participating lodging properties has been tabulated and the results along with analysis and observations are a part of this report.
8. State, Regional and National Data:
   Research data from the State of New York as well as national and regional sources was obtained and analyzed as part of the study.
9. Marketing Materials Evaluation:
   Marketing materials including brochures, fulfillment pieces, press kits and coverage, print advertising and placement schedules, etc., were obtained. Analysis and recommendations are a part of this report.
10. Report and Recommendations:
    Based on research findings, abbreviated recommendations were developed. A complete written report and PowerPoint presentation were presented to the Cayuga County Office of Tourism.

• Mission: CCOT has well defined mission and goals.
• Governance: The CCCVB Board of Directors is the governing body and is set up to have not less than 15 or more than 21 members. It is comprised of both public agency appointments and members elected from residents of/or those who work in Cayuga County in tourism promotion and/or around the county.
• Current Staffing - CCOT has 1 full time, 1 as needed and 2 part time employees. Staffing is limited compared to similar destinations and RTM recommends adding another 2 positions.
• Current positioning: &ldqo;I Love NY, Tour Cayuga&rdqo;
• Marketing materials: RTM reviewed brochures, the CCOT website, advertising, press releases, and media coverage.
• Taxes paid by visitors: 3% lodging tax and 8% local and state sales taxes for a total of 11% which is below the national average of 12%.
• CCOT funding: The 2006 tax revenue is $226,469. CCOT receives 95% of total lodging tax collections and Cayuga County retains 5% for administration.
• CCOT expense analysis: Payroll is low as a percent of whole (should be in the 25-40% range of total budget). Operating expenses are in line (should not exceed 15%). Outreach is appropriate as this expenditure should range between 40% - 50%.

• Inquiry Statistics: 2006 cost per inquiry is $1.66.

• The Reconnaissance Team found that overall, Cayuga County and its residents can have confidence in knowing that the area should continue to produce healthy tourism economic impact. The team found a scenic landscape, friendly people, a sufficient variety of attractions and unique dining and shopping. Wayfinding and signage is adequate, but needs to be improved.
• Cayuga County has made adequate progress in developing its tourism potential since the 2001 Finger Lakes regional tourism research study. The continued development in Auburn has impressively built its appeal as a good destination for a variety of travel segments.
• Aurora is to be especially commended for its development efforts. The Aurora Inn and the new downtown village shops are a delight.
• The team's only concerns lie in the town of Fair Haven. RTM encourages leaders to realize that the potential exists and awaits development.

• Cayuga County leaders appreciate the importance of the tourism industry as an economic engine for the area.
• Leaders rate the Cayuga County Office of Tourism's performance at an excellent level considering the limitations of their budget and staff. They rated the staff and their accomplishments highly.
• Approximately half of the leaders cited the need for additional funding for CCOT to increase marketing power.
• More than one-third stated that better economic impact could be achieved if local businesses were more aggressive in marketing each other.
• One quarter of the community leaders interviewed stated the need to put a new user-friendly visitor center on a major ingress highway.
• Community leaders also reported the need to clearly identify the unique selling points of Cayuga County and formulate a positioning statement based on those unique factors.
• Leaders stated the need to educate the community at large, particularly businesses along major highways and empower those businesses to become &ldqo;ambassadors of tourism&rdqo; who can capitalize on getting people off the highways and to Cayuga County cash registers.

Source: Smith Travel Research - STR Report - Cayuga County

Source: Smith Travel Research - STR Report - Cayuga County



Source: Smith Travel Research - STR Report - Cayuga County


Cayuga County Supply vs. Demand

Source: Smith Travel Research - STR Report - Cayuga County


Source: Smith Travel Research - STR Report - Cayuga County

1. Increase occupancy tax from 3% to 5%. Use enhanced funding for:
• Year One:
• Revamp marketing materials based on research including website, visitor guide, primary ads, and public relations program
• Add e-marketing and technology position
• Year Two: Focus on outreach in Finger Lakes region:
• 2-3 day getaways/romance
• Family events (reunions, weddings, gatherings)
• Affinity (girlfriends, church groups, etc.)
• E-marketing program targeting GenX
• Year Three: Target New York City Metro area:
• Add sales position
• Year Four: Increase direct sales effort in region and beyond:
• AAA offices in Finger Lakes region, New York State and border states
• Groups, conferences, sports, etc.
2. Add restaurant and retail representation on Board of Directors
3. Create &ldqo;Lake Effect&rdqo; promotional strategy. Turn &ldqo;lake effect&rdqo; into a positive statement
4. Focus on Auburn and Aurora to drive &ldqo;core density&rdqo; perception
5. Hold a workshop for wineries and attractions to help them better understand the customer and preferred products and services
Product Development Strategies:
6. Add &ldqo;destination&rdqo; dining especially in Auburn
7. Add an upscale inn (25 rooms) in downtown Auburn, preferably with attached dining (near CCOT visitor center)
8. Create plan to recruit ideal retail mix for Auburn:
• Collectibles
• Made in New York items
• Clothing
• Antiques
• Books and music
• Jewelry and accessories
• Housewares and home décor
9. Create plan for Auburn: Baby Boomer Retirement
1. Downtown housing
2. Retail and services
3. Medical
4. Waterfront development plan
5. Spas and quality of life products/services
10. Summer theater festival (8-10 weeks in summer)
1. Musicals
2. Shakespeare
3. Folk life play (Example: Swamp Gravy in Colquitt, Georgia)
4. Craft and artisan expo
11. Continue to build retail mix for Aurora
12. Build meeting capacity for Auburn:
1. Large, updated hotel with indoor water park

Volume 2.5:

• May is Preservation Month

• National Tourism Week

• Downtown Auburn Improvement Projects