B E T H C A R M I C H A E L
F O R M E R E X E C U T I V E D I R E C T O R
N A P A V A L L E Y C O N F E R E N C E A N D V I S I T O R S
B U R E A U

 Known internationally as one of the world’s great wine regions.
 4.7 million person trips year
 A CVB operating Budget of just over $600,000
 Community Goal is to preserve and protect the unique agricultural character
 Focus today is to provide visitors with an experience that is consistent with our reputation for fine living.

The Destination
Marketing Association
International (IACVB) has published and released a ‘roadmap’ for achieving a community supported
destination vision —a genuine destination brand

Community Push Back –
The Brand
We acknowledged that Napa Valley possesses significant “brand” awareness.
However, due to changing market conditions , our destination’s value, relevance, & distinctiveness is being challenged

Community Push Back –
Preservation vs. Growth
 “Nowhere else in the world has wine tourism been developed
(and without a strategy) to the size and prominence as it has in
Napa Valley” Donald Getz
 Tourism in Napa Valley has evolved organically as a residual effect of a hugely successful wine industry …
 the result, however, is that tourism now generates over $1.2 billion in direct visitor spending.
 Clearly, tourism is here to stay and a focused, managed approach to developing a sustainable tourism model is needed to balance the equally valid concerns of growth and preservation.

A Managed Approach - Sustainability
Sustainable Tourism Goals
Social goals
•Preserve “culture” of community
•Improve services and infrastructure
•Improve quality of life
•Involve community
Sustainable
Tourism
Planning
Economic goals
•Increased economic contribution of tourism
•Increased business profitability
•Increased employment
Environmental goals
•Protect natural assets
•Manage Usage and impacts
•Inform and educate.
Jonathon Day, Placemark Solutions,
2007

Ensuring Balance – A New Approach
A holistic approach to tourism brings both marketing (the promotion of our destination) and development (the growth of supporting infrastructure) into balance in order to minimize impact

Ensuring Balance – A New Approach
Our New Approach calls upon our community and our guests to assume a new level of responsibility –
Tourism becomes an instrument to deliver an authentic destination experience
and sustain our unique
“sense of place”.

Destination Strategy Project

Organizational Goals
 Build and Maintain a broad base of community support for the visitor-serving industry
 Community consensus on the need for a properly fund CVB so that it can communicate the Napa Valley Story and Experience.
 Enhance the operational capacity of the
NVCVB

Destination Marketing Goals
 Create a promise for a distinctive destination experience and a plan that enhances our destination image, relevance, and the sustainability of our unique “sense of place”.
 Establish an ongoing training program within the visitor serving industry and the general community to consistently deliver the branded destination experience that will also support the preservation of our unique “sense of place”.

Tourism Development Goals
 Community consensus on a vision for tourism
 To collect information that will inform the development of government policy concerning the visitor serving industry within Napa County in order to enhance the quality of life for our residents.

The Destination (Brand) Experience Promise
Experience North America’s legendary wine and food destination.
In the birthplace of America’s fine wine industry, visitors enjoy the charm of rural life, the pleasure of the outdoors, and the art of living well. Our guests feel at ease and inspired in a setting that is intimate and inviting.
For the discerning visitor, the Napa Valley strikes the ideal balance between an authentic rural lifestyle and informal elegance; from the tables we set, to the wines we craft, to an impeccable service standard that greets every guest time and time again.
The Napa Valley is earth’s perfect wine country.

Accomplishments
 Completed Destination Research including the first
Visitor Profile Study in 15 years.
 Completed Brand Promise supported by the community
 Completed Brand Architecture including new logo, trade show booth, website, print ad, email campaign templates all to be launched in July this year
 Completed and integrated training solution for the destination including testing mechanisms

Accomplishments
 Up to date community database that includes traces, and communications tracking utilizing the SimpleView database system
 Weekly communication with community stakeholders and members about Napa Valley hospitality news
 A Plan to move forward with a Tourism Improvement
District in order to secure long term funding for the organization (will take no less than 2 years to accomplish)

Accomplishments
 One Year Business Plan
 Five Year Strategy including marketing and sustainable tourism goals
 Operational enhancements include new computers, office software, cvb software

Final Words
Define Your Experience
Overall we found that it’s
NOT about selling our destination to our guests, it’s about what they want to experience.

Remember…
Guests to your destination may forget what was said, or the details of their trip ….
But they will always remember how you made them feel!
Duane Knapp

Communicate Your Experience