Our strategic approach must be based squarely on Hampton’s audience. While specific details about current and potential visitors would be forthcoming upon award, CVB has shared that its goal is to consistently increase room night sales through leisure, convention, and competitive sports event marketing. Importantly, this requires that it’s approach to messaging be broad enough to promote Hampton as an appealing tourism destination to a wide range of leisure and business travelers, while being nimble enough to promote (and piggyback off of) high-profile events that draw crowds.

The campaign must highlight the depth of activities available to visitors throughout the region - from Williamsburg to Virginia Beach. It will amplify messages that …show more content…
Instead, it would be a content-first initiative, in which Hampton showcases its variety and versatility. The content would be housed on its website, in its emails, on its social pages, and in its creative. Paid media will drive visibility for all of these messages, and make them discoverable by current and potential visitors.

The messaging must, of course, connect and resonate with people that can take action. For these purposes, we assume there will be at least three priority audiences within 100 miles of Hampton:
1. Families with young children (35–50 years old; children ages 6–14), and especially mothers as they often lead the charge of family travel planning
2. People who are actively looking for information related to events in Hampton (i.e. Hampton Jazz Festival, which may attract jazz, blues and music lovers)
3. Meeting and convention planners throughout the mid-Atlantic region.

MEDIA STRATEGY
The best creative messages are only as good as the audience’s ability to recieve them. On Hampton’s behalf, the JoyRiot team will design a paid media strategy that connects the content and messages and Hampton’s invitation to visit. Specifically, Hampton may run a surround-sound advertising campaign across the priority media markets of Richmond and Raleigh, and in other important communities as …show more content…
These are not guarantees for performance, but directional guidance.

MEASURMENT AND TRACKING
In this era of accountability, we foresee Hampton’s need to justify advertising spending, measure ROI and apply attribution for sales and revenue to components of the ad buy. Potential indicators of consumer interest may include:

Brand Awareness/Consumer Demand
• Website visits
• Call volume
• Lodging calls
• Conversion
• Leisure room nights (on the books)

Revenue/Sales
• Tickets sold
• Admissions revenue
• Visitor Center door count
• Museums door count
• Guest rooms