This document outlines Travel Oregon's strategic plan for 2011-2013. The plan aims to leverage Oregon's authentic experiences to attract experience-hungry travelers by focusing on connections and partnerships. Key points include emphasizing authentic local experiences over packaged tours, leveraging user-generated content and reviews, and strengthening industry alignment through collaboration. The goal is to continue growing Oregon's $8 billion tourism industry in a sustainable way.

1. Winning the Hearts of Experience-Hungry Travelers
TRAVEL OREGON 2011-2013 STRATEGIC PLAN

2. CONTENTS
1. Executive Summary: A Quick and Substantive Look at Travel Oregon’s Strategic 1
2. Priorities 2011-13
3. By the Numbers
 Travel Oregon Budget 16
 Urban Sources of Business 17
 National Outlook for Travel 18
4. Regional Cooperative Marketing Plan (RCMP) 19
5. Appendix – Detailed Plans by Department
 Tourism Development 20
 Consumer Marketing 39
 International 60

3. JANUARY 5TH 2011: FACEBOOK POSTING
WOW! Stopped in Ashland on our way to SFO. Just had the best Pinot Noir EVER! We
are staying the night. We will be back in the office tomorrow afternoon…late. I wanted
to move here but Joel said we could just buy the wine instead.
THE WOW EXPERIENCE
Ten to one you are wondering about that wine label. “Which Pinot was she talking about?” It
turns out, you are not alone.
In January of 2011, for the first time, the number of messages posted on Facebook exceeded
the number of people using Google search—with more than a billion new postings every day.
Just one more indicator, things are changing fast. Not just fads and fashions; but the very fabric
of how people interact and manage their lives. The mass-market- consumer world is yielding to
a world where people value connections and experiences more than acquiring the next new
thing. The rise of the “real time” web and increasingly
sophisticated mobile devices is providing the means for
people to connect with one another in unprecedented ways.
Social and political milestones are also reshaping our value In one study of more than 12,000
landscape. The events of 9/11 combined with seismic Americans, researchers from Cornell
changes in our economy have shifted the values and University and University of Colorado
expectations of Americans in every social demographic. found that people reported greater
happiness from investing in life
People are thinking differently about the world and what it
experiences rather than purchasing
means to be happy and successful. This is especially true for material goods. The study suggests
an established group dubbed the “Creative Class” by that the reason for this is that
Carnegie Mellon Professor Richard Florida1. Essentially, if experiences are easier to interpret
your job includes developing ideas, then you are part of the positively, contribute more to social
relationships and are a more
Creative Class. It has been estimated that the Creative Class
meaningful part of personal identity.
makes up more than 30% of America’s work force, and
among their highest values are travel and the experiences
associated with exploring new places.
1
This study appeared in the Journal of Personality and Social Psychology
http://www.themedguru.com/20100412/newsfeature/experiences-make-us-happier-material-things-study-
86133972.html
1

4. These people are looking for more than the “thin value” offered by 20th century top-down
institutions. The recent cascade of Twitter-fueled revolutions in Africa and the Middle East
support Umair Haque’s assertions in his latest book that people value renewable, democratic,
equitable, peaceful and interactive/meaningful life choices. These changes
are creating a profound need to shift life’s perspective from “the
bleachers” to “the court.” People are no longer content to just watch the
game—they expect to be in the game. Consumers are increasingly hungry
“Increasingly what
will make us happy is for authentic adventure and exploration. The pre-packaged facades of
spending our time luxury travel are giving way to a carpe diem embrace of adventure,
and our money exploration, and excitement. People want their travel experiences to be
satisfying the desire
for authenticity.” unique and highly personalized. For many there is nothing better than
being the one who “discovers” a new bed and breakfast, a secret ocean
view trail, or a small winery tucked away in a lush valley.
These days the news of a “WOW-worthy” amazing (take your pick; food-wine-hotel-trail-beach-
etc.) find is immediately shared and multiplied as photos, blog posts, video clips, tweets,
reviews, and GPS coordinates are posted in real time. And these instant reviews make a big
difference. According to Nielsen: 87% of travelers said reviews impacted hotel choice, 84% said
reviews impacted method of travel, and 78% said
reviews impacted choice of dining. To top that off,
there’s new research from MIT proving that a
consumer review is over 12 times as powerful as
any ad. In addition, Phocuswright research tells us
that a prior visit along with a recommendation
from friends and family is the primary motivation
to travel to a destination2.
For people in the travel and tourism industry the
message is clear; the consumer must be at the center of everything we do and we must not
underestimate the power of individuals to wield incredible influence at every step in their travel
experience. Expectations are high and so are the stakes. For the modern consumer, travel is a
big deal. In the perfect world, authentic and adventurous travel creates new connections and
new friends, it refreshes existing relationships, and it sets the groundwork for personal
2
Destination Marketing: Understanding the Primary Role and Impact of Destination Marketers. PhoCusWright,
2009
Pull quote - Joseph Pine, TED conference, “What Consumers Want”.
http://www.ted.com/talks/joseph_pine_on_what_consumers_want.html
2

5. transformation. All that from a fishing trip on the Rogue? Yes. The good news is, for travel and
tourism professionals, the perfect world feels a lot like Oregon.
THE IMPACT OF AUTHENTICITY
In our previous strategic plan, Travel
Oregon called out Oregon’s “authenticity
advantage.” In that plan the consumer
marketing approach was to inspire,
engage, and multiply; and the results
speak for themselves. Travel Oregon’s ad
campaign, recognized by the US Travel
Association as “Best Overall Campaign” in
2010, generated $8 dollars in new tax
revenue and $193 dollars in new visitor
spending for every $1 dollar invested in
The Oregon Bounty Cuisinternship campaign generated the largest single domestic media advertising. As a result,
day spike in visitors to traveloregon.com.
more people than ever before are
engaging with Travel Oregon’s relationship network: over 2 Million unique visitors on Travel
Oregon’s family of sites each year, 21,000 Facebook fans, and an overall consumer response
rate that has increased over 155% from 5 years ago.
The effects of our work are also felt around the
world. Despite the global recession, we’ve been able
to maintain and even grow awareness of Oregon in
both established and emerging international
markets. We’ve seen growth in overall international
visitation to Oregon, have been able to identify
promising emerging markets, and have been savvy
about maximizing our relationships with the travel
trade with first of a kind online strategies—
harnessing Twitter and Facebook in country, for In country representatives manage regular tweets, in language, to
fans in Japan, the Netherlands, Germany, UK and France.
example, to drive consumers to tour operator
product featuring Oregon. Importantly, Oregon has sustained the international nonstop air
service to Canada, Amsterdam and Tokyo.
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6. The impacts begin, in fact, at the ground level, where tourism development plays a critical role
in the incubation of small business and its inherent entrepreneurial spirit. One such program is
The Oregon Rural Tourism Studio,
a training initiative designed to
assist with the development of
their tourism industry in a way
that will help stimulate the local
economy, protect and enhance
local natural and cultural
resources, and foster pride
amongst participants. As a result
of the program, Travel Oregon
hopes to see an increase in high-
value, authentic experiences for European Tour Operators on an Oregon research trip. Promoting shoulder season product is a key
travelers across the state that will strategy for international markets.
contribute to community livability
and help strengthen our state’s position as a premiere tourism destination in North America.
Community members participate in Travel Oregon’s Rural Tourism
Studio in Oakridge. At right, Oakridge’s new visitor guide.
Tourism planning requires relevant research, strategies, resources, timely information, and
partners. Unique tourism niches offer statewide opportunities that can be “owned” by Oregon–
such as cycling.
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7. Oregon is home to a wide range of some of America’s most scenic riding–road and off-road–
and nurtures one of the world’s most dynamic
bicycle cultures. This did not happen by
accident. In large part, it was planned tourism
development, years in the making – and a
prime example of the core ethos permeating
Oregon’s tourism strategy: STEWARDSHIP.
Reflecting this, Travel Oregon and the state’s
tourism and hospitality industry have focused
on the identification and promotion of
enterprises which adhere to sustainable
practices.
RideOregonRide.com – a comprehensive website for
cycling launched in 2010.
The risk of a fragmented approach is the loss
of brand cohesion. That is why this plan places such a premium on our ability to work even
better together as an industry. So where the impact begins at the ground level—it is
successfully gaining momentum throughout the
industry and driving incredible performance in
Oregon’s overall economy. Together with
Oregon’s dozens of Destination Marketing
Organizations and tens of thousands of businesses
across the state, we’re part of a tourism industry
that generates $313 Million in state and local tax
revenue, 87,500 direct jobs, and an overall impact
of $8.1 billion dollars per year for Oregon’s
economy.
Each region is seeing growth, gaining awareness,
Central Cascades Geotourism Project Website launched in 2010,
and contributing to the magical public
in partnership with Travel Oregon, Washington Tourism, National
understanding of Oregon as a destination, an
Geographic and dozens of Oregon communities.
experience, a brand, and a feeling. It is not about
one season or another, it is not about one festival, or sport, or destination.
It is a catalytic effect that reflects the steady integration of efforts small and large all over the
state. The leaders in our industry are saying loud and clear that the momentum we are
experiencing is strong and tangible.
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8. LEVERAGING CONNECTIONS AND EXPERIENCE
For all of the high technology and real-time web implications in this plan, the work that needs
to be done is more akin to hiking a steep trail on a rainy day than launching a rocket ship. It is
about being prepared; paying attention to every step; and making sure we all know where we
are and where we are going. It is more about discipline than difficulty.
But in this world of constant distraction, focus is a luxury. It is challenging to maintain alignment
in communication, planning efforts, messaging, and marketing within a single agency—much
less an entire industry. But that sense of interdependence and connection throughout the
entire industry is what we aim to achieve.
Through efforts like Project Watershed,
Oregon’s tourism industry is working to
create rhythm and alignment in strategic
planning and shared goals. Through the
Oregon Tourism and Hospitality Consortium
we are providing an ongoing platform for
dialogue and adjustments. It is about all
industry partners recognizing that nobody
enjoys an abundance of time or money, and
recognizing the intelligence and urgency of
working together.
Stakeholders from across the state meet for Watershed, a long term
tourism planning initiative, fall 2010.
It is about continuing to ensure the highest
and best use of all of our resources and relationships to achieve the substantial goals defined in
this plan. The economic impacts described above represent a fraction of what is possible if we
optimize our connections and focus on ensuring a 21st century standard of quality in every
aspect of a visitor’s experience in Oregon. This is not a strategic plan designed to play defense
against a backdrop of economic woe. This is a strategic plan designed to create alignment and
invite a wide range of private and public partners to contribute and benefit from this
sustainable economic engine.
Not to push the hiking metaphor too far, but even novice hikers know—gear makes a
difference. With the right tools we can be more focused and make smarter choices for how we
apply our limited resources. We can develop more customized communication—connecting
visitors to relevant content through personalized “lenses”—alleviating the overwhelming
nature of searching for travel info online. We can spark actual conversations—to intrigue
visitors and encourage authentic WOW Oregon experiences. We can work hard to deliver
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9. quality experiences and to reward consumers—an Oregon tribe of fans—who take that extra
step and become advocates for the Oregon way. The stories from our tribe will attract others
who choose to build their own personal Oregon adventure—and join the tribe themselves. This
is the stuff of marketing in the world of the real time web.
There is no doubt that managing a brand promise as big as Oregon in the digital world, and
insuring excellence in every visitor experience, is a complicated challenge. And there are parts
of this plan that reflect that complexity. Many elements fall into the category of “business
intelligence” strategies: optimizing online analytics, developing advanced visitor profile
heuristics, etc. But the core impulse behind this plan is simple; keep our visitors, their needs,
their goals, at the center of our focus—and their experiences and stories will take us the rest of
the way.
KEEPING GOALS AND VALUES FRONT AND CENTER
One of the classic mistakes of businesses in the
digital world is to believe that the internet and
social media resources area marketer’s “field of
dreams.” Put up a cool web site and some
interactive content—and they will come—and
buy whatever you’re selling: marketing made
easy. In reality, marketing has never been more
complex; some say the discipline doesn’t even
exist anymore in its traditional sense. A
consequence of communicating in the digital
world is that people can easily peel back the
layers of any marketing pitch and find the truth of
the value proposition. It may be in consumer
reviews, or blogs, or in interviews with subject matter experts. People know that they can
“check everything out” online. Travel Oregon’s work over the past nine years has created
measurable confidence in our value proposition and brand promise and we are ready for the
scrutiny that comes with digital communications.
Digital communications are a means, not the end. Social media is merely a tool, not the key to
human development. We are not seeking lots of friends on Facebook… Our goals are much
bigger. The goals for Travel Oregon include a resolute stewardship for all of Oregon’s natural
resources the desire to add sustainable, living wage jobs—by the thousands—to Oregon’s
economy: and to provide Millions of people with best in class service and transformative
experiences that ultimately make the whole universe a better place. That is what this plan is
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10. about. That is what we want to accomplish. So you can see, a few clicks here and there aren’t
going to cut it. As we take advantage of modern technology trends we must be careful not to
confuse the map with the territory—the means with the ends.
It is true, the real time web is changing the way
humans and computers interact. The rise of the
App and location aware devices are all combining
to transform what is possible as the number of
“smart” devices exceeds 5 billion. Computers are
acting more and more on our behalf—not on our
command. The big question is how do these
technology shifts enable new, more authentic,
connections and experiences? It is not about
having a cool GPS unit in your coat pocket—it is
The new Travel Oregon Welcome Center at PDX serves
about how that peace of mind that comes from
125,000 visitors a year. the GPS unit creates a better, safer, more
challenging hiking experience. Oregon is rich in the
substance of experience; we simply need to make it discoverable in an increasingly crowded
digital universe.
STRENGTHENING OUTCOMES THROUGH ALIGNMENT
This plan recognizes that whatever boldness we can muster is a function of our ability to define,
connect, and become more self-aware as an industry. The impulse to make connections has
always been a part of our approach at Travel Oregon. It starts with connections between local,
regional, and statewide destination management resources. Next there are connections with
industry partners like hotels, restaurants, travel professionals, etc. Then there are connections
with key State and Federal agencies like Fish and Wildlife, Transportation, National Parks
Service, Forest Service, Bureau of Land Management, Parks and Recreation. Now a wide range
of small businesses from river guides to breweries are joining us at the planning table. We are
connecting with snow sports associations, bird watchers, foodies and guides and packers, the
list goes on and on. It is not unreasonable to ask, who isn’t a stakeholder in the success of
Oregon’s travel and tourism industry?
What is different about this plan is that these connections are a source for measurable
cooperative action. An example of this “action” approach began in mid-2010 with an initiative
named “Watershed.” The goal for Watershed is to solicit perspectives and opportunities from a
broad cross section of industry experts to clarify a shared, guiding vision for the next 20 years.
Watershed asks the question, “What could happen if we work together with a shared vision in
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11. mind?” During a break in one of the initial Watershed meetings an attendee quipped, “You can
feel the silos melting.” And although it is in the early stages, Watershed is working. An early
result of this effort is a commitment from dozens of stakeholders to participate in an annual
shared strategic planning and
alignment process to create more
efficiency and impact across the
industry. The effort also confirms the
veracity of the strategic planning work we have done over the years; we are at least in the same
chapter if not on exactly the same page with one another.
KEY OUTCOMES AND PERFORMANCE METRICS FOR THE 2011-13 STRATEGIC PLAN
Travel Oregon has developed this plan, continuing to use an “outcomes-based” approach
where the inclusion and priority of a specific strategy or tactic is determined by the results it
will generate. Examples include economic return on investment, community strategic
development, industry infrastructure, capacity building, and industry workforce metrics. As you
examine Travel Oregon’s list of targeted outcomes below, you’ll see the potential synergies
statewide, and note that each of these statements is ultimately prescriptive and measurable.
1. Grow strategic partnerships to align & leverage resources to achieve core goals
 Travel Oregon takes full advantage of all business relationships to capitalize on
efficiencies
 Travel Oregon generates revenue opportunities that bring in additional dollars that
leverage the 1% lodging tax revenue
Key Partner Examples:
 Public land management agencies
 Economic development/business development
 Private sector (consumer goods and services, tourism businesses)
 Foundations
 Destination Marketing Organizations
 Educational institutions
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12. Grow Strategic Partnerships to Align & Leverage Resources to Achieve Core Goals
Key Metrics Results 2009-11 Goal 2011-13
Domestic Consumer Marketing
The Orb: Data partners 13 data partners: Double
10 active DMOs, 3 participating DMOs;
statewide trade explore other
organizations possible trade
associations
The Orb: Training/Support 10 DMO training Double training
sessions sessions
The Orb: Distribution partners (sites other 2 Increase to 10
than TO)
Advertising/Partner Opportunities: Ad $654,780 (based on
Network - Increase Ad Revenue by 16% CY 2010 contract $760,547 (avg. per
(from '10) period) year)
Key Metrics Results 2009-11 Goal 2011-13
Tourism Development
Governor’s Conference
Number of Delegates 862 1,000
Percentage of Program Cost Supported by 60% 50%
Delegate Fees (event meets budget
expectations)
Key Metrics Results 2009-11 Goal 2011-13
International & Domestic Travel Trade
Increase Oregon Tour Operator Product
awareness through strategic retail
partnership 1 event 2 events
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13. 2. Continue to Implement Global Brand Campaign to Maximize Consumer Impact and
Overnight Trip Generation
 Consumers are inundated with messages; consistent, cooperative branding creates
greater impact and retention of our message
 Continue to implement evocative, resonant brand work that communicates
Oregon’s core values and experiences, and that motivates people to visit
 Help partners effectively adapt voice and/or style of Travel Oregon brand campaign
that can be used in various markets for tourism businesses/destinations
Continue to Implement Global Brand Campaign to Maximize Consumer Impact and
Trip Generation
Key Metrics Results 2009-11 Goal 2011-13
Domestic Consumer Marketing
Advertising: Increase ROI in Expenditures $193 in visitor $203 in visitor
5% (every $1 invested in advertising spending (based on spending (to be
generates visitor spending) '08 Longwoods Ad based on '10
Accountability Longwoods Ad
study) Accountability
study, est. final
report May 2014)
Advertising: Reduce Cost to Generate Trip $1.14 (based on '08 $1.08 (to be based
5% Longwoods Ad on '10 Longwoods
Accountability Ad Accountability
study) study; est. final
report May 2014)
Advertising: Maintain Average $0.64 (based on FY $0.64
Cost/Inquiry** '09-'10)
Advertising: Increase Total Inquiries* 9% 2.29 Million (per 2.50 Million (avg.
year, based on FY per year)
'09-'10)
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14. TravelOregon.com: Overall Reach for Digital 2.2 Million (avg. per Increase by 10% to
Platforms (Visitation) year) 2.42 Million (avg.
per year)
TravelOregon.com: Time on Site 6.72 minutes Maintain
TravelOregon.com: Overall Engagement 11.24% Increase to 15%
National Media Relations: Print Circulation 529 Million 600 Million
(2 years) (2 years)
National Media Relations: Online 638 (FY10-11 online 1,700 (2 years)
Circulation (Millions) coverage only, not
tracked in '09)
National Media Relations: # of Print Stories 357 360
National Media Relations: # of Online 170 (FY10-11 online 550 (2 years)
Stories coverage only)
Key Metrics Results 2009-11 Goal 2011-13
International & Domestic Travel Trade
International Website Visits
- TravelOregon.de 24,380 Visits 25,000 Visits
- TravelOregon.jp 18,201 Visits 24,000 Visits
- TravelOregon.cn New 20,000 Visits
- TravelOregon.kr New 20,000 Visits
- TravelOregon.fr New 15,000 Visits
VisaVue® FY 10 Benchmark Goal 6% Increase
Track VisaVue® top key and emerging 1,424,000 1,509,440
markets statistics per year
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15. Tour Operator Product Listings FY 09-10 Goal 6% Increase
Benchmark
- United Kingdom 902 950
- Germany 1334 1350
- France 17 20
- Netherlands 106 Maintain
- Scandinavia New 10
- Japan 30 Maintain
- Canada 63 70
- Australia New 5
Domestic Travel Trade 287 300
Media Relations: Print Circulation ** FY 09-10 Goal per year
Benchmark
- United Kingdom 66,384,687 66,500,000
- Germany 6,888,229 6,900,000
- France 828,761 900,000
- Netherlands 4,787,215 4,800,000
- Scandinavia New 200,000
- Japan 103,202,114 100,000,000
- Canada 310,961 330,000
- Domestic Travel Trade 359,456 400,000
* Avg. inquiries per year (Response Rates) currently includes BRCs, phone inquiries, TravelOregon.com,
Blog, GoSeeOregon.com, RideOregonRide.com, Food + Drink site, Kids Site (TO investigating inclusion of
other key TO branded "outposts" like Facebook, YouTube)
** Online International circulation will begin being tracked July 1, 2011.
3. Deliver the Brand Promise of Oregon to our Industry and Consumers of Personalized,
Best in Class Service
Consumer:
 Travel Oregon is the number one trusted resource for trip planning to Oregon
globally
 Oregon information and inspiration is available to the world
 Oregon has a seamless visitor information network—both online and face to face
 Grow deeper understanding of our customers so we can better serve their needs.
Provide customized information
 Oregon is a playground where visitors can easily connect with transportation
(reservations, activities, etc.) throughout the entire experience
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16. Industry:
 Travel Oregon is a global leader and source of inspiration for tourism marketing
innovation, use of technology, and small business incubation
 Businesses and communities are able to make effective decisions about their
development because they have adequate research
 Oregon’s Tourism Industry has robust access to Travel Oregon resources, tools and
training
Deliver the Brand Promise of Oregon to our Industry and Consumers of Personalized,
Best in Class Service
Key Metrics Results 2009-11 Goal 2011-13
Tourism Development
Visitor Information Network: Cost per <$2.00/visitor <$1.80/visitor
Visitor
Industry Website: Unique Visitors to Site 30,000 50,000
4. Oregonians, Business Leaders and Elected Officials See Tourism as a Vital Strategy for
Economic Development and Preserving Oregon’s Quality of Life
 Create jobs and earnings in the tourism and hospitality cluster, delivering on both
quantity and quality of jobs
 Generate visitor spending and tax revenue
 Facilitate transformation/revitalization of urban and rural areas
Oregonians, Business Leaders and Elected Officials See Tourism as a Vital Strategy for
Economic Development and Preserving Oregon’s Quality of Life
Key Metrics Results 2009-11 Goal 2011-13
Tourism Development
Rural Tourism Studio: Engaged Participants 175 200
Consortium: Regional Town Halls Delivered 6 8
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17. 5. Oregon Preserves and Enhances its Natural and Cultural Resources Through Tourism
 Oregon is a leader in the sustainable travel experience
 Tourism improves the quality of life for visitors to/within Oregon, and maintains the
Oregon ethos
 Identify and develop visitor experience niches/products that align with Oregon’s
core values and generate positive economic impact across the state (e.g., “Oregon is
the number one cycling tourism destination in North America” and “Oregon is the
number one local, organic, sustainably managed culinary travel experience in North
America”)
 Visitors are able to travel and practice their environmental values easily. Tourism
businesses operate with the triple bottom line in mind (people, planet, profit)
Oregon Preserves and Enhances its Natural and Cultural Resources Through Tourism
Key Metrics Results 2009-11 Goal 2011-13
Tourism Development
Sustainability Initiatives: Business N/A 250
Challenge Participants
Number of hoteliers participating in the N/A 70
Travel Philanthropy Program
Number of eating establishments N/A 25
participating in the Travel Philanthropy
program
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18. BY THE NUMBERS
Total Travel Oregon Budget 2011 – 2013 $23,696,773
Tourism Development $3,913,000
Domestic Consumer Marketing $10,782,157
International Marketing/Sales & Domestic Travel Trade $3,317,453
Regional Cooperative Marketing Program $2,776,758
Administration Budget $2,907,405
URBAN SOURCES OF BUSINESS
Regions
Urban Sources of Willamette Southern Central Eastern Greater Mt. Hood/
Business The Coast Valley Oregon Oregon Oregon Portland The Gorge Oregon
Portland 54% 40% 14% 38% 38% 19% 32% 40%
Seattle 6% 6% 10% 14% 7% 25% 13% 13%
Eugene 9% 21% 5% 10% 6% 4% 9%
Medford 6% 17% 5% 5% 5%
Bend 3% 5% 5% 5% 5% 4%
LA 5% 4% 5% 7% 3%
SF 13% 5% 5% 8% 4% 3%
Spokane 3% 4% 4% 3%
Boise 13% 4% 2%
Sacramento 8% 2%
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19. NATIONAL OUTLOOK FOR TRAVEL
Travel Forecast Summary
Year 2006 2007 2008 2009 2010 2011 2012 2013
Measurement
Real GDP ($ Billions) 12,976.3 13,228.9 13,228.9 12,880.6 13,214.4 13,538.3 14,011.0 14,547.1
Unemployment Rate (%) 4.6 4.6 5.8 9.3 9.7 9.2 8.0 6.9
Consumer Price Index * (CPI) 201.6 207.3 215.2 214.5 217.9 221.1 226.1 232.7
Travel Price Index * (TPI) 233.5 244.0 257.7 241.5 251.6 259.2 267.6 275.5
Total Travel Expenditures in U.S. ($ Billions) 695.7 738.0 772.5 704.4 755.6 794.9 834.7 878.8
U.S. Residents 610.0 641.3 662.4 610.2 654.0 683.1 713.2 749.8
International Visitors ** 85.7 96.7 110.1 94.2 101.7 111.8 121.6 129.0
Total International Visitors to the U.S. (Millions) 51.0 56.0 57.9 54.9 59.3 61.5 64.4 66.9
Overseas Arrivals to the U.S. (Millions) 21.7 23.9 25.3 23.8 25.8 27.1 28.5 29.8
Total Domestic Person-Trips *** (Millions) 2,000.5 2,004.5 1,964.9 1,898.8 1,957.2 1,992.5 2032.4 2080.7
Business 508.7 494.3 461.1 431.1 449.0 460.8 469.0 476.5
Leisure 1,491.8 1,510.2 1,503.8 1,467.6 1,508.2 1,531.7 1,563.4 1,604.1
Percent Change from Prior Year
Real GDP (%) 2.7 1.9 0.0 -2.6 2.6 2.5 3.5 3.8
Consumer Price Index (CPI %) 3.2 2.9 3.8 -0.3 1.6 1.4 2.3 2.9
Travel Price Index (TPI %) 4.9 4.5 5.6 -6.3 4.2 3.0 3.3 2.9
Total Travel Expenditures in U.S. (%) 6.4 6.1 4.7 -8.8 7.3 5.2 5.0 5.3
U.S. Residents 6.6 5.1 3.3 -7.9 7.2 4.5 4.4 5.1
International Visitors 4.9 12.9 13.8 -14.4 7.9 10.0 8.7 6.1
Total International Visitors to the U.S. (%) 3.6 9.8 3.5 -5.3 8.0 3.7 4.7 3.8
Overseas Arrivals to the U.S. (%) -0.1 10.3 6.1 -6.3 8.6 5.2 4.9 4.7
Total Domestic Person-Trips * (%) 0.4 0.2 -2.0 -3.4 3.1 1.8 2.0 2.4
Business -0.2 -2.8 -6.7 -6.5 4.2 2.6 1.8 1.6
Leisure 0.6 1.2 -0.4 -2.4 2.8 1.6 2.1 2.6
*1982-84 = 100
**Excludes international visitors’ spending on traveling to the U.S. on U.S. flag carriers, and other misc. transportation
***One person on one trip 50 miles or more, one way, away from home or including one or more nights away from home.
Sources: US Travel Association’s Travel Forecast Model; BLS, Department of Labor; OTTI, BEA, Department of Commerce
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20. REGIONAL COOPERATIVE MARKETING PROGRAM (RCMP)
Under the 1% statewide lodging tax legislation, the Oregon Tourism Commission may
appropriate as much as 15% of the revenue to Oregon’s seven tourism regions for cooperative
regional and multi-regional marketing efforts.
The Travel Oregon team continues to dedicate significant time and resources to running an
effective and efficient RCMP program. We convene in-person planning summits and
supplemental conference calls as needed with the seven Regional Destination Marketing
Organizations (RDMOs) to cover project updates and brainstorm joint initiatives. The regions
submit a six month progress report and a final annual report in February and August,
respectively.
The timeline for the RCMP is as follows:
Summer/Fall – Brainstorming/Planning Summit with RDMOs and Travel Oregon team. Travel
Oregon team shares key initiatives and the group develops statewide program ideas.
Early Winter – Travel Oregon team presents at ODMO (Oregon Destination Marketing
Organizations) winter conference on strategic direction and partnering opportunities.
Winter to Spring – RDMOs convene marketing committees and build plans. RDMOs present
plans to each other and to Travel Oregon team in April.
Spring – Plans are negotiated with regions and finalized, pending commission approval.
Early Summer – Plans presented at Oregon Tourism Commission meeting for approval.
These plans are posted on the Travel Oregon website at:
http://industry.traveloregon.com/Departments/Domestic-Consumer-Marketing/Regional-
Cooperative-Marketing-Program.aspx
18

21. APPENDIX
This section provides plans by department in more detail. If you have additional questions
regarding our plans and opportunities for partnering with Travel Oregon, please contact us at
info@traveloregon.com or 503.378.8850.
TRAVEL OREGON COMMISSIONERS
Nine commissioners oversee the activities of the Oregon Tourism Commission (at the time of
this plan we are awaiting the appointment of one commissioner). The Governor appoints all
Commission members with five representing Oregon’s lodging industry, three representing the
tourism industry at-large and one representing the public-at-large:
Tom Luersen, Chair
Chris Erickson, Vice-Chair
Alana Audette
Jackie Edmunds-Manz
Hank Hickox
Jeffrey Kohnstamm
Win McCormack
Karen Utz
Kari Westlund
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22. TOURISM DEVELOPMENT
The Tourism Development Department embraces its mission to “assist Oregon communities
and organizations to develop, enhance and implement sustainable tourism plans and
products.” During the next biennium our efforts will be focused on the following:
 Tourism Research – Travel Oregon will continue to conduct actionable research on
industry health and Travel Oregon’s performance, as well as the overall contribution to
Oregon’s economy by both Travel Oregon and the industry.
 Industry Strategy & Communication – Travel Oregon will continue to pursue its efforts
to strategically communicate the socio-economic value of the state’s tourism industry.
This communication platform will be delivered through a “best in class” interactive
industry interface.
 Product & Business Development - Travel Oregon will continue to focus on emerging
sustainable tourism development opportunities.
 Destination-Based Development – Travel Oregon will continue to strengthen and
deepen our commitment to assist communities working toward their full tourism
potential.
 Visitor Relations – Improve Travel Oregon’s and partners’ consumer experience
deliverables to “best in class” by deepening the reach of the program and broadening a
statewide commitment to on-site visitor information delivery.
Industry Research
Background:
Travel Oregon recognizes that research can be the key to successful marketing and
development – but not all tourism constituents can afford to build their own research platform.
Therefore, Travel Oregon dedicates resources to produce and purchase proactive research
products. These materials help the tourism industry make informed decisions regarding
product development, marketing programs, trending and performance at the local, state,
national and international levels, and provide performance measures for the agency and the
industry. This commitment to a consistent research platform allows for educated and efficient
use of resources.
Description:
Conduct actionable research that provides Travel Oregon and industry partners tools to make
strategic marketing, development and communication decisions. The industry platform for the
upcoming biennium will include the following:
20

23.  Annual Industry Economic Impact Research (Dean Runyan & Associates)
 Advertising Impact Evaluation Research (Longwoods International)
 Visitor Profile Research (Longwoods International)
 International Spending Research (VisaVue®)
 Lodging Industry Health Research (Smith Travel Research)
 National Trending Research (US Travel Association)
Key Measurements: Provide timely research results to Travel Oregon and Oregon’s tourism
industry that are utilized to advance industry interests.
Tourism & Hospitality Consortium
Background:
Prior to the passage of the Oregon Tourism Investment Plan in 2003, the state’s tourism
marketing efforts were inadequately funded or ranked 47th in the country out of 50 states. As a
result, Oregon was losing market share to its tourism competitors. In 2003, tourism industry
leaders crafted a plan that resulted in strong administrative and “executive” legislative support.
This new funding structure allowed Travel Oregon and its tourism marketing partners to make
long-term plans to bolster the state’s tourism industry.
The success of that legislative victory led to the formation of the Tourism & Hospitality Industry
Consortium (Consortium). Its mission focused on the broader strategic outcomes for both the
industry and the state. The goal was a productive dialogue with policymakers, economic
development professionals, and business and industry leaders throughout Oregon. The
Consortium organized and built a strategic plan with four imperatives:
 Create a clearinghouse for industry positions/messages
 Create a leadership vehicle for industry action
 Create a common communication platform for conveying industry value
 Share the experience values of Oregon
Description:
Travel Oregon will continue to build on the Consortium successes experienced over the last six
years. We will work to adapt the organization’s structure to encourage a broader and deeper
industry positioning platform. This will include the possibility of partnering with industry
organizations to help broaden the communication audiences for strategic industry messages.
Specifically, Travel Oregon will address the following during the 2011-13 biennium:
 Convene and Participate in quarterly Tourism & Hospitality Consortium Steering
Committee meetings
 Convene annual Consortium Industry Summit
 Convene four regional town hall meetings per year
 Act on the findings of Project Watershed
21

24.  Produce, deliver and maintain industry communication toolkit and platform
 Advocate industry value to state’s economic development infrastructure
 Advocate industry value to state’s policy-maker infrastructure
Key Measurements
Consortium Results 2009-2011 Goal 2011-2013
Number of Town Halls delivered 6 8
Produce Robust and Interactive Industry N/A In place by fiscal
Messaging Toolkit on Updated 2012-13
TravelOregon.com/Industry
Convene Annual Consortium Summits 2 summits – 150 2 summits – 200
total participants total participants
Industry Communications
Background:
Since the formation of Travel Oregon, the organization has understood it operates in service to
the state’s tourism industry. We also appreciate that real industry success will only occur when
all partners are aligned and leveraged in their efforts. This dynamic depends on clear
communication that leads to trust which leads to strong partnerships.
It’s a new era of collaboration. We’re all working toward the same purpose: get visitors to
Oregon. As the go-to resource, Travel Oregon forges alliances that inform our collective work
and ultimately serve to create jobs and build our economy.
Travel Oregon must demonstrate its value to the industry by establishing a superior and reliable
industry information resource.
Description:
To advance and support the work of the industry, Travel Oregon will develop a communications
strategy and tools to help partners statewide share our collective intelligence and communicate
with one voice. We will:
 Build out our industry website content with a wealth of exceptional tools and stories that
share our industry’s value and impact
 Deploy our knowledge in communication tools partners can utilize to share the tourism
industry story
 Provide businesses and media with the latest industry information
22

25.  Support tourism development projects such as the Sustainable Business Initiative and
Traveler’s Philanthropy with business-to-business communications
Anticipating industry needs, Travel Oregon will develop a state-of-the-art interactive interface
that engages partners as THE trusted foundation for industry communication. To achieve a top-
notch platform, the existing website needs new focus. Working with the industry, we will
develop a user-friendly, intuitive “destination platform” that drives the Travel Oregon message
and delivers in a timely manner:
 Information resources (news, key research, industry contacts, earned media, key industry
messages, Consortium/Watershed updates-opportunities, etc.)
 Interactive project tools (brand elements, images, FAQs/guides, case studies, etc.)
 Social media and intra-industry messaging (blogs, problem-solving asks, etc.)
 Partnership opportunities (with Travel Oregon and industry-wide)
Key Measurements
Industry Communication Platform Results 2009-2011 Goal 2011-2013
Launch of Upgraded Industry Site N/A 1/1/2012
Unique Visitors to Site 30,000 50,000
Oregon Governor’s Conference on Tourism
Background:
For over 25 years, Travel Oregon has organized and convened the annual Oregon Governor’s
Conference on Tourism. The purpose of this annual gathering is to provide opportunities for
Oregon tourism industry professionals to learn about new travel trends, acquire new skills and
interact with colleagues from throughout the state. Travel Oregon works closely with a broad
range of industry, agency and economic development partners to produce a high value,
comprehensive, and interactive program that is a “can’t miss” experience. It is also the intent
of Travel Oregon to move the conference each year to different regions in the state to
encourage a broad range of Oregon experiences for delegates that attend year after year. The
conference has seen growth over the last decade and currently enjoys annual attendance of
over 400 delegates. The conference is predominantly supported by registration fees,
sponsorships and exhibitor attendance.
Description:
Travel Oregon will continue to produce a “best in class” conference experience for attendees by
sharing timely information and opportunities that can be “taken home” and put to use. We will
work with our partners to ensure that we also showcase the areas where the conference is held
as well as recognize the partnerships necessary to produce the event.
23

26. The objectives for the upcoming biennium are:
 Provide the highest level of educational, inspirational and networking opportunities for
Oregon’s tourism industry members
 Encourage agencies, communities and organizations to participate in the event
 Look for opportunities for deeper leveraging relationships with sponsors, exhibitors and
delegates
 Make the conference less reliant on delegate fees
 Create and utilize feedback tools to measure success and to inform future conferences
Key Measurements
Governor’s Conference Results 2009-2011 Goal 2011-2013
Number of Delegates 862 1,000
Percentage of Program Cost Supported by 60% 50%
Delegate Fees (event meets budget
expectations)
Cycling Tourism Program: Making Oregon a Premiere Cycling Destination
Background: Cycling Tourism is on the Rise
Oregon is home to exceptional leadership and visionary pioneers who have pushed the cycling
frontier. Our state initiated many of the nation’s “firsts,” including the Oregon Bicycle Bill in
1971, Cycle Oregon, Oregon Bicycle Tourism Partnership, Oregon Scenic Bikeways Program, an
International Mountain Bicycling Association Ride Center designation, BikePortland.org and
RideOregonRide.com.
As a result, Travel Oregon (with partners3) has identified cycling tourism - road and off-road - as
an important economic development strategy for Oregon. Per the Adventure Cycling
Association (2010), bicycle travel continues to grow as part of North American and global travel
markets, based on empirical research and anecdotal evidence from tour operators and
promoters throughout the country.
Bicycle travel is an increasingly visible part of the global adventure travel market, which
generates $89 billion annually.4 While Oregon has not conducted a thorough study of cycling
3
A sample set of partners includes Cycle Oregon, Oregon Parks & Recreation Department, Lane County, Clackamas
County, Wallowa County and Washington County.
4
Adventure Tourism Market Report by the Adventure Travel Trade Association, August 2010
24

27. tourism, Longwoods International has extrapolated a few points from a general visitor study
conducted 20095:
 1.3 Million tourists6 bicycled while visiting Oregon
 Those 1.3 Million tourists spent $223 Million primarily on lodging, meals, and retail
 Overnight visitors that cycled spent eight times more than day travelers ($199 Million
vs. $24 Million)
Description:
To advance Oregon as a premiere destination, Travel Oregon will lead in the following ways:
1. Convene & Partner
We will convene and contribute to the Oregon Bicycle Tourism Partnership’s key
objectives, and also invest in new partnerships to bolster additional cycling tourism
infrastructure.
2. Amplify Connectivity with Cycling Visitors
We will upgrade RideOregonRide.com with new features:
o lists of guided tours
o a calendar integrated with ORBike.com
o a catalog of itineraries, including suggestions for how to enjoy the new
Oregon Scenic Bikeways
The creation of a ‘Bike Ambassador’ program will be pursued, whereby one designated
cycling ‘expert’ per tourism region would serve as an Oregon trip planning resource.
Working with local tour operators, multi-day packages will be created for inbound tour
operators (domestic and international) interested in bringing medium/large size cycling
tours to Oregon; we have not been able to accommodate these to date.
3. Leverage the Oregon Scenic Bikeways Program
As a founding partner, Travel Oregon supports the development of this program by
offering assistance to proponent groups. This includes:
o assistance with marketing plans
o marketing the designated Bikeways
o serving on the committee that shapes the program
o offering community-based workshops to support small business
development & visitor amenities along Bikeway routes
5
Oregon 2009 Cyclist Visitor Analysis, Longwoods International, August 2010
6
A tourist is defined as someone traveling more than 50 miles from their residence or staying overnight. Tourists,
in this case, are inclusive of in-state and out-of-state travelers.
25

28. Key Measurements
Cycling Tourism Program Results 2009-2011 Goal 2011-2013
Active members in the Oregon Bicycle +60%7 (increased +30%
Tourism Partnership from 25 to 40) (increase from 40
to 52)
Number of new strategic partnerships to 38 5
advance cycling tourism formed
Number of visitors to RideOregonRide.com 205,423* +35%
Total miles designated as Scenic Bikeways 929 16749
(+80%)
Number of community-based Scenic N/A 15
Bikeway workshops that have been held
* Visits occurring between September 2009 (website launch) to March 29, 2011.
Sustainable Tourism Development
Background:
While being green is only one facet to sustainable travel, it is clear from the recent
TravelHorizons study conducted by the U.S. Travel Association in 2010 that cross-tabulates
green travel behavior with the desire to travel to Oregon that the environmentally conscious
consumer has a higher propensity to travel to Oregon than to other destinations in the U.S.10
With Portland and Oregon’s international reputation for its leadership in sustainable
development, green building, innovative land use practices, and bike-friendly communities, this
provides Travel Oregon with an incredible opportunity to:
 Align the Oregon experience with the Oregon reputation
 Add value through increased visitation from this travel segment
 Protect and enhance the natural and cultural assets from which the Oregon tourism
industry stems
7
Active participation in the OBTP went from about 25 to 40 within the last biennium. Active participation means
participating regularly in meetings and between meetings.
8
Alta Planning + Design, Bricker Consulting, Oregon Parks & Recreation Department
9
Aiming for an additional 445 in 2011 and 300 in 2012.
10
Travel Oregon/Green Traveler Analysis conducted by the U.S. Travel Association with data collected for the 2009
Wave III travelhorizons™ survey.
26

29. Travelers who consider themselves to be environmentally conscious.
While relatively few travelers are willing to pay extra for green travel, significantly more
travelers (15%) considering travel to Oregon are willing to pay extra when compared to those
who aren’t considering travel to Oregon (5%).
And of those Oregon travelers willing to pay more for green travel, about 25% would be willing
to pay a premium of up to 9%.
Maximum additional percentage one would pay for a hotel stay, airline flight or other travel purchase to patronize an environmentally
responsible travel company.
Description:
Stewardship of our natural and cultural resources is a way of life for Oregonians. To ensure
that the visitor experiences our stewardship ethic while traveling in Oregon, we will lead several
initiatives to support sustainable practices in the industry and facilitate easier connections
between the visitor and those places that have embraced this ethic. By doing so, we will
positively impact our industry’s environmental footprint and contribute to the preservation of
27

30. Oregon’s natural and cultural assets. We will lead five key initiatives under the banner of
“Travel Oregon Forever” and they are:
1. Travel Oregon Sustainable Business Challenge
A voluntary reporting program created to measure the commitment of tourism
organizations operating sustainable businesses. Participating organizations receive
rewards through Travel Oregon and partners resulting in increased market access.
2. Oregon Travel Philanthropy Fund
This pioneering statewide program supports sustainable tourism development by
engaging travelers and travel businesses to channel visitor donations into area projects
that will enhance the places they have visited.
3. Sustainable Travel Education & Assistance
Travel Oregon will launch an online Sustainability Center, provide statewide educational
workshops, and continue stewardship efforts through the Rural Tourism Studio
program.
4. Partnering for sustainable transportation options
To ensure Oregon is a top travel destination, we will assist in connecting the visitor
industry with the development of alternative forms of transportation. These include:
o Electric vehicle charging station network
o High-speed rail in the Willamette Valley/Oregon
o See ‘Cycling Tourism’ appendix.
5. Sustainable Travel Portal
Information gathered through the Sustainable Business Challenge will be brought
together with other existing sustainable travel assets such as geotourism data,
sustainable transportation options, how to enjoy Oregon’s conservation areas and
public lands, and tips on how to travel in a sustainable manner together into one
Sustainable Travel Portal for Oregon.
Key Measurements
Sustainable tourism initiatives Results 2009-2011 Goal 2011-2013
Number of businesses/organizations N/A 250
participating in the sustainable business
challenge
Number of hoteliers participating in the N/A 70
Travel Philanthropy Program
28

31. Number of eating establishments N/A 25
participating in the Travel Philanthropy
program
Amount that the seven Travel Philanthropy N/A $70,000
projects receive as a result of participating in
the program
Number of people who benefit directly from N/A 54011
educational workshops specific to sustainable
travel
Travel Oregon’s Sustainable Operations
Background: Travel Oregon has embarked on a process to identify its impact and understand
how it can affect sustainable development both through its internal operations as well as its
external programs that influence the industry. To date, Travel Oregon has worked with a
graduate student consultant team at the University of Oregon to identify its carbon footprint
and has involved all staff in sustainability training by the U.S. Natural Step Network. Through
these efforts, Travel Oregon has begun to identify where it can have the most significant impact
to reduce the industry’s carbon footprint and improve our impact on the environment and
communities across Oregon.
Under the leadership of the Travel Oregon Green Team, the
organization has adopted a number of environmentally-friendly
initiatives at its headquarters in Salem. As a result, the
Sustainable Tourism: a level organization received Marion County’s EarthWISE sustainable
of tourism activity that can be business certification and has been recognized as one of Oregon’s
maintained over the long top 100 green companies to work for by the Oregon Business
term because it results in a Magazine12.
net benefit for the socio-
cultural, economic, and
natural environments of the
area in which it takes place.Description:
In the upcoming biennium, Travel Oregon will utilize information
gathered over the past two years to develop an organization-wide
sustainability plan that will inform internal operations as well as
external programming to encourage sustainable practices in the broader industry.
11
Estimating at least 14 community-based workshops with an average of 30 people per workshop and 4 conference
sessions with an average of 40 people per session.
12 Travel Oregon received this recognition from the Oregon Business Magazine in March 2011.
29

32. The Travel Oregon Green Team will lead the development of the plan in coordination with the
Executive Team and the Oregon Tourism Commission.
In order to develop the plan, Travel Oregon staff will continue to work with and learn from
organizations such as the U.S. Natural Step Network and the University of Oregon’s
Sustainability Leadership program.
Key Measurements
Sustainable Operations Results 2009-2011 Goal 2011-2013
Recognition for sustainability practices EarthWISE Obtain certification
Sustainable or recognition from
Business two additional
Certification; organizations
Oregon Business
Top 100 Green
Businesses in
Oregon Ranking
Organizational sustainability plan N/A Complete
Product Development Center
Background:
In the past, Travel Oregon has budgeted for development of individual niche markets; our
approach has varied for each. For the upcoming cycle, Travel Oregon will combine all niches for
one strategic fund to assist with the development of tourism product as the need or
opportunity arises. We believe this fund will be utilized as “match” against partner dollars to
augment our reach and impact.
Description:
Travel Oregon foresees the following opportunities in product development:
 Tribal tourism business development:
o The continual group work that produces the Tribal Guide also helped craft
emerging programs like the Rez Kitchen Tour. We’ll continue to work with the
Oregon Tribal Tourism Working Group to explore new cultural development
opportunities.
30

33.  Agri-tourism business development:
o Many small farmers are looking for ways to supplement their farm business
o There is a desire to keep Oregon visitors connected with Oregon products when
visiting the state - and after returning home
o Farm Stay operations are being organized on FarmStaysUS.com; these assets
could be integrated into the Oregon Bounty campaign
o Existing agri-tourism activities can also be integrated into the Oregon Bounty
campaign
 Assistance with assembling content for the TravelOregon.com content lenses:
o Facilitate conversations with existing niche groups or new niche groups in order
to properly assemble their content for TravelOregon.com’s new lenses
o Provide tools and coaching to these niche groups so they can continue to build
content and showcase product through these lenses over time
o Work with our digital interactive team to evolve the content lenses
o Niches may include but would not be limited to: wildlife watching, paddle-sports,
wind-sports, and trail recreation
Key Measurement
Product Development Center Results 2009-2011 Goal 2011-2013
Number of new content lenses created / N/A 4
niche markets convened and coached
Number of agri-tourism businesses (from N/A 50
Farm Stands to Farm Stays) integrated into
the Oregon Bounty campaign
Matching Grants Program
Background:
The mission of Travel Oregon, is to "encourage economic growth and to enhance the quality of
life in Oregon through a strengthened economic impact of tourism throughout the state." As
such, Travel Oregon established a program to make grant awards to eligible applicants for
tourism projects that contribute to the development and improvement of local economies and
communities by means of the enhancement, expansion and promotion of the visitor industry.
Travel Oregon’s Matching Grants Program has historically provided “seed” money to Oregon’s
tourism industry for tourism development and planning projects. Given the state of Oregon’s
economy, each year this competitive program receives on average funding requests three times
the amount of resources available. Over the past few years we have streamlined the process to
include pre-screening, online application and connecting applicants to their local destination
marketing organization. This has improved the content of the proposals and ensured that
successful grants are already leveraging the marketing programs in their local areas.
31

34. Description:
Travel Oregon will continue to deliver the Matching Grants Program during the next two years.
Working with an experienced and diversified grant committee, we will work with those
organizations that are eligible to receive the funds to make sure the process is clear and the
results from the grants are meaningful. The program will continue to leverage the grant
funding with other Travel Oregon and industry partner programs seeking to get the best overall
return for the investment. As designed, the program requires a 50% match from the qualifying
applicants. This match is important to ensure the strong partnership necessary to create strong
tourism products. Those entities eligible for grant qualification are:
 Cities & Counties
 Port districts
 Federally recognized Tribes
Key Measurements:
Continue to invest in qualifying projects that meet the program ROI guidelines
Rural Tourism Studio
Background:
The percentage of direct travel-generated earnings per capita as a share of total earnings is
more than double in rural counties as compared with the five most urbanized counties 13. These
same rural counties are experiencing a higher unemployment rate as of December 201014 than
the rest of Oregon. In addition, vast amounts of Oregon’s natural and cultural tourism
“product” resides within and around rural areas. Therefore, it is vitally important that Travel
Oregon continues to make strategic investments in the development of community-based
capacity for developing tourism and harnessing the economic potential at the local level. Since
piloting the RTS program in two communities in 2009, Travel Oregon has received applications
from six regions and inquiries from over 15 communities/regions interested in hosting the
program to enhance their capacity and develop their tourism product. Travel Oregon has also
been approached by the U.S. Forest Service which expressed interest in collaborating through
the Rural Tourism Studio to advance their goals of sustainable recreation planning and
management in communities surrounded by National Forestlands. It is clear from both the
opportunity and the demand that this is a critical program for advancing Oregon’s tourism
economy.
13
Five most urbanized counties in Oregon include Multnomah, Washington, Clackamas, Marion and
Lane. Source: Oregon Travel Impacts 1991-2009, Dean Runyan Associates
14
Oregon Employment Department
32

35. Description:
Travel Oregon will continue to deliver the Rural Tourism Studio in at least two
communities/regions in Oregon per year. Communities that demonstrate a significant need for
assistance and potential for accelerated development through the program will be selected.
The RTS will assist rural community and business leaders with the development of their tourism
industry in a way that will:
 Help stimulate the local economy
 Protect and enhance local natural and cultural resources
 Foster pride amongst participants
In the 2011-2013 biennium, we will develop strategic partnerships to augment the program
budget and impact, expand program offerings, diversify and lengthen follow up services to
communities that have graduated from the program, and consider outsourcing program
production.
We will consider forging strategic partnerships with groups such as:
 U.S. Forest Service
 Business Oregon
 Oregon’s Main Street Program
 The Ford Family Foundation
We will consider adding modules such as:
 International travel market
 Sustainable business practices
 Main Street development
 Small town branding
Additional follow up assistance may include providing:
 Consulting to assist with developing a formalized strategic plan for tourism
 Coaching to help with establishing a new organization or committee
 One-day follow up workshops or training
33

36. Key Measurements
Rural Tourism Studio Results 2009-2011 Goal 2011-2013
Number of RTS programs delivered 415 4
Number of participants engaged Wallowa (63), 200
Oakridge (41), John
Day River Territory
(37), McKenzie
River Valley (37, to
date); total (178, to
date)
Number of partner organizations engaged 1616 19
in design and delivery
Integrating & Bolstering National Geographic Geotourism Efforts
Background:
Geotourism is defined as:
Tourism that sustains or enhances the geographical character of a place - its
environment, culture, aesthetics, heritage, and the well-being of its residents.
In 2007, Travel Oregon joined a broad partnership17 to impact sustainable tourism development
in rural communities across the “Central Cascades” – a bi-state region from Mt. Rainier National
Park in Washington to Crater Lake National Park in Oregon. After two years of planning,
fundraising and working with Central Cascades communities to identify special places they
wanted to share with visitors, the project’s Stewardship Council produced a printed MapGuide
and website. Released in January 2010, these travel tools contain a unique dataset of over
1,200 off-the-beaten path places recommended by the people who live there. A copy of the
printed MapGuide was distributed in the April 2010 issue of National Geographic Traveler
magazine.
15
Wallowa County, Oakridge area, John Day River Territory, McKenzie River Valley
16
Rural Development Initiatives, Great Destination Strategies, Alta Planning + Design, International Mountain
Biking Association, Oregon Parks & Recreation Department, U.S. Forest Service, Bricker Consulting, Sustainable
Travel International, Innovative Leadership USA, Write to Know Consulting, Northeast Oregon Economic
Development District, Mid-Columbia Economic Development District, Lane County Small Business Development
Center, Mercy Corps Northwest, Eastern Oregon Visitors Association, Travel Lane County
17
Travel Oregon was part of a core advisory committee consisting of Washington State Tourism, Rural
Development Initiatives, Sustainable Northwest, U.S. Forest Service, U.S. Bureau of Land Management, and
Sustainable Travel International.
34

37. In January 2011, National Geographic convened all of the project leads from the western states’
geotourism projects18 to discuss lessons learned and next steps.
Description:
In 2011-2013, Travel Oregon will work in partnership to:
 Support the efforts of a National Geotourism Stewardship Council and the development
of a National Online Geotourism Atlas that would contain the Central Cascades
geotourism data
 Assess the value and interest in re-convening a bi-state or statewide Stewardship
Council
 Implement a set of program measurements to determine the success of the first phase
of the project
 Assess the value of expanding the community-based sustainable tourism identification
process to the rest of the state
 Assess the interest in reproducing the MapGuide into a format with enhanced National
Geographic branding and in a mapping format that facilitates navigation of the region,
to be sold and distributed by National Geographic
With Travel Oregon’s Consumer Marketing Team, we will:
1) Determine how to integrate geotourism data into a new sustainable travel portal site for
Oregon
2) Explore ways to bolster our marketing efforts to continue to get the MapGuide distributed.
Key Measurements
Geotourism Results 2009-2011 Goal 2011-2013
Number of unique visitors to the 27,27319 +200-300%
www.TheCentralCascades.com (or a future
geotourism lens on TravelOregon.com)
Number of Central Cascades Geotourism 12,20020 10,000
MapGuides distributed
Number of businesses/locations on the N/A 80
MapGuide or website indicating increased
visitation due to the project
18
Travel Oregon joined representatives from other geotourism projects in the Western United States including the
California Redwood Coast, Sierra Nevada, Crown of the Continent, Greater Yellowstone and Four Corners Region.
19
Google Analytics as of March 17, 2010
20
As of March 15, 2011
35

38. Oregon Q CARE Program
Background:
The Oregon Q CARE Program is a statewide customer service training certification created to
support the development of the tourism and hospitality industry through enhanced guest
experiences. The program provides statewide standardized customer service, emphasizing the
importance of quality visitor care in the tourism industry, and equips Oregon employees with
tools and resources needed to better serve our visitors. Initially launched in 2003, the Oregon
Q-CARE Program was implemented in all seven Oregon tourism regions and trained over 10,000
people through 2007. Beginning in 2007, the program transitioned to a free, behavior-based
online training curriculum. Since the implementation of the online offering another 5,000
people have been trained.
Description:
Travel Oregon will continue to deliver the Oregon Q-CARE program for the next two years.
Great customer service is vital to the success of any business, tourism-based or not. Every
personal or interactive contact with consumers is an important opportunity to make those
consumers believers in Oregon.
The objectives for the program in the coming biennium are:
 Establish Oregon Q-CARE as a vital training tool in private and public sector
organizations
 Establish strategic delivery partnership with industry training partners
 Develop sponsorships, scholarships and funding sources to support the training
 Review curriculum and tourism content and investigate producing additional online
modules
 Schedule annual regional in-person trainings to help promote the value of customer
service
 Leverage Oregon Q CARE training through all Travel Oregon programs
Key Measurements
Oregon Q CARE Results 2009-2011 Goal 2011-2013
Number of Q-CARE Certificates 3,000 6,000
Regional Trainings Delivered N/A 6
36

39. Visitor Information Network
Background:
Oregon is primarily a drive travel market with over 85%21 of its traffic arriving by automobile.
Research shows that a majority of those visitors view Welcome Centers/Rest Areas as
important destinations in their travels22. One of the primary reasons they look for these
centers is to find restrooms. However, it is also important to note that finding “brochures and
maps” and “staff” are also high on travelers’ minds. Even in this day of rapidly expanding
interactive travel information, travelers continue to seek tourism collateral and in-person travel
advice.
Travel Oregon is responsible for the management of the State Welcome Centers. Currently, we
operate nine centers located at the borders of Washington, Idaho and California. The majority
of the centers are operated seasonally; only the center at Portland International Airport is open
all year. The nine centers are listed below:
 Ashland (Siskiyou)
 Astoria
 Brookings (Crissey Field)
 Klamath Falls (Midland)
 Lakeview
 Ontario
 Oregon City
 Portland International Airport (PDX)
 Umatilla
Description:
Travel Oregon will continue to direct the State Welcome Centers. It is important to understand
that the State Welcome Centers are simply one piece of the state’s overall visitor information
environment. This environment contains regional and local destination centers as well as
private sector locations that also function as visitor information outlets. The mission of all
components of this environment is to deliver first class customer service and information to
Oregon visitors. The desired outcome is to enhance the visitors’ experience while they are in
Oregon in hopes of creating return customers.
In the next biennium, we seek to help create a stronger, more efficient overall visitor
information environment. The objectives to achieve this goal are the following:
 Assess Welcome Center/Visitor Information Center system realities and opportunities
 Support development of new Siskiyou Welcome Center
21
Longwoods International, Visitor Profile
22
US Travel Association, Travel Horizons
37

40.  Upgrade strategic Welcome Center locations with Brand Oregon assets
 Introduce qualified web-based surveys throughout the system to collect actionable data
 Conduct continued topical and industry trainings for staff
 Improve brochure program opportunities for industry members
 Deliver first-class visitor experience in the most efficient manner possible
 Measure visitor experience through secret-shoppers & satisfaction surveys
Key Measurements
Visitor Information Network Results 2009-2011 Goal 2011-2013
Total Welcome Center Visitation 400,179 525,000
Average System Cost/Visitor $2.00 $1.80
Brochure Program Occupancy N/A 80%
Visitor Information Network Facilitated Occurs by 10/1/11
Conversation N/A
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41. DOMESTIC CONSUMER MARKETING
Over the last five years Travel Oregon has seen significant growth in consumer
contact/engagement to our marketing programs with responses having more than doubled
since 2006 (an increase of 109%). With over 2.1 Million unique visitors to traveloregon.com
each year, 21,000 Facebook fans, and 193,327 subscribers to our segmented e-newsletters, we
now have more potential travelers than ever before in Travel Oregon’s relationship network.
Over the next biennium Consumer Marketing programs in Advertising, PR, Promotions and
Digital Marketing will continue to build awareness for Oregon with a focus on deeper
relationship building and conversion of our fans, and greater efficiency with our program
implementation and resources. An in depth analysis of the visitor purchase cycle—from
inspiration, to on the ground, to post trip—will yield innovative and compelling ways to break
through message clutter and surprise and delight each consumer we come in contact with. Our
marketing efforts will position Travel Oregon as a trusted source for inspiration and trip
planning visitors will rely on and recommend to others.
Advertising
Background:
Media Landscape:
The media environment is changing rapidly and is more fragmented than ever with consumers
continuing to exert increased control over the media delivered to them
 It’s important to efficiently target niche audiences because of premiums charged for
these limited-reach impressions. (Note: there are still efficiencies to be gained by
purchasing through more traditional, broad reach media.)
 Studies indicate that TV and online media continue to dominate consumer media
consumption. Per eMarketer, the average time spent per day per channel is:
o Online - 4:30 hours
o TV & Video - 3:17 hours
o Music & Radio - 1:26 hours
o Mobile phone - 1:18 hours
 Other media trends:
o Mobile: "It is estimated that by 2014 half of Americans’ web browsing will be
done on mobile devices."23
o Online video usage is up 45% over the prior year24
o Social media: travelers are spending more time on social media venues even
while traveling25
23
http://mashable.com/2010/08/19/mobile-advertising-trends/
24
http://blog.nielsen.com/nielsenwire/online_mobile/january-2011-online-video-usage-up-45/
39

42. o People over 65 are adopting Facebook faster than any other age group; 6.5
Million of members 65+ joined in May 2010 alone. Less surprising is that the
fastest growing age group on Twitter is 35-49 year olds. Add to this the fastest
growing group on Match.com is over 50.
o Over all, 47 percent of 50-64 year olds are using social media; an 88 percent
growth from 200926
Advertising Objectives:
 Motivate overnight travel to Oregon
 Communicate the state’s travel product in a way that elevates it within a crowded
category
 Continue to grow and strengthen awareness for travel to or within Oregon
 Stimulate interest and response for additional information about travel in Oregon
(generate leads)
 Engage consumers through Travel Oregon’s family of sites, as well as other Travel
Oregon branded “outposts”
Targeting:
 Our target has evolved to include an International component to our advertising
communications
o Adults 25-64
o Spend $1,000+ on vacation travel (per year)
o Geotarget
 Primary: No. CA, OR, WA, ID
 Key business driver markets27
 Secondary: So. CA, NY
 International: Vancouver BC
 Within our demographic target, we’ll look to incorporate psychographic/behavioral
segmentation as a way to provide a tighter focus in identifying potential travelers to
Oregon—a mix of more adventurous, more curious, and more experience-driven people
for whom travel has become a lifestyle.
25
eMarketer How Travelers Use Social Media
26
http://www.adrants.com/2011/02/old-farts-take-over-social-media.php
27
‘09 Longwoods Visitor Profile Study
40

43. Regions
Urban Sources of Willamette Southern Central Eastern Greater Mt. Hood/
Business The Coast Valley Oregon Oregon Oregon Portland The Gorge Oregon
Portland 54% 40% 14% 38% 38% 19% 32% 40%
Seattle 6% 6% 10% 14% 7% 25% 13% 13%
Eugene 9% 21% 5% 10% 6% 4% 9%
Medford 6% 17% 5% 5% 5%
Bend 3% 5% 5% 5% 5% 4%
LA 5% 4% 5% 7% 3%
SF 13% 5% 5% 8% 4% 3%
Spokane 3% 4% 4% 3%
Boise 13% 4% 2%
Sacramento 8% 2%
Advertising Program Description:
We continue to tie our advertising communications to our focused two pillar strategy that:
 Provides a culinary focus during the Fall and positions Oregon as a premier foodie
destination. Oregon Bounty anchors this portion of the campaign.
 Features Oregon’s outdoor recreation stories during the spring/summer when Oregon
can deliver a wide array of outdoor adventure product.
We see the opportunity to weave other priority messages like Arts & Culture, Sustainability, and
Scenic Byways to these pillars. And, all of Oregon’s other events, activities, and travel product
will continue to be promoted through the agency’s other channels (TravelOregon.com, visitor
guide, e-newsletters, PR, etc.).
Advantages to this strategy:
 Oregon stands out with focused advertising messages
 Highlights the state’s greatest assets…within season
 Leverages the success of Oregon Bounty by combining promotion with fall brand
advertising
 Partners can build co-ops around seasonal focus, when consumers are more likely to
plan seasonal travel
It is important to note that we are now able to gain traction with a more focused message and
more efficient digital channels because of our success establishing the Oregon brand. And we
must continue to reinforce that brand’s recognition. As such, the core brand message will
remain the heartbeat of our effort for the coming years—and we will look for ways to not
simply “send” the brand message—but also create ways for people to interact, engage and
share our brand. This “engagement” shift is a critical step in creating a sincere dialogue with
consumers to further communicate our value proposition, to build relationships, a strong fan
base, and trust.
41

44. During the last biennium we refreshed the brand creative and shifted from a print-focused
campaign to one that included a heavy mix of online media:
 The Market: Travelers taking shorter, closer-to home vacations; planning cycle
compression, more online travel planning, social media usage, and a decline in print.
 Research: Longwoods Ad Accountability study indicated that being more specific, while
maintaining brand positioning/voice, will have positive impact on image & trip
generation. Surprise and inspire travelers with actual things they can see and do in a
place they think they may already know.
 Industry: We felt our Book of Oregon creative had started to show signs of wear as it
had been running for five years and we found other advertisers copying our creative.
Creative:
Oregon is a refuge for idealism. It’s a place for dreamers. It’s a place with a unique voice, a
sense of humor, and a drive to do things differently. It’s a place of authenticity, of intimacy, of
stories. While we continue to evolve our advertising messaging, this concept embodied as the
Oregon Dreamer continues to be the backbone of our creative body of work.
During the Spring 2011 season, we introduced high impact television advertising spots as the
foundation creative to our brand campaign:
 It allows us to leverage the sight, sound, motion environment of this medium.
 The two minute video vignettes that produced for the two pillar campaigns did a great
job of rich storytelling. TV allows us to get more eyes on this powerful creative
 We’re able to repurpose/reuse our growing library of excellent HD footage, which
provides a significant increase in video production value/efficiencies.
We will continue to produce banner ads that complement the TV spots and leverage the retail-
nature of the medium to drive consumers to our website.
42