Carefree Truth
Issue #564, April 29, 2017
The Marketing presentation was given by Councilwoman Cheryl Kroyer, who began by saying that the primary target area is everything within a 15 minute drive time radius. Carefree is a desert gem with beautiful topography and iconic boulders, nestled between some of the most significant desert preserves in the state of Arizona.
The goal is to be a wonderful place to live for current residents, a destination for visitors and an economic center providing that which our growing population wants and needs, such as resorts, restaurants, culture, wellness, and the Desert Gardens. Carefree wants to provide unique experiences. This is accomplished by utilizing marketing programs to attract people and through economic development. "You can't have one without the other." The combination of the two will attract businesses, attract tourists, make the community vibrant, provide a good quality of life for residents, and make the town a social hub by creating the premier cultural center in the North East Valley. Over time, this will yield revenue.
The Town will continue to refine and build upon a program that is working. Positive results from the marketing efforts have produced increased visitor and resident traffic in the downtown. Carefree's two Town sponsored festivals were voted Best of the Valley in 2015 and 2016, and were rated among the Top 5 Things to Do. There has been positive feedback from residents and businesses that Carefree is doing a great job. Working with Villafane studios has increased the town's image and credibility, and has reinforced the town's image of a more open, friendly, family environment. The town has generated significant digital awareness both locally and globally, and has received over $1.3 million dollars in free local and national TV coverage over the past 2 years, according to the Nielson ratings system.
Excitement and enthusiasm for what Carefree offers is building every year. This has helped to create an environment that has encouraged the economic development currently happening. The Bashas' remodel has increased their business substantially. Spanish Village is under new ownership and is being reactivated. The Carefree Resort is in escrow, with the closing expected in June. It will be re-branded as a health and wellness center. The buyer is a well known, successful health and wellness center in the Tucson area. These successes have given Carefree entrees to new media sponsors and partners.
The Baker Study, done in 2015, included the following advice. "Create a comprehensive Village Center marketing plan...a unified, consistent approach to marketing...can help to establish the desired brand...and can contribute to strengthening consumer confidence in the area..." "Aggressively market a "village" image that is unique." "Create a cultural anchor and community focal points that repeatedly attract local residents and regional visitors."
Local business owners expressed appreciation.
"I just wanted to say how impressed I was with this year's Pumpkin Festival. The crowds were amazing and we saw a 20% increase in sales for October compared to the year before. The crowds were surprisingly huge during the evenings. I hope more merchants participate next year and realize the sales opportunities by extending their own hours of operation." Jo Gemmill-Owner, English Rose Tea Room, October 2016
"I wanted to say thank you for all your hard work and coordination of a fabulous event. I know many of us restaurant owners were nervous about the food trucks but they did not seem to effect us at all and I think they were needed to help round out the event. This event brings a tremendous amount of focus to Carefree and displays the town in a way that we want it to be displayed, highlighting the beautiful gardens and flow of the town center. Thank you for all your hard work." Catherine Marr-Owner, Venues Cafe, October 2016
"Great job! Best thing this town has done since I've owned a biz here!" Mike Kennelly-Owner, The UPS Store, Carefree, voted "2015 Business of the Year".
The target market includes successful business people looking to do business in a unique environment, resorts, restaurants, and businesses in which people shop daily or frequently, as well as better educated consumers aged 25-54 with disposable incomes who live north of the 101 and are looking for a unique experience offering desert beauty, culture, restaurants and resorts.
The marketing strategy objective is to be "the" vibrant social and cultural hub of the North East Valley. The 2017-2018 season calendar is comprised of the Enchanted Pumpkin Garden (October-November), Christmas in Carefree (December-January) and a Spring Experience as yet to be determined (March-April). These town sponsored festivals would be in-filled with signature 3rd party vendor fairs. These events help establish and strengthen the image of the town and engage local residents in their community. They attract and introduce new visitors and potential new businesses to the area and provide a vehicle to sell town attributes one-on-one to visitors. They support current businesses by providing new sources of revenue.
Marketing Budget Overview 2017/2018
Event Support (Festivals, Logistics, Villafane) $288,720
Print 71,220
Digital Media 18,200
Creative Design/Services 36,860
General Office Expenses 10,000
Total $425,000
Projected Revenue 125,000
Net Costs 300,000
Note: The marketing budget last year was $461,000, not all of which was spent. The projected revenue for this year is a conservative estimate.)
Pumpkin Festival Budget Overview 2017/2018
Villafane Contract $85,000
Lighting/Supplies/Labor 12,000
Restrooms/Garbage 1,000
Entertainment/Rides 2,500
Up-front Merchandise 10,000
(Lanyards, Villafane legs/arms, Carving kits, Books, Postcards, Shirts, and Hats.)
Miscellaneous Elements 500
(Jack O' Lantern Craft Beer Garden, "Adopt a Pumpkin" Patch, Art activities and face painter, Autumnal themed vendors with glass, candles, etc., Food trucks/ice cream, Pie competitions and costumes, Pumpkin auction, and Carving nights)
Estimated Costs $111,000
Christmas Festival Overview 2017/2018
Logistics/Labor/Technical $15,000
Entertainment 13,000
(Concerts, Breakfast with Santa, pictures with Santa, Movie)
Up-front Merchandise 8,000
Snow Village (one weekend) 10,000
(Alpine slide, Real snow, Snow globe)
Tree (APS might sponsor) 20,000
Miscellaneous/Decor 6,000
Holiday Market (3rd party vendor)
(Candles, Wreaths, Glass ornaments, Bakery, Wine, Toys, Baskets, Pet gifts, Specialty foods, etc.)
Estimated Costs $72,000
Revenue Generating Forecast 2017/2018
ThunderBird Shows Vendor Permits $30,000
Business Licenses 20,000
Pumpkin Festival Sales 15,000
Pumpkin Sponsors 21,000
Christmas Vendors 10,000
Christmas Snow Village Admission 9,000
Christmas Donations 15,000
Pumpkin Vendor Fees 5,000
Total $125,000
4 options for the future were presented. Options #1 and 2 support economic development. They delay or minimize the likelihood of requiring a local property tax. Options #3 and 4 don't support economic development and will likely require a local property tax within 5-7 years.
Option #1-Continue what we are doing which is proving successful.
Option #2-Refine our current plan, make it more efficient, and fine tune revenue generators to offset costs.
Option #3-Marketing program of 3rd party vendors who execute events as they want.
Option #4-Do nothing.
The Council unanimously supported Option #2.
https://vimeo.com/215185574
Next, Councilman Mike Farrar presented his suggestions.
Looking at the Baker Study implementation guide at the back of the Study, there were some excellent recommendations that he felt were an important factor of economic development. The arrangement of street, driveway and alley topography should be legible, attractive and appealing, clearly defining primary streets over secondary streets as a guide to desired points of the Village Center. Design and provide common streetscape elements such as vertical curves, alternative paving material and street parking, with seasonal sidewalk landscaping, signs and street lights, including denoting the entrance points into the town. A conceptual drawing was provided in the Study. Re-stripe parking spaces and increase attractiveness and wayfaring of some of the secondary entrances into town that clearly define travelways and the artistic focal points.
A big part of that was artistic focal points on the roundabouts that would draw people in from the arterial streets. A public artscape program should be funded and certain artists selected to implement a public works project into the town. The Baker Study also suggested developing a sign package to re-purpose or relocate existing signs to better guide visitors into the Village Center. A parking directory kiosk should be placed in the Desert Gardens. Introduce a coffee kiosk or ice cream kiosk with seating during the weekends to energize the Gardens.
The final point was that regular meetings should be held with existing merchants to discuss the Master Plan and get feedback. He agreed that the Council had already committed to that.
Mr. Farrar's recommendation was to reduce the expense of the marketing budget (i.e. fairs and festivals) from 9% (net of Gina's total employment compensation) total operating budget to an amount more in line with other similar municipalities. Market festivals and fairs but with a smaller budget. He is not opposed to marketing the town and its events, but it needs to be something the Town can afford. With the smaller marketing budget, Carefree could afford the other capital improvements to our community that were recommended by the Baker study.
https://vimeo.com/215268368
Lyn Hitchon
Prepared by Carefree Truth
Visit our website at www.carefreetruth2.com If you know anyone who would like to be added to the Carefree Truth email list, please have them contact me. Feel free to share Carefree Truth with others on your list.
Visit www.carefreeazbusinesses.com to see more info about businesses in Carefree. Please support our merchants.
Issue #564, April 29, 2017
The Marketing presentation was given by Councilwoman Cheryl Kroyer, who began by saying that the primary target area is everything within a 15 minute drive time radius. Carefree is a desert gem with beautiful topography and iconic boulders, nestled between some of the most significant desert preserves in the state of Arizona.
The goal is to be a wonderful place to live for current residents, a destination for visitors and an economic center providing that which our growing population wants and needs, such as resorts, restaurants, culture, wellness, and the Desert Gardens. Carefree wants to provide unique experiences. This is accomplished by utilizing marketing programs to attract people and through economic development. "You can't have one without the other." The combination of the two will attract businesses, attract tourists, make the community vibrant, provide a good quality of life for residents, and make the town a social hub by creating the premier cultural center in the North East Valley. Over time, this will yield revenue.
The Town will continue to refine and build upon a program that is working. Positive results from the marketing efforts have produced increased visitor and resident traffic in the downtown. Carefree's two Town sponsored festivals were voted Best of the Valley in 2015 and 2016, and were rated among the Top 5 Things to Do. There has been positive feedback from residents and businesses that Carefree is doing a great job. Working with Villafane studios has increased the town's image and credibility, and has reinforced the town's image of a more open, friendly, family environment. The town has generated significant digital awareness both locally and globally, and has received over $1.3 million dollars in free local and national TV coverage over the past 2 years, according to the Nielson ratings system.
Excitement and enthusiasm for what Carefree offers is building every year. This has helped to create an environment that has encouraged the economic development currently happening. The Bashas' remodel has increased their business substantially. Spanish Village is under new ownership and is being reactivated. The Carefree Resort is in escrow, with the closing expected in June. It will be re-branded as a health and wellness center. The buyer is a well known, successful health and wellness center in the Tucson area. These successes have given Carefree entrees to new media sponsors and partners.
The Baker Study, done in 2015, included the following advice. "Create a comprehensive Village Center marketing plan...a unified, consistent approach to marketing...can help to establish the desired brand...and can contribute to strengthening consumer confidence in the area..." "Aggressively market a "village" image that is unique." "Create a cultural anchor and community focal points that repeatedly attract local residents and regional visitors."
Local business owners expressed appreciation.
"I just wanted to say how impressed I was with this year's Pumpkin Festival. The crowds were amazing and we saw a 20% increase in sales for October compared to the year before. The crowds were surprisingly huge during the evenings. I hope more merchants participate next year and realize the sales opportunities by extending their own hours of operation." Jo Gemmill-Owner, English Rose Tea Room, October 2016
"I wanted to say thank you for all your hard work and coordination of a fabulous event. I know many of us restaurant owners were nervous about the food trucks but they did not seem to effect us at all and I think they were needed to help round out the event. This event brings a tremendous amount of focus to Carefree and displays the town in a way that we want it to be displayed, highlighting the beautiful gardens and flow of the town center. Thank you for all your hard work." Catherine Marr-Owner, Venues Cafe, October 2016
"Great job! Best thing this town has done since I've owned a biz here!" Mike Kennelly-Owner, The UPS Store, Carefree, voted "2015 Business of the Year".
The target market includes successful business people looking to do business in a unique environment, resorts, restaurants, and businesses in which people shop daily or frequently, as well as better educated consumers aged 25-54 with disposable incomes who live north of the 101 and are looking for a unique experience offering desert beauty, culture, restaurants and resorts.
The marketing strategy objective is to be "the" vibrant social and cultural hub of the North East Valley. The 2017-2018 season calendar is comprised of the Enchanted Pumpkin Garden (October-November), Christmas in Carefree (December-January) and a Spring Experience as yet to be determined (March-April). These town sponsored festivals would be in-filled with signature 3rd party vendor fairs. These events help establish and strengthen the image of the town and engage local residents in their community. They attract and introduce new visitors and potential new businesses to the area and provide a vehicle to sell town attributes one-on-one to visitors. They support current businesses by providing new sources of revenue.
Marketing Budget Overview 2017/2018
Event Support (Festivals, Logistics, Villafane) $288,720
Print 71,220
Digital Media 18,200
Creative Design/Services 36,860
General Office Expenses 10,000
Total $425,000
Projected Revenue 125,000
Net Costs 300,000
Note: The marketing budget last year was $461,000, not all of which was spent. The projected revenue for this year is a conservative estimate.)
Pumpkin Festival Budget Overview 2017/2018
Villafane Contract $85,000
Lighting/Supplies/Labor 12,000
Restrooms/Garbage 1,000
Entertainment/Rides 2,500
Up-front Merchandise 10,000
(Lanyards, Villafane legs/arms, Carving kits, Books, Postcards, Shirts, and Hats.)
Miscellaneous Elements 500
(Jack O' Lantern Craft Beer Garden, "Adopt a Pumpkin" Patch, Art activities and face painter, Autumnal themed vendors with glass, candles, etc., Food trucks/ice cream, Pie competitions and costumes, Pumpkin auction, and Carving nights)
Estimated Costs $111,000
Christmas Festival Overview 2017/2018
Logistics/Labor/Technical $15,000
Entertainment 13,000
(Concerts, Breakfast with Santa, pictures with Santa, Movie)
Up-front Merchandise 8,000
Snow Village (one weekend) 10,000
(Alpine slide, Real snow, Snow globe)
Tree (APS might sponsor) 20,000
Miscellaneous/Decor 6,000
Holiday Market (3rd party vendor)
(Candles, Wreaths, Glass ornaments, Bakery, Wine, Toys, Baskets, Pet gifts, Specialty foods, etc.)
Estimated Costs $72,000
Revenue Generating Forecast 2017/2018
ThunderBird Shows Vendor Permits $30,000
Business Licenses 20,000
Pumpkin Festival Sales 15,000
Pumpkin Sponsors 21,000
Christmas Vendors 10,000
Christmas Snow Village Admission 9,000
Christmas Donations 15,000
Pumpkin Vendor Fees 5,000
Total $125,000
4 options for the future were presented. Options #1 and 2 support economic development. They delay or minimize the likelihood of requiring a local property tax. Options #3 and 4 don't support economic development and will likely require a local property tax within 5-7 years.
Option #1-Continue what we are doing which is proving successful.
Option #2-Refine our current plan, make it more efficient, and fine tune revenue generators to offset costs.
Option #3-Marketing program of 3rd party vendors who execute events as they want.
Option #4-Do nothing.
The Council unanimously supported Option #2.
https://vimeo.com/215185574
Next, Councilman Mike Farrar presented his suggestions.
Looking at the Baker Study implementation guide at the back of the Study, there were some excellent recommendations that he felt were an important factor of economic development. The arrangement of street, driveway and alley topography should be legible, attractive and appealing, clearly defining primary streets over secondary streets as a guide to desired points of the Village Center. Design and provide common streetscape elements such as vertical curves, alternative paving material and street parking, with seasonal sidewalk landscaping, signs and street lights, including denoting the entrance points into the town. A conceptual drawing was provided in the Study. Re-stripe parking spaces and increase attractiveness and wayfaring of some of the secondary entrances into town that clearly define travelways and the artistic focal points.
A big part of that was artistic focal points on the roundabouts that would draw people in from the arterial streets. A public artscape program should be funded and certain artists selected to implement a public works project into the town. The Baker Study also suggested developing a sign package to re-purpose or relocate existing signs to better guide visitors into the Village Center. A parking directory kiosk should be placed in the Desert Gardens. Introduce a coffee kiosk or ice cream kiosk with seating during the weekends to energize the Gardens.
The final point was that regular meetings should be held with existing merchants to discuss the Master Plan and get feedback. He agreed that the Council had already committed to that.
Mr. Farrar's recommendation was to reduce the expense of the marketing budget (i.e. fairs and festivals) from 9% (net of Gina's total employment compensation) total operating budget to an amount more in line with other similar municipalities. Market festivals and fairs but with a smaller budget. He is not opposed to marketing the town and its events, but it needs to be something the Town can afford. With the smaller marketing budget, Carefree could afford the other capital improvements to our community that were recommended by the Baker study.
https://vimeo.com/215268368
Lyn Hitchon
Prepared by Carefree Truth
Visit our website at www.carefreetruth2.com If you know anyone who would like to be added to the Carefree Truth email list, please have them contact me. Feel free to share Carefree Truth with others on your list.
Visit www.carefreeazbusinesses.com to see more info about businesses in Carefree. Please support our merchants.