ROCHESTER, MN DESTINATION BRANDING ASSIGNMENT
ROCHESTER CONVENTION AND VISITORS BUREAU
ROCHESTER AMATEUR SPORTS COMMISSION
MAYO CIVIC CENTER
EXECUTIVE SUMMARY: DISCOVERY PHASE REPORT
February 15, 2017
The Discovery Phase is the first phase of work performed by Fuseideas for the Rochester Convention
and Visitors Bureau (RCVB), Rochester Amateur Sports Commission (RASC) and the Mayo Civic
Center (MCC) as part of the Destination Branding Assignment awarded to the full-service marketing
agency through competitive RFP process. For the last 10 weeks, Fuseideas worked in close
collaboration with the RCVB, RASC and MCC to perform a comprehensive examination of the
Rochester, MN brand. As planned and agreed, the firm prepared a detailed Discovery Phase report
for the Brand Task Force based on the information collected to date. Although additional
examination is being completed, the following is an Executive Summary of the report presented to
the Brand Task Force recently at the Mayo Civic Center.
Destination Branding: Fuseideas shared its belief that effective destination branding must be based
on essential truths of the destination, such that the brand platform, positioning and brand identity
are reflective of a genuine sense of place, representing an authentic and organic brand promise that
is both meaningful and differentiating, and will resonate with audience segments and key
stakeholders including the community members in the destination.
Multi-Organizational Approach: The agency was asked to provide a Point Of View on the validity of
a multi-organizational approach to destination branding. Fuseideas believes that it is highly effective
and important for the RCVB, RASC and MCC to work together to create and communicate a
consistent destination brand for Rochester, MN. In this regard, the “Branded House” model is
appropriate because the goals of the three organizations are aligned, the needs to the organizations
for brand strategy are synergistic, and the consistent presentation of a clarified destination brand
across all three organizations will contribute to greater brand equity for Rochester, MN overall.
The Discovery Process: To unveil brand truths, Fuseideas uses a process that includes:
1. Review of existing research and information
2. New Original Research (Quantitative)
3. Brand Immersion (Online and On Site)
4. Stakeholder Engagement/Research (Qualitative)
5. Brand Audit
6.
7.
8.
9.
Key Metrics
Current Trends/Third Party Research
Competitive Review
Summary SWOT Analysis
1. Review of Existing Research and Information: The agency reviewed all available research
and consulting reports completed for the RCVB, RASC and MCC in recent years including a
Brand Development Study from 2014. The agency also reviewed articles and information
about the DMC (Destination Medical Center) Initiative, an industry report prepared for MCC,
a report on a potential new arena, and Reports to the Community from the RCVB. Substantial
desktop research was completed on all aspects of Rochester, MN as a destination, including
review of social media sites and resources such as TripAdvisor, Yelp and others.
2. New Original Research: Fuseideas worked with RCVB, RASC and MCC marketing staff to
develop and field two online surveys, one distributed to 2,844 visitors/inquirers from the
RCVB database, and the other distributed to 4,930 clients, sales contacts, promoters, and
sports contacts compiled from the RCVB, MCC and RASC. The survey questions probed
different aspects of brand image, expectations, experience, strengths/weaknesses, and
marketing related issues.
3. Brand Immersion: The agency’s representatives spent a week in Rochester and in addition to
conducting stakeholder interviews participated in tours and visitor experiences. This activity
included time spent at Mayo Clinic, Plummer Building, exploring the Skyways/Subways,
Rochester hotels and restaurants, observing nightlife, a tour of Assisi Heights, and a driving
tour matching the Rochester City Trolley Tour.
4. Stakeholder Engagement/Interviews: Fuseideas conducted one-on-one and small group
interviews with more than 60 individuals in person and via telephone to explore the
attributes, character, strengths, weaknesses, opportunities and threats to the Rochester
brand. The interviewees included staff and leadership of the RCVB, RASC, and MCC;
representatives of Mayo Clinic, the Rochester business community, Chamber of Commerce,
Downtown Alliance, the Rochester Arts community, city government, local media companies,
sports organizations, hotel/lodging, and more. (Note: As of this writing interviews continue.)
5. Brand Audit: Working with the RCVB, RASC and MCC, Fuseideas collected and reviewed
samples of marketing materials and communications for the purpose of evaluating the
consistency of brand identity and brand communications.
6. Key Metrics: The critical set of KPIs (Key Performance Indicators) for the RCVB, RASC and
MCC were identified in the RFP process, and Fuseideas has examined these in preparation of
recommendations for ongoing measurement that will be shared during the Strategy Phase.
7. Current Trends/Third Party Research: The agency reviewed emerging trends and selected
certain of these to share with the Brand Task Force.
8. Competitive Review: Fuseideas worked with the three organizations to identify 17 cities
across the Midwest US that represent the primary competition for Rochester, MN for visitors,
meetings and conventions, sports events, plus trade shows and entertainment events. The
agency prepared numerous comparative data tables and information relating to such aspects
as population, size of convention facilities, number/types of sports facilities, names of CVB
organizations, names of Sports Commissions, names of convention centers, and much more.
9. Summary SWOT Analysis: Drawing from all of the research and information, the agency
prepared a summary analysis of Strengths, Weaknesses, Opportunities and Threats. Plus, the
agency organized different categories of opportunities it believes can be pursued, as well as
key observations in the other areas.
Key Insights & Observations: A few of the Key Insights and Observations contained in the 154page report include:
a) From Research:
• Visitors consistently give highest ratings for their experience with “Friendly, helpful,
people”
• Visitors consistently give low ratings to “Things to do”, “Nightlife” and “Attractions”
• Top 3 things that Rochester represents: Mayo Clinic/Medical, Culture (Friendly/caring),
and Friendly People
• Top 3 experiences/reasons to visit (aside from Mayo Clinic): Dining/Restaurants,
History/Heritage, Sports
• Visitors rate their Rochester, MN experience highly (86% satisfied or very satisfied),
and the rate of unsatisfied is extremely small (1% or less)
• Nearly half of visitors say Rochester exceeded their expectations
• 69% say their perceived image of Rochester improved after visiting
• Safety/Security is a leading attribute
• 70% of visitors feel Rochester, MN has a distinct image; Friendly, Convenient, Clean
are top words visitors say describe the destination
• 90% of inquirers have a low awareness/knowledge of what Rochester offers
• 81% of attendees of all types of events in Rochester, MN are from the region
• Nightlife, Arts & Culture and Entertainment are perceived as weaknesses by those
who plan and book meetings and conventions, sporting events, concerts, trade shows,
etc.
b) From Brand Immersion:
• There is a hunger for access to information about the history of the Mayo Clinic and
the Mayo Brothers story
• Rochester offers the attractive combination of being a very “walkable” city that is also
a safe place to explore
• The skyway/subway system is a unique feature
• The dining/cuisine scene is enjoyable
• The Health + Art + Wellness program offered by the Rochester Art Center seems very
organic to the home city of the Mayo Clinic
• Public art installations are terrific, and the art in the Mayo Clinic is a fabulous attribute
of the destination
• The welcoming, caring, empathetic hospitality and service people provide wonderful
experiences to visitors
c) From Stakeholder Engagement/Interviews:
• Many key insights about Rochester, MN, the RCVB, RASC, MCC, Mayo Clinic, and the
DMC (too numerous to include here), for example: Rochester, MN has a fascinating
“brand legend” – the story of William Mayo, the tornado of 1883, Mother Alfred Moes
and the Sisters of Saint Francis
• Themes that emerged:
i. Many exciting things happening in Rochester, MN
d) From
•
•
e) From
•
•
•
•
1. DMC Initiative
2. Mayo Civic Center Expansion
3. New Hotels
4. More Restaurants – Dining/Cuisine
5. Nightlife Improving
ii. Friendly, Welcoming, Caring Culture
1. Minnesota Nice +
2. Hospitality/Service Staff – Phenomenal (CTA Training)
3. Values – Include Empathy/Genuine Caring
iii. Local Flavor
1. No franchise restaurants downtown
2. Unique local businesses with owner present
3. “Small Town” feeling
iv. “We provide exceptional experiences”
1. Care and personal attention
2. MCC events
3. Sports events
4. Visitors of all kinds
v. Continuing Influence of Mayo Brothers/Mayo Clinic
1. Through the 30,000+ employees of Mayo Clinic
2. Spirit of innovation, quality of care, global perspective
3. Legacy, history tied to the community/visible throughout the
community
vi. Spirit of Innovation
1. Legacy/history of Mayo Clinic and IBM accomplishments
2. New growth in Bio-tech, Life Sciences, Pharma.
3. Important work by talented, dedicated people
the Brand Audit
RCVB, RASC and MCC all have consistent presentation of individual brand identities
In the samples reviewed from each organization, the brand is clearly identified, logo
use is consistent and effective, a single brand identity is used, all materials from each
organization look like they are from one organization, colors are generally consistent
Examination of Current Trends
Health and Wellness Tourism
i. A $536 Billion sector of the tourism industry
ii. Mayo Clinic Healthy Living Program is an emerging opportunity
Safety and Security as Criteria for Meetings Site Selection
i. Now a top consideration for professional meeting planners
ii. Places seen as safe/secure may have an important competitive advantage
The Festivalization of Meetings and Events
i. For example, SXSW (South by Southwest in Austin)
ii. Potential opportunity for destinations to develop and own a signature event
Community Driven Convention Centers
i. Demand that convention centers not only create revenue for cities but also
improve life of the people who live there
f)
From
•
•
•
•
g) From
•
•
•
•
•
•
•
•
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ii. Centers should be connecting with the community and integrating within the
life of the city
the Competitive Review
The [Place Name] Convention and Visitors Bureau remains the most common naming
approach for CVBs across the 17 competitive cities
The Mayo Civic Center is the only “civic center” – the most common naming
approach is [Place Name] or [Other Name] Convention Center
No other Sports Commission uses the term “Amateur” in its name
With the expansion, Rochester, MN is now more competitive joining 7 of 17 cities in
the region with meeting/event facilities of 200,000 square feet or more
the SWOT Analysis (Just from the Opportunities portion)
Build awareness of Rochester, MN destination strengths
Clarify place/identity of Rochester, MN (vs Rochester, NY)
Storytelling – all the exciting things happening in Rochester, MN
Focus on the excellent, friendly, memorable service and experiences
Leverage the fascinating history/legacy of the Mayo Clinic
Communicate “Curated Experiences” – targeted to guest profiles
Develop theme of unique local flavor as a point of differentiation
Further the story of innovation and creativity of Rochester, MN as a means of
engagement
Spotlight the talent, experience and dedication that creates phenomenal experiences
at the Mayo Civic Center, at the sports facilities and throughout the destination
Similar groups of key observations are included in the report for Strengths, Weaknesses and
Threats, as well as additional information about Opportunities.
Summary: Eight Important Core Brand Truths:
Rochester is a place with:
1.
2.
3.
4.
5.
Many exciting things happening
A friendly, welcoming, caring culture
Genuine local Flavor
People who create exceptional experiences
A respected medical institution, Mayo Clinic, known internationally for quality of care and
innovation
6. Continuing influence of Mayo Brothers
7. A spirit of innovation
8. A feeling of community
Next Steps: After the Discovery Phase, we move into the Strategy and Creative Phases, in which the
insights and observations are used to inform the development of strategic recommendations.
Additionally, the agency’s creative team is briefed and work begins on proposed destination
branding – including the development of design concepts for logos and taglines. Our assignment
also includes development of strategic brand naming for the three organizations, RCVB, RASC and
MCC. Concepts will be presented to the Brand Task force, and then taken through Creative Testing
with community members, stakeholders, and representative visitors, clients and sales contacts.