HSMAI_SouthSeas_Platinum

BEST OF SHOW & PLATINUM AWARDS
HOSPITALITY SALES & MARKETING ASSOCIATION INTERNATIONALADVERTISING | PUBLIC RELATIONS | WEB MARKETING
THE 2005 ADRIAN AWARDS
C O M P E T I T I O N C A S E S T U D I E S
Algonquin Hotel
The Bahamas Ministry of Tourism
Holiday Inn Hotels & Resorts
Las Vegas Convention & Visitors Authority
Little Dix Bay, a Rosewood Resort
Massachusetts Port Authority
MGM MIRAGE
NYC & Company
Radisson Seven Seas Cruises
Royal Caribbean International
South African Tourism
South Seas Island Resort
Turkish Culture and Tourism Office
Walt Disney Parks & Resorts

A-2 HSMAI ADRIAN AWARDS COMPETITION
ADRIAN AWARDS
A D V E R T I S I N G
PUBLIC RELATIONS
WEB MARKETING
Thank You!
For your generous support of the 16th Annual Adrian Awards.
A Celebration of Creative Excellence in Travel and Hospitality for
Advertising, Public Relations and Web Marketing.
Benefactors
DEPARTURES Magazine
TravelCLICK
Patrons
New York Marriott Marquis
The New York Times
Panzano & Partners
VNU Business Publications
Sponsors
Bloomingdale’s
Getty Images
Paint the Town Red
Puritano Media Group
Travel Agent Media Group
The Wall Street Journal
Contributors
ADB Marketing Communications
Crowne Plaza Hotels & Resorts
Kahn Travel Communications
Neil W. Ostergen & Associates
Taryn Schneider Communications
Warren Kremer Paino

HSMAI ADRIAN AWARDS COMPETITION A-3
>Contents
The following pages unmask great talent and creative
excellence. They are case studies that celebrate the best of
the best in the Hospitality Sales & Marketing Association
International’s (HSMAI) Adrian Awards Competition – the
largest travel-related contest of its kind in the world.
Originality, creativity, and simply great results are what
persuaded a panel of industry experts to deem these
award-winning in the categories of advertising, public
relations and web marketing. They are the coveted
Platinum Winners, recognized as the most outstanding
entries from categories within the travel industry, and judged
to be the most extraordinary from all of the prestigious
gold winners. And out of those awarded Platinum, one in
each category of the advertising, public relations and web
marketing competition received the ultimate honor and
highest distinction of Best of Show.
As a colleague and member of the hospitality, travel and
tourism industry, we hope you will find knowledge and
inspiration from these case studies, as well as an appreciation
for the companies and agencies responsible for creating and
executing these outstanding initiatives. Chosen from more
than 1,200 entries received from 36 countries, HSMAI is
proud to present the Best of Show and Platinum Adrian
Award winners for 2005.
THE HSMAI ADRIAN AWARDS COMMITTEE
Also Presenting:
The DEPARTURES Magazine
Luxury Marketing Achievement Award
and
The TravelCLICK
E-Marketer of the Year Award
A-4 Best of Show: Las Vegas Convention
& Visitors Authority
PLATINUM WINNERS
A-6 The Bahamas Ministry of Tourism
A-7 Holiday Inn Hotels & Resorts
A-8 Massachusetts Port Authority
A-9 South African Tourism
A-10 South Seas Island Resort
A-11 Walt Disney Parks & Resorts
A-12 Best of Show: Algonquin Hotel
PLATINUM WINNERS
A-14 Little Dix Bay, a Rosewood Resort
A-15 MGM MIRAGE
A-16 NYC & Company
A-17 Radisson Seven Seas Cruises
A-18 Turkish Culture and Tourism Office
A-20 Best of Show:
Royal Caribbean International
DEPARTURES MAGAZINE LUXURY
MARKETING ACHIEVEMENT AWARD
A-22 Little Palm Island Resort & Spa
TRAVELCLICK E-MARKETER
OF THE YEAR AWARD
A-23 Joie de Vivre Hospitality
Editor: Taryn Schneider
Design: Liz Lennon
HSMAI Best of Show
& Platinum Awards
2005 Adrian Awards Competition CaseStudies
P U B L I C R E L A T I O N S
W E B M A R K E T I N G

SITUATION: The very successful“What Happens
Here, Stays Here” (WHHSH) campaign had been
running for two years and continued to resonate
strongly with target audiences. It had become
part of the cultural vernacular and achieved
iconic status. In fact, consumers reacted to
the campaign with a“what are they going to do
next” attitude when polled on the television
spots. The challenge was to come back with
a third chapter of the campaign that would
raise the bar even further.
OBJECTIVE: Increase brand awareness and
drive web visitation.
STRATEGY:>Extensive research indicated that
previous WHHSH campaigns influenced men
and women ages 25 to 54, usually married,
household income of $50K, with a secondary
emphasis on ages 25 to 34. Additionally, the
campaign delivered a substantial shift in how
consumers view Las Vegas as a vacation
destination. It moved perception on a number
of levels, such as being seen as “old” to “new
and exciting.”
>The brand positioning behind WHHSH was
based on the concept of Adult Freedom – that
the Las Vegas environment allows visitors to do
things they can’t or wouldn’t do at home.
>The plan included developing TV spots that
appealed to a number of demographic profiles,
from “twentysomethings” to those in their late
40s and early 50s. The new round of WHHSH
was designed to go beyond past efforts with
spots that didn’t even take place in Las Vegas.
As Las Vegas had reached a point where the
brand transcends the actual visit to the city,
developing spots that take place leading up
to and after the trip took the campaign to the
next level.
TACTICS: As in the past campaign, the key
message was you can do things in Las Vegas
that you couldn’t, or wouldn’t, do anywhere
else.“What Happens Here, Stays Here. Only in
Vegas.” Among the five spots produced were:
>“Parents.” In the first spot set outside Las
Vegas, a middle-age couple returns from a
trip, they get out of a cab in front of their
home and their teenage son is frantically
cleaning up from an apparent party. Once
inside the cleaned up living room, the
parents ask the son “What have you been
up to?” to which the son sheepishly retorts
“Nuthin.” He then quickly adds “What have
you guys been up to?” and the parents,
looking equally guilty, declare “Nuthin.”
BESTOF
S H O W
Las Vegas Convention & Visitors Authority>Vegas Stories 3
Client Team: Las Vegas Convention & Visitors Authority>Rossi Ralenkotter PRESIDENT
& CEO; Terry Jicinsky SENIOR VICE PRESIDENT OF MARKETING; Sue Covey ADVERTISING MANAGER
Agency Team: R&R Partners>Randy Snow CREATIVE DIRECTOR/VICE PRESIDENT;
Arnie DiGeorge CREATIVE DIRECTOR; Rob O’Keefe DIRECTOR OF ACCOUNT PLANNING
The very successful “What Happens Here, Stays Here”
(WHHSH) campaign had become part of the cultural
vernacular and achieved iconic status.
LAS VEGAS
CONVENTION
& VISITORS
AUTHORITY
“Parents”

Web visitation had been relatively flat for the six months prior
to the launch, and within six months of the ads premiering,
visitation numbers jumped by over 32%.
>“Names.” To demonstrate that when people come to
Las Vegas they can almost assume another identity, this
spot depicts a woman and her friends amusingly doing
just that. The women appear in different locations,
each time introducing themselves with a different name.
The main character starts each line with “Hi, my name
is…” and in each take, she uses a different name as a
familiar pattern evolves. The flurry of names include
“Marcia,” “Jan,” “Carrie,” “Amanda,” “Xena” and
even “Hi, I’m Lucy and this is my friend Ethyl.” The
screen then goes to “What Happens
Here, Stays Here.”
>“Bachelor Party.” Las Vegas is
famed for its bachelor party, and this
spot plays on that with a twist. Three
guys are first seen in a cab outside a
resort talking about what they did
over the weekend. It becomes evident
that they were at a bachelor party for
one of the guys. As they joke about
their trip, they see in front of their cab
a limo dropping off a group of girls
with one wearing a bridal veil –
obviously a bachelorette party. The
girls are flirting with the cab driver
and by the look on the face of the
bachelor, it’s clear that she is his
fiancée. The screen goes to “What
Happens Here, Stays Here” and one
of the groom’s friends is heard to
say “Now that’s going to make for
an interesting toast.”
RESULTS:>An impact study by Wirthlin Worldwide
confirmed that among past leisure visitors, 80% had
favorable impressions of the ad campaign and among
those that had never been to Las Vegas, 72% had
perceived it positively. Of those who viewed it, 73%
had a “high” interest in going to Las Vegas.
>Web visitation had been relatively flat for the six
months prior to the launch, and within six months of
the ads premiering, visitation numbers jumped by over
32%, dramatically decreasing the cost per thousand.
“Names”
“Bachelor Party”

SITUATION: In 2003, The Islands Of The Bahamas
faced a difficult reflection in the mirror. The
nation’s image had become synonymous with fun
in the sun, rather than a diverse archipelago of
700 islands with a wide range of culture, beauty
and experiences. The Ministry of Tourism reacted
with a re-branding effort in 2004 that included a
new logo, communications plan and redesigned
website that aimed to combat misperceptions
and communicate multiplicity. After the re-launch,
2005 brought new challenges. With the devastating
hurricane in 2004, The Bahamas couldn’t afford
to miss a beat.The nation needed to build on the
positive re-branding momentum with an innovative,
differentiating campaign, connecting with
consumers in new ways.
OBJECTIVE:>Create an integrated campaign to
drive consideration for, and promote travel to
The Islands Of The Bahamas.
>Change perceptions, educate consumers and
spread awareness that The Bahamas is not a few
islands with sun, sea and sand but that it is a
country made up of over 700 islands, delivering
a rich multiplicity of experiences.
>Differentiate from other warm weather
destinations and establish The Bahamas as an
Island Hopping Escape.
STRATEGY: The concept conceived was “Escape
From Everyday Life”as it tapped into the emotions
of the target audience and successfully showcased
multiplicity. The messaging would communicate
that The Bahamas’ hundreds of islands deliver
the ideal escape from the stress, busyness, and
monotony of everyday life.
TACTICS:>Fallon Worldwide conducted qualitative
research to ensure the “Escape” campaign was
communicating its intended message. Common
misperceptions were confirmed and it was
revealed that the idea of "escaping from everyday
life" was appealing, and the variety of islands and
available activities were welcome revelations to
many respondents.
>Not typified by a specific age group,the audience
was defined as active, seeking experiences, and
looking for enrichment.They are passion driven and
actively pursue their many interests by devoting
their free time to what they care about most.
>The campaign would differentiate through
innovative creative and media execution.The
tone, language and sophisticated humor
captured the personality of the destination, as
did The Bahamas’ logo with its colorful, vibrant
representation of the island. Throughout the
spot, a vacationer virtually hops from island to
island, with each “stopover” depicting a different
flavor of the rich island life, from beach and
sports to history and culture.
>The Island Hopping TV spot ran on national
cable, primarily on a weekend-only schedule.
RESULTS: The integrated campaign drove
significant traffic to both 1-800-BAHAMAS and
to www.bahamas.com. Calls to 1-800-BAHAMAS
exceeded 2004 volume: April 2005 was up 61%
over April 2004. In addition, there were spikes
in unique visits to bahamas.com.
The Bahamas Ministry of Tourism>Island Hopping TV Spot
Client Team: The Bahamas Ministry of Tourism>Vernice Walkine DIRECTOR GENERAL;
Basil Smith SENIOR DIRECTOR COMMUNICATIONS; Stephanie Toote GENERAL MANAGER ADVERTISING
Agency Team: Fallon Worldwide>Todd Riddle GROUP CREATIVE DIRECTOR;
Steve Driggs ART DIRECTOR; Ryan Peck WRITER
CONVENTION
BUREAU/
DESTINATION
THE
BAHAMAS
MINISTRY
OF
TOURISM
The messaging would communicate that The Bahamas’
hundreds of islands deliver the ideal escape from the stress,
busyness, and monotony of everyday life.

SITUATION: In early 2004, Holiday Inn had
unveiled the key to its future growth – the
prototype for all new Holiday Inns to be built
in the years to come. To ensure a successful
launch, the company needed to sign up as many
franchisees as possible, and as rapidly as possible.
Not easy as Holiday Inn faces a disadvantage in
a fiercely competitive landscape. Other chains
like Westin, Sheraton, Marriott and Hilton are
perceived to be hotter properties with more
up-to-date designs and superior brand caché.
The perfect way to counter this perception was
the prototype itself, located in Duluth, Georgia.
Seeing it, touching it, interacting with its many
technology and design advances was the only way
to realize how the new Holiday Inn perfectly
addresses the needs of modern travelers and
today’s franchisees. Such features cannot be
conveyed on paper. But because prospective
franchisees are dispersed across the U.S., it’s not
often feasible for them to tour the prototype.
OBJECTIVE:>Significantly widen the net to reach
prospective hotel franchisees
nationwide with the new
Holiday Inn story.
>Rapidly turn prospects into
bona fide sales leads for the
new Holiday Inn.
>Drive more new construction
commitments into Holiday
Inn’s development pipeline.
>In order to achieve the
above, dramatically change the
target’s perception of Holiday
Inn so it was seen not as a
brand of the past but as the
hotel of the future.
STRATEGY: Bring the mountain
to Mohammed. Find a way to
deliver the prototype to the
franchisees so they can experience it for
themselves. In doing so, radically alter their
perceptions by positioning the new Holiday Inn
as a new kind of hotel, built from the ground
up to optimize guests’ hotel experience and
maximize franchisees’ return on investment.
TACTICS:>Digitas created an information-rich
virtual tour that let potential hotel franchisees
delve as deeply as they wished into every aspect
of Holiday Inn's new prototype hotel. Interactive
elements allowed prospects to peek into every
corner of the hotel, change the fabric on the beds
and the artwork on the walls, add and remove
entire floors, even smell the pool chemicals.
>The Holiday Inn E-Book was first unveiled at one
of America’s most important conferences for
franchisees, where it was placed on attendees’
chairs.The package was then direct-mailed to key
prospects across the United States.
RESULTS: The Holiday
Inn E-Book rewrote the
book on how hotel
franchises are marketed.
Success was measured in
terms of end results: the
number of leads generated,
new deals closed and
ROI for the project. Active
prospects considering the
Holiday Inn brand for development tripled in just
the first three months following the release of the
Holiday Inn E-Book in early June 2004. In just
over a year, 93 new deals have been signed, all
of which were closed using the E-Book.This
represents over $813,750,000 in new investment
to the brand, and an ROI of 3,950%.
Holiday Inn Hotels & Resorts>Holiday Inn E-Book
Client Team: Holiday Inn Hotels & Resorts>Mark Snyder RSVP,
BRAND MANAGEMENT; Cindy Murphy DIRECTOR OF BRAND MANAGEMENT;
Wayne Hamilton DIRECTOR OF BRAND MARKETING
Agency Team: Digitas>Lou Ramery EXECUTIVE VICE PRESIDENT/MARKETING;
Geoffrey Underwood SENIOR VICE PRESIDENT, MARKETING DIRECTOR;
Andrea Abrahamson VICE PRESIDENT, ASSOCIATE DIRECTOR
In just over a year, 93 new deals have been signed,
all of which were closed using the E-Book.
HOTEL
CHAIN/
FRANCHISE
HOLIDAY INN
HOTELS &
RESORTS

SITUATION: The Black Falcon Cruise Terminal
ranks as one of the most popular cruise ports in
North America. Like many in the travel industry,
the terminal was experiencing a steady downturn
in traffic in the aftermath of 9/11 and needed to
rebuild awareness levels. Also,
60-70% of Black Falcon’s users
originate from outside New
England, so it faced significant
competition from three ports
that account for nearly 50% of
the total cruise traffic in the
U.S.: Miami, Port Canaveral
and Fort Lauderdale.
OBJECTIVE: The goal of the
campaign was to increase
passenger volume through the
Black Falcon Cruise port in
order to help retain and grow
the existing sailing schedule.
STRATEGY: Create an advertising campaign that
would convey the message that Boston’s Black
Falcon Cruise Terminal provides access to some of
the best cruising in North America, departing from
one of the world’s greatest cities to visit – Boston.
TACTICS:>With four distinct target audiences –
travel agents, cruise-oriented trade show attendees,
cruise decision makers and consumers in New
England – focus groups with both consumers and
Boston area travel agents were conducted to gain
qualitative insight.Telephone interviews were
also conducted with travel agents who worked in
other New England states. Based on research
results, ISM created and launched the Black
Falcon Cruise Initiative.
>The goal was to create a revolution in peoples’
perceptions.Travelers don’t need to go all the
way to Florida to get on a cruise ship when they
can do it more conveniently from Boston. Plus,
there’s the added benefit of visiting one of
America’s most historic cities.
Those messages were captured in an attention-
getting, fun, provocative way that stood out in the
competitive environment. The solution came
straight from the pages of Boston and America’s
history – a modern day“call to arms”with a series
of revolutionary statements shot on parchment,
combining historic and modern elements.
The proclamations were supported with facts
and statistics. Readers were asked to “join the
revolution,” while a positioning line redefined
Boston as a primary destination for cruise
enthusiasts: “Boston. It’s Cruise City.”
RESULTS: Black Falcon Cruise Terminal has
become much more attractive to cruise lines, not
only due to the port’s accommodations, but also
because of Boston’s close proximity to Canada
and directly across the Atlantic from Europe.
Awareness levels indicated growth and current
data shows that the terminal has exceeded 2005
expectations with over 100 cruise ships calling
on Boston and more than 230,000 passengers,
up over 15% from 2004.
Massachusetts Port Authority>Black Falcon Cruise Initiative
Client Team: Massachusetts Port Authority>Elaine Richardson DIRECTOR OF MARKETING;
Marcia Duffy DIRECTOR, CRUISE MARKETING & DEVELOPMENT;
Nick Billows DEPUTY PORT DIRECTOR, SALES AND MARKETING
Agency Team: ISM>Bob Minihan EXECUTIVE CREATIVE DIRECTOR;
Sandi Quatrale/Karalyn Leavens, ART DIRECTORS/DESIGNERS; Bob Minihan/Sid Murlidar WRITERS
TRANSPORTATION
MASSACHUSETTS
PORT
AUTHORITY
Readers were asked to “join the revolution,” while a
positioning line redefined Boston as a primary destination
for cruise enthusiasts: “Boston. It’s Cruise City.”

SITUATION: South African Tourism (SAT) was
looking to showcase a new brand positioning
that would capture the essence of what makes a
vacation in South Africa different than any other
place.It wanted to establish a worldwide reputation
for being the place where one could break new
ground and try new and unique experiences.
OBJECTIVE: Develop a brand image campaign
with a message that South Africa is the place
where you can expand your horizons. Portray
that the South Africa visitor isn’t merely an
onlooker, but rather an active participant –
that it’s an explorer’s destination.
STRATEGY:>Reach out to South Africa’s primary
audience who are travelers, not tourists.
Sophisticated and experienced, they’ve seen
much of the world and while they enjoy
adventure and luxury equally, they are looking
for uncommon authentic experiences.
TACTICS:>A graphic tagline was developed to
depict the campaign theme that South Africa is a
country that has made the impossible, possible.
And what the traveler thought was impossible to
experience on vacation is indeed possible.
>The campaign also showed that in the same way
longitude and latitude meet in South Africa, the
traveler and the destination also meet in life
changing moments. Utilizing GPS coordinates
of every image shot in the campaign, headlines
underscored the explorer nature of the destination.
>Each 60-second spot is introduced with a
voice-over asking if a particular emotion a traveler
might feel could have a physical address. The
spot answers this by showing what it’s like to
experience these emotions in South Africa and the
exact GPS address of these experiences. These
featured everything from the breathtaking thrills
of a wild safari encounter to the sophistication of
a wine tasting in the Cape vineyards. Each spot
ends with the question,“Is there really such a place?”
and answers with logo, tagline “It’s impossible”
and the country coordinates of South Africa.
>The body copy is written like the thoughts that
might go through the traveler’s head at that
moment. In one print ad, a cheetah has leaped on
the hood of our safari vehicle as we wonder“Is
there a place where a cheetah’s breath could meet
my own? Where giraffes meet the 18th hole on a
golf course? Where a romantic outdoor dinner
meets guests with four legs? Goosebumps meet
orangeygreeneypurpleypink sunsets? Crocodiles meet
five-star menus? And everything that only happens
to other people meets my life? It’s impossible.”
>Travel and exploration-minded media were
selected for placement. SAT partnered on one of
the biggest tourism board agreements with
National Geographic for their publications, cable
networks and websites.
RESULTS: While visitor spend increased by
25.2%, SAT measures the success of this campaign
in visitor arrivals. Exceeding expected goals, the
American market showed a continued growth
trend of 13.8 % increase in visitor arrivals in the
first quarter of 2005. From all global markets, a
record 1,795,989 foreign arrivals were recorded in
South Africa for the first three months of 2005, a
10.3% increase over the prior year.
South African Tourism/South African Tourism Branding
Client Team: South African Tourism>Themba Khumalo CHIEF MARKETING OFFICER
Agency Team: Myriad Travel Marketing>Al Merschen MANAGING DIRECTOR;
Asher Hung CREATIVE DIRECTOR; Julie Averay SENIOR ACCOUNT EXECUTIVE
The campaign was designed as a mix of visuals and language that
would allow these explorers to see and believe that the most fantastic,
exotic and impossible experiences are, in fact, possible in South Africa.
CONVENTION
BUREAU/
DESTINATION
SOUTH
AFRICAN
TOURISM

SITUATION: Badly damaged by Hurricane Charley
in August 2004, South Seas Plantation Resort used
the opportunity to initiate a $140 million resort
renaissance and rejuvenate the entire property,
scheduled to re-open in January 2006. Without
having property photos to show, South Seas
needed a campaign that redefined themselves
among its upscale,affluent audience with a sense
of “unveiling” the new
and improved tropical
resort destination.
This would also be the
vehicle to announce
its new name, South
Seas Island Resort.
OBJECTIVE: The goals
were to maximize
awareness of the
completely rejuvenated
South Seas Island
Resort,ensure it
re-established itself in
the consideration set
for targeted consumers
planning destination
resort vacations and
send potential guests
to the website for
more information.
The campaign would
help to drive bookings
before the resort was
fully re-opened.
STRATEGY: Research
indicated that South
Seas Island Resort’s
target audience wants an escape from the frenetic
pace of contemporary life to relax with friends,
family and new acquaintances in a resort
environment that reflects their traditional values
and lifestyle. The all-new South Seas Island
Resort would be an "island of tranquility in a
sea of stress," and the marketing and branding
efforts would reflect that.
TACTICS: To illustrate calm and peacefulness, the
advertising campaign utilized white space and
deep blue colors to captivate the readers’ minds
and evoke a sense of serenity, while the concise
body copy intrigues them to learn more. The
striking, graceful images featured sleek silhouettes
in several different poses. Headlines scripted in
elegant type promised the experience: “Be
captivated. Again,” “True love only happens
twice,” and “We vow to captivate you.”
RESULTS: The campaign received exceptional
reviews. Consumers claimed the stimulating
images were eye-catching and unforgettable.
The ads have been described as “amazingly
breathtaking, that speak volumes about the
allure of South Seas Island Resort.”
South Seas Island Resort>South Seas Advertising Series
Client Team: South Seas Island Resort>George Brennan VICE PRESIDENT OF MARKETING;
Chris van der Baars GENERAL MANAGER; Johanna Bayley BRAND MANAGER;
Kerry Mitruska DIRECTOR SALES & MARKETING
Agency Team: YPB&R>Frank Salonek ART DIRECTOR; Larry Tolpin/Susan Hoerchler
COPYWRITERS; Larry Tolpin/Brandy Gill CREATIVE DIRECTORS
HOTEL
SOUTH
SEAS
ISLAND
RESORT
The all-new South Seas Island Resort would be an
"island of tranquility in a sea of stress," and the marketing
and branding efforts would reflect that.

SITUATION: The Happiest Celebration on Earth
(HCOE),the biggest celebration in Disney history,
represented 50 years of magic at Walt Disney Parks
and Resorts (WDP&R) with new global attractions
and entertainment in honor of the 50th Anniversary
of Disneyland. The celebration spotlighted all
Disney theme parks around the world and provided
a time sensitive reason to visit, for both repeat and
first time guests. HCOE marked the first time that
all Disney destinations worldwide – 11 theme parks
in five countries reaching 100 million guests –
joined to commemorate one important milestone:
Disneyland’s 50th, the biggest celebration ever
for WDP&R.
OBJECTIVE: With the expansion of WDP&R to
include a 5th destination in September 2005 –
Hong Kong Disneyland – as well as the continued
growth of the four existing destinations,
guests are continually educated about, and
inspired to, take an extended vacation to enjoy
all that the resorts have to offer. A subset of
the growth/visitation objective was to target
segments including tweens,multicultural families,
families with children under five years of
age, multi-household families and families who
identified cost as a barrier to visitation.
STRATEGY: The key message of the HCOE
campaign was about celebrating the magic of
Disneyland, and about coming home to the
magic that lives in the hearts and minds of the
young, and young at heart, around the world.
TACTICS:>The HCOE campaign, from pre-launch
to post-launch sustainment, was a fully integrated,
global campaign incorporating monumental press
events including a roadblock (showing the 50th
global spot) on the four major networks and
their respective websites during the Rosebowl,
a traditional television campaign, outdoor, radio
and print advertising, new park package offerings,
new technology geared to segment targets,
alliance efforts with key partners, synergy
partnerships throughout the Disney organization,
non-traditional/alternative marketing,Virtual
Magic Kingdom and more.
>The series of television spots focused on classic
Disney characters in various locations around the
world facing a number of obstacles in an effort to
make it home to Disneyland for the HCOE.
RESULTS: The HCOE campaign was one of
WDR&P’s most successful campaigns to date.
Visitation from all target segments, as well as
attendance overall, increased significantly and
exceeded all projections. Campaign effectiveness
was measured by visits per guest data, revenue,
press (millions of dollars in PR) and consumer
buzz. Return on investment was threefold and
revenue generated was more than ten times
the previous two years.
Walt Disney Parks & Resorts>Disneyland's 50th –
The Happiest Celebration on Earth
Client Team: Walt Disney Parks & Resorts>Michael Mendenhall EXECUTIVE VICE PRESIDENT,
GLOBAL MARKETING; Marty Muller SENIOR VICE PRESIDENT, GLOBAL MARKETING;
Kim Philo VICE PRESIDENT, ADVERTISING & CREATIVE, DISNEYLAND RESORT
Agency Team: Leo Burnett>Ned Crowley EXECUTIVE VICE PRESIDENT/CREATIVE GROUP HEAD;
Jon Moore EXECUTIVE VICE PRESIDENT/CREATIVE GROUP HEAD;
Patti Gregoline SENIOR VICE PRESIDENT/EXECUTIVE CREATIVE DIRECTOR
The series of television spots focused on classic Disney characters
in various locations around the world facing a number of obstacles
in an effort to make it home to Disneyland for the HCOE.
AREA
ATTRACTION/
THEME
PARK
WALT DISNEY
PARKS &
RESORTS

SITUATION: Following a $4 million
renovation in the summer of 2004,
the legendary Algonquin Hotel
was poised to re-establish itself as
one of New York’s premier hotels.
During the reign of the Round
Table, it was at the epicenter of
wit and wisdom, with infamous
members including Dorothy
Parker, Robert Benchley and
George Kaufman. Aside from
their many Oscars and Pulitzers,
hit plays and best sellers, the
group was also reputed for their
collective affinity for alcohol – in the age of
Prohibition no less – specifically the martini.
Capitalizing on the hotel’s history with the
martini, the agency proposed adding an
over-the-top special occasion martini to the
Algonquin’s bar menu to get attention.
OBJECTIVE:>Garner national coverage for
the hotel while also drive food and beverage
sales in its lobby and Blue Bar.
>Reinforce the Algonquin Hotel’s position
as one of New York’s great classic hotels, rich
in history and understated luxury.
BESTOF
S H O W
The hotel’s website traffic, which was nearly 1,500 hits for all
of November, reached 11,000 in the first 36 hours of December.
ALGONQUIN
HOTEL
P U B L I C R E L AT I O N S Algonquin Hotel>Algonquin Hotel’s $10,000 Martini on the Rock
Client Team: Algonquin Hotel>Anthony Melchiorri GENERAL MANAGER
Agency Team: Quinn & Co.>Carla Caccavale Reynolds PARTNER; John Frazier VICE PRESIDENT;
Vanessa Amador SENIOR ACCOUNT EXECUTIVE

RESULTS:>The Time Out New York placement
turned into a cover story and photo spread, which
was followed by an article in the New York Daily
News. As the story grew, a flurry of photo and video
shoots were orchestrated in the hotel lobby from
local, national and international media markets. Within
48 hours of the New York Daily News story, MOR
was featured over the wires and in more than 400
broadcast segments across the U.S., including
Letterman, Regis & Kelly, Good Morning America
and on NPR. It became the most e-mailed story on
CNN.com.
>A week later, the hotel had its first purchase of MOR.
Exclusive print coverage of that event was offered to
the New York Daily News, while local TV crews and a
b-roll crew were organized to capture the moment
without spoiling the surprise for the bride-to-be. The
agency secured the cover of the New York Daily News,
a live call-in for the couple on The Tony Danza Show
and a live interview on Fox News Live! Coverage
continued throughout 2005 with Bride’s, Vogue en
Espanol, Cosmopolitan, The Ellen DeGeneres Show,
Univision, The Food Network and more.
>Aside from the level of name recognition the property
hasn’t enjoyed for decades, MOR has significantly
impacted business
in the Blue Bar
where sales were
up $7,000 the
Sunday after the
story broke. The
hotel’s website
traffic, which was
nearly 1,500 hits
for all of November,
reached 11,000 in
the first 36 hours
of December.
STRATEGY:>Couple the classic martini with the
timeless elegance of the diamond to create the
Algonquin’s $10,000 Martini on the Rock (MOR) –
the priciest cocktail in the marketplace which would
be showcased on the hotel’s bar menu. The drink
would include a surprise in the “ice” – a diamond
selected by the patron upon meeting with the hotel’s
preferred jeweler.
>Pitch the story to the top-selling Time Out New
York, which would ensure a week-long shelf life in
a magazine that journalists rely on for what’s new
in the city. That significant story placement would
hopefully snowball into a media blitz in local,
national and worldwide markets.
Within 48 hours of the New York Daily News story, MOR was featured
over the wires and in more than 400 broadcast segments across the U.S.,
including Letterman, Regis & Kelly, Good Morning America and on NPR.

SITUATION: Reputed for being a luxurious
and historic Caribbean resort, Little Dix Bay, a
Rosewood Resort, was to launch its first-ever
swimming pool. To promote the new feature,
the property looked for a news-worthy and
novel idea that would get media attention
and create consumer awareness.
OBJECTIVE:>Reach out to its discriminating
guests with a new, exclusive amenity related to
the pool that was in keeping with their interests
and desires, and that could be seamlessly
implemented on property.
>Establish a powerful and influential third
party endorsement of the property and hotel
management company.
>Create a buzz and cache about Little Dix Bay
in the press and prospective clients as a resort
that embodies creativity, originality and unique
amenities found nowhere else.
>Secure an exclusive feature story to break in
a national magazine to set the stage for a series
of national and regional, long- and short-term
lead placements.
STRATEGY: What do people do by the pool?
Read books. So in a truly original move, Little
Dix Bay, a Rosewood Resort, partnered with top
publishing houses, including Random House,
Knopf, William Morris, Miramax and Simon and
Shuster, who donated advance copies of novels
from top authors as much as six months before
their release. On property, a “Hot Type” librarian
made book menus available poolside and guests
were offered those books to read during their
stay. To further promote the effort, a Hot Type
bookmark was left in the guest rooms at turndown.
This initiative gave Little Dix Bay’s high net
worth clients a complimentary amenity: advance
copies of the next New York Times bestseller that
money couldn’t buy, along with bragging rights.
To begin the publicity process, Fortune
magazine was approached to announce the
initiative and get the news out in a timely fashion
to a demographic audience that matched the
resort’s guest profile.
RESULTS:>A placement in Fortune magazine
was secured, which then snowballed into an
overwhelming number of media placements.
>The success and visibility of the program resulted
in two new publishing companies joining the
bandwagon and three other Rosewood properties
incorporated Hot Type to their offerings.
>The program has been expanded to Hot Type
phase two, the launch of an on-property author
series with the first hosted at Las Ventanas
featuring Michael Gross, author of 740 Park.
Little Dix Bay, a Rosewood Resort>Hot Type
Client Team: Little Dix Bay, a Rosewood Resort>Robert Boulogne CHIEF
OPERATING OFFICER, ROSEWOOD HOTELS & RESORTS; Cate Veatch PUBLIC RELATIONS MANAGER,
ROSEWOOD HOTELS & RESORTS
Agency Team: Nike Communications>Nina Kaminer PRESIDENT;
Amanda Christine Miller VICE PRESIDENT
The success and visibility of the program resulted in two new
publishing companies joining the bandwagon and three other
Rosewood properties incorporated Hot Type into their offerings.
HOTEL
LITTLE
DIX BAY, A
ROSEWOOD
RESORT
P U B L I C R E L AT I O N S

SITUATION: MGM MIRAGE and M Booth &
Associates were tasked with unveiling SKYLOFTS
at MGM Grand to the media in 2005. At the time
of its opening in Las Vegas, the property faced
steep competition from the booming luxury hotel
market on the Las Vegas strip. In addition to
debuting 51 new super-premium two-story loft
accommodations,SKYLOFTS needed to establish a
standard for what would be the ultimate lifestyle
experience, boasting the most technologically
advanced communications and entertainment
systems in the industry. With a limited budget
for advertising support, public relations was
identified as the main vehicle to generate
consumer awareness for this rare and private
sanctuary situated high above the Las Vegas Strip,
priced from $800 to $10,000 per night.
OBJECTIVE:>Appeal to the high-end luxury
hotel market.
>Drive trade and consumer media coverage on
a national and regional basis, both pre- and post-
opening.
>Generate awareness
and buzz about SKYLOFTS
as a “way of life” –
independent,unstructured,
open, sophisticated,
indulgent and sensual.
STRATEGY: To communicate
with the media, SKYLOFTS
needed a press kit that
reflected its state-of-the-art
technology and sleek
design. Using a mini-hard
drive system located within a pen, trade and
consumer media were able to plug the digital
press kit “flash pens” directly into their computer
to access graphics and messaging that reflected
SKYLOFTS’ sophistication and urban style. Each
press kit “flash pen” contained comprehensive
press releases and the first images of the Lofts.
Taking this innovative, hi-tech approach to
the creation of a press kit “flash pen” reinforced
SKYLOFTS’expression of intelligent accommodations
– a dramatic urban fantasy that captures the in-loft
environment of sophisticated glamour and elegance.
RESULTS: The digital press kit “flash pens”
generated a huge buzz among the consumer and
trade media. Following distribution to key
markets, SKYLOFTS garnered impressive coverage:
>Consumer print:
more than 60 national
and local stories
appeared, featuring
The New York Times,
USA Today, Los
Angeles Times,
Town & Country
Travel, San Francisco Chronicle and Miami Herald.
>Trade print: Interior Design, Travel Age, Incentive
Magazine, Lodging Hospitality and others.
>Broadcast features: The Today Show live
from Las Vegas; the opening segment of Travel
Channel’s “The Las Vegas 100th Anniversary”
show as a can’t miss hot spot;nationally syndicated
EXTRA and more.
MGM MIRAGE>SKYLOFTS at MGM Grand Press Kit
Client Team: MGM MIRAGE>Jenn Michaels VICE PRESIDENT, PUBLIC RELATIONS;
Sandy Zanella PUBLIC RELATIONS MANAGER; David Van Kalsbeek
SENIOR VICE PRESIDENT OF SALES AND MARKETING, MGM GRAND
Agency Team: M Booth & Associates>Joan Bloom SENIOR VICE PRESIDENT;
Joan Brower SENIOR VICE PRESIDENT; Katie Rogers SENIOR ACCOUNT EXECUTIVE
HOTEL
MGM
MIRAGE
Taking this innovative, hi-tech approach to the creation
of a press kit “flash pen” reinforced SKYLOFTS’
expression of intelligent accommodations.

SITUATION: Chinatown, NYC was devastated
following 9/11.What was once one of the most
popular spots for shopping,dining and sightseeing,
fear and haunting memories caused New Yorkers
and tourists to stop visiting. This dramatic fall-out
resulted in store closings, sales plummeting and
media coverage dropped significantly. Tour
operators stopped bringing visitors and the closure
of Park Row limited access to the community.
Responding to this downturn,the September 11th
Fund and the Lower Manhattan Development
Corporation financed a two-year campaign to
stimulate business in Chinatown by promoting its
travel and tourism attributes. No such campaign
had ever been developed for
Chinatown and there was no
network of collaboration within
the destination, nor existing
resources. NYC & Company
agreed to oversee the campaign
and orchestrate a team of marketing
and PR specialists.
OBJECTIVE: Create
the Explore Chinatown
campaign to:
>Make Chinatown a
tourism destination,
rather that just a place
on the map.
>Create awareness of
Chinatown’s events,
attractions, restaurants
and shops.
>Restore customer
confidence in visiting
lower Manhattan
among residents
and tourists.
>Increase visits
by New Yorkers,
tri-state visitors,
Asian-Americans
and national and international tourists, thereby
helping to generate revenue for businesses.
>Create elements to sustain tourism beyond the
two-year marketing campaign.
>Gain the confidence and support of the local
Chinese business community to work together
in a first-ever collaborative endeavor: Explore
Chinatown.
>Establish www.ExploreChinatown.com as the
definitive resource for Chinatown.
STRATEGY: Following six months of research,
branding and collateral development,the campaign
was launched in September 2004 featuring:
>The creation of a Taste of Chinatown Festival
encouraging visitors to try new restaurants and
get repeat visits.
>Cooperative MTA promotion-subway banners
promoting discounts.
>The launch of the first tourism information
kiosk in Chinatown.
>Individual and group press fam trips.
>A sponsorship drive to broaden existing events.
>Education programs for small business owners.
>Monthly lunches for Chinese media to inform
the community about the campaign.
>Creation of 20 tour products promoted by
direct mail, media outreach and fam trips.
RESULTS:>Since the campaign’s inception in
February of 2004, visitors increased dramatically
and restaurants, shops and attractions are as busy
as pre-9/11.
>Coverage in media worldwide reached an
audience of more than 500 million.
>The Chinatown kiosk is the most visited in
NYC, exceeding 5,000 visitors a week.
>Attendance at events increased: Lunar New Year
parade had 150,000 attendees in 2004 and
350,000 in 2005. Taste of Chinatown generated
so much new business the restaurants asked for it
to be bi-annual.
>Within two weeks of launching the tour
product, businesses received calls for bookings
and tour operators committed to include
Chinatown in future tours.
>As a result of the campaign, the Chinatown
Local Development Corporation was initiated to
generate ongoing and long-term improvements to
the neighborhood and businesses.
>The website has averaged 30,000 to 40,000
visitors per month except during major events
when that number can increase up to 75%.
NYC & Company>Explore Chinatown, New York City
Client Team: NYC & Company>John Leo COMMUNITY LIAISON, CHINATOWN, LOWER MANHATTAN
DEVELOPMENT CORPORATION; Richard Kerekes PROJECT DIRECTOR, CHINATOWN, NYC & COMPANY;
Amy Stursberg PROJECT DIRECTOR, SEPTEMBER 11 FUND
Agency Team: M. Silver Associates, Inc.>Linda Ayares SENIOR VICE PRESIDENT;
Gina Iovino SENIOR ACCOUNT EXECUTIVE; Aik Wye Ng ACCOUNT EXECUTIVE
Since the campaign’s inception in February of 2004, visitors
increased dramatically and business is back to pre-9/11; the Chinatown
kiosk is the most visited in NYC, exceeding 5,000 visitors a week.
CONVENTION
BUREAU/
DESTINATION
NYC &
COMPANY

SITUATION: Luxury cruise line Radisson Seven
Seas Cruises (RSSC) is acclaimed for its spacious
accommodations, fine dining and personalized
service, yet its onboard programming and
entertainment have been less competitive. In
2004,the line began expanding its“Spotlight”theme
cruise program with guest chefs, wine, antiques
and music experts giving seminars and classes on
select voyages. Upon exploring opportunities for
potential feature coverage for RSSC in Travel +
Leisure, the agency noticed the lack of a fitness
program in the “Spotlight” series and realized that
the cruise line was missing the boat on one the
fastest-growing trends.
OBJECTIVE:>Raise RSSC’s profile and position it as
an innovator in the luxury cruise sector with creative
value-added sailings,beating the competition to
trendsetting shipboard fitness programming. As the
first line to host a yoga retreat at sea,RSSC would
raise the bar by adding fitness to the luxury equation.
>Secure an exclusive multi-page article in Travel +
Leisure,who rarely gave cruising four-color,multiple
page editorial treatment.By doing so,reach its highly
coveted affluent demographic audience of active
consumers eager to experience the world.
>Fill onboard yoga classes and ensure that the new
yoga program was not a one-off but would be offered
again so future yoga cruises could be in Travel +
Leisure’s“If You Go”box to incite readers to book.
STRATEGY:>Develop a partnership with Travel +
Leisure to fulfill the magazine’s editorial needs and
leverage popular interest in yoga aboard a high-end
luxury cruise ship with the first-ever“Spotlight on
Yoga”voyage – riding the wave of the current yoga
craze to meet the magazine’s editorial interest in new
trends and attract bookings for the cruise line.
>Work with the cruise line’s marketing and special
events directors to develop a first-ever“Spotlight on
Yoga”sailing.Find an appropriate ship/itinerary to
host the program and use it strategically to increase
bookings for the soft winter Caribbean sailing.
RESULTS: The June 2005 issue of Travel + Leisure
(circulation 978,501) exclusively featured “Vinyasa
Voyage.” In 51
⁄2 pages of stunning visuals and
accompanying text, the author evoked genuine
enjoyment of the program and the shipboard
experience with the cruise line’s Seven Seas
Mariner dramatically contrasted to typical austere
settings for yoga retreats.
>Bookings for the cruise before the “Spotlight on
Yoga” article lagged at 41.9% with 195 cabins still
to sell. Just six weeks later, the ship sailed 90.9%
full with only 15 cabins unoccupied.
>The new yoga program was a draw for consumers
interested in fitness and
yoga who may never have
considered cruising before.
>Immediately following the
June issue’s publication, the
agency worked with Travel +
Leisure to secure a CNN segment featuring a
magazine editor discussing the article and yoga
as a new trend in luxury cruising.
>ROI was 116 times, with the feature placement
valued at $490,170 in advertising equivalence.
Radisson Seven Seas Cruises>
Radisson Seven Seas Creates First-Ever Yoga Cruise
Client Team: Radisson Seven Seas Cruises>Andrew Poulton
DIRECTOR OF STRATEGIC MARKETING; Lyn Farmer DIRECTOR OF SPECIAL EVENTS
Agency Team: Spring, O’Brien & Co.>Lauren Kaufman ACCOUNT SUPERVISOR;
David Kleinman SENIOR VICE PRESIDENT
CRUISE
RADISSON
SEVEN SEAS
CRUISES
Bookings before the “Spotlight on Yoga” article lagged at
41.9% with 195 cabins to sell. Six weeks later, the ship sailed
90.9% full with only 15 cabins unoccupied.

SITUATION: Prior to 9/11,Turkey was on the fast
track to become the quickest growing destination
for Americans. That projection was derailed by
terrorism and a slump in international travel.
Turkey was further hampered by simply being
a Muslim country. Therefore, the best way to
promote the country would be to focus attention
on Istanbul as an exciting,cosmopolitan city with
compelling attractions, such as shopping for the
sophisticated and affluent travelers who were
leading the resurgence in international travel.
OBJECTIVE: With shopping being one of the
primary motivators and activities of American
travelers – particularly affluent ones – the focus
was on Istanbul’s centuries-old status as the
“world bazaar” to promote Turkey. To do so,
the goal was to secure a major placement in a
prestigious national travel magazine geared to the
upscale traveler that would highlight Istanbul’s
myriad of retail opportunities.
STRATEGY: Departures magazine was chosen
as the ideal outlet, given that its readers cite
shopping as one of the three most important
elements of their travel experience. Capitalizing
on the editor-in-chief’s interest in vintage jewelry,
of which Istanbul is a treasure trove, the agency
president arranged a meeting with him to pitch
the shopping story wearing an art nouveau
broach she had purchased in Istanbul. Enchanted
by the broach but dubious about Istanbul being
the source of an extraordinary amount of
merchandise of similar quality and provenance, a
Departures staff member with a discerning eye
was dispatched to Istanbul, who reported the city
had all the agency had claimed. Once the story
was assigned, the agency facilitated details of the
trip for the writer and then for the photographer.
RESULTS:>An 11-page stunning spread appeared
in the November/December 2004 issue of
Departures, hailing the extraordinary quality and
diversity of the goods available in Istanbul. The
story also showcased the city’s historical and
culinary attractions, as well as its vibrant nightlife.
The Departures placement was an integral
element of a plan designed to highlight specific
travel motivating aspects of the destination – a
strategy which has helped fuel a projected 40
percent increase of American visitors to Turkey
in 2005 over 2004. The ad value of the feature
was $550,000, representing a monumental return
on a zero investment of dollars. Merchants
featured in the article reported welcoming
customers who cited the article as the reason
for seeking out the store.
>The story also generated another half-page in a
subsequent issue – a positive letter to the editor
about the article from a reader who had recently
returned from Turkey.
Turkish Culture and Tourism Office>Turkey Departures
Client Team: Turkish Culture and Tourism Office>Meltem Onhon DIRECTOR;
Ressan Suzek PUBLIC RELATIONS MANAGER
Agency Team: Lou Hammond & Associates
An 11-page stunning feature appeared in Departures, hailing
the extraordinary quality and diversity of Istanbul’s goods and
showcasing the city’s nightlife, history and culinary attractions.
CONVENTION
BUREAU/
DESTINATION
TURKISH
CULTURE
AND
TOURISM
OFFICE
DEPARTURES

SITUATION: Royal Caribbean International actively
communicated with customers and prospects
using email marketing campaigns to drive website
traffic. In order to enhance its email contact stream,
the agency sought to develop a new and exciting
rich media experience to get subscribers excited
about taking a Royal Caribbean cruise vacation.
OBJECTIVE: Royal Caribbean International
looked to provide relevant information about
its products in an interactive environment that
would keep the cruise line top of mind for those
consumers interested in a planning an upcoming
vacation.With a broad array of information
about the cruise line, and cruising in general, it
also aimed to better inform its audience about
the benefits of cruising as a viable vacation
option. Links to its online vacation search and
prominently placed contact information for
travel agent partners and the Guest Vacation
Specialist department was designed to drive
leads and website visits.
STRATEGY: The cruise line reached out to its
agency, Arnold, and a third party, IQ Interactive,
to create a rich media experience mini-site
featuring an interactive cruise planner.
BESTOF
S H O W
Royal Caribbean International>Royal Caribbean Cruise Planner
Client Team: Royal Caribbean International>Josie Llado INTERACTIVE &
DIRECT MARKETING MANAGER
Agency Teams: Arnold>Stephen Potter VICE PRESIDENT, CREATIVE DIRECTOR;
Sophia Cigliano MANAGEMENT SUPERVISOR
IQ Interactive>Adam Boozer VICE PRESIDENT CREATIVE/TECHNOLOGY
ROYAL
CARIBBEAN
INTERNATIONAL
W E B M A R K E T I N G
The overall performance of the email exceeded the performance
of their conventional email campaigns by nearly 80%.

By leveraging key elements from the website, as well as the iconic
music used in the television commercials, the mini-site integrated core
aspects of the Royal Caribbean brand from all marketing efforts
into an immersive online brand experience.
TACTICS:>An HTML email was used to
deliver the link to the mini-site to the
cruise line’s database. The site leveraged
interactive components such as videos,
virtual ship tours, 360-degree stateroom
tours and downloadable wallpaper to
bring the brand to life online.
>The theme of the email and mini-site
was 2005 New Year’s resolutions and
how with Royal Caribbean you can
explore more in the upcoming year.
By leveraging key elements from the
website, as well as the iconic music
used in the television commercials,
the mini-site integrated core aspects
of the Royal Caribbean brand from all
marketing efforts into an immersive
online brand experience. For example,
upon entering the site, visitors click on
the leather-bound cruise planner to
find a memo pad of “Big Plans” with six
action items to choose from, including
“Boost my energy,” “Soak up some culture,”
“Do something INCREDIBLE,” “Go looking
for excitement,” “Treat the kids” and
“Say NO to stress.” Clicking on each
link brings up a high energy video of
the activities available on a Royal
Caribbean cruise.
>The outbound HTML email was sent
to the entire U.S. email subscriber list
(approximately 2 million) who have
opted-in to receive Royal Caribbean
product, promotion and company news.
RESULTS:>The overall performance
(clickthrough rate and open rate) of
the email exceeded the performance
of their conventional email campaigns
by nearly 80%.
>The average time spent per visitor
within the mini-site was 2 minutes and
31 seconds, with an average of 1.78
clicks per visitor.

SITUATION: Little Palm Island Resort & Spa in
the Florida Keys, one of 12 hotels in the Noble
House collection, is positioned as the ultimate
luxurious escape. An image campaign was needed
to communicate that across multiple channels.
OBJECTIVE: Create a campaign that would
provide information to potential guests and
place Little Palm into their consideration set as
a luxurious vacation destination. The initiative
would need to be designed in a way to be
integrated across multiple marketing sectors,
including print advertising,direct mail,property
brochures and internal guest communications.
STRATEGY: While its competitors deliver similar
levels of quality and luxury, Little Palm Island’s
unique selling point is its location – situated on a
private island only accessible by boat or seaplane.
The creative would hone in on that to differentiate
the product and set Little Palm Island apart.
TACTICS:>Extensive competitive research was
conducted including a SWOT analysis (strengths,
weaknesses, opportunities, threats).The target
audience was determined to be couples who have
high dual incomes providing them the means and
desire to travel to luxurious destinations for a
romantic getaway without their children, and be
comfortable spending over $600 per night for a
unique resort experience. Another consideration
set was those interested in a place to celebrate
their second wedding or renewal of vows.
>The photos and copy played up the resort’s
private island paradise appeal.Visuals exuded
romance, tranquility and seclusion, supported by
alluring copy and headlines like “Once in a while
you find an island that rescues you,” and “As if
arriving by boat wasn’t romantic enough” – all
depicting Little Palm Island Resort & Spa as the
ultimate luxurious escape.
>The image campaign carried over to direct
mail postcards (printed as a two-part series with
10,000 of each mailed to repeat guests), an image
ad for Florida Travel and one in the Key West
Journal to drive dining sales amongst its local
customers.The in-room postcards were created
as a complimentary amenity, pre-stamped for
guests to send to friends and family,and rounding
out the marketing effort were property brochures
for the sales team.
RESULTS: Little Palm Island Resort & Spa has seen
an 8.3% increase in occupancy while realizing
more than a $30 increase in ADR growth.
DEPARTURES Magazine Luxury Marketing Achievement Award>
In this third annual award, HSMAI partners with DEPARTURES Magazine to celebrate
luxury marketing in the hospitality industry. Recognizing the best print advertising or
marketing campaign produced for the luxury market, the DEPARTURES Magazine Luxury
Marketing Achievement Award is selected from among all Gold Award Winners by a panel
of independent judges, invited to join based on their experience with luxury brands.
Little Palm Island Resort & Spa>2005 Campaign
Client Team: Little Palm Island Resort & Spa>Susan Howarth DIRECTOR OF SALES & MARKETING
Agency Team: Foote Cone & Belding Seattle>Jacci Johnson ACCOUNT EXECUTIVE
LUXURY
MARKETING
ACHIEVEMENT
AWARD
LITTLE PALM
ISLAND
RESORT
& SPA
DEPARTURES MAGAZINE
DEPARTURES Magazine
Luxury Marketing Achievement Award Finalists
Marriott Southwest Desert Resorts
South Carolina Department of Parks, Recreation & Travel/The Bounce Agency

SITUATION: Thanks to its ability to predict future
trends, Joie de Vivre Hospitality (JdV) is very
well-positioned for increased market share in
a competitive environment. An early adopter
of electronic channels to maximize revenue,
the company uses market intelligence data to
make smarter business decisions and deliver
best-in-class performance. JdV’s e-marketing tools
and initiatives have consistently set the company
apart and enabled it to be extremely nimble in a
rapidly changing distribution scenario.
STRATEGY: To grow revenues from all electronic
channels and ensure JdV maintains more than
its fair market share in this medium. To push for
higher share of electronic revenues (as a % of
total revenue), with a focus on the brand website.
TACTICS: Specific initiatives:
>Brand Website: JdV leverages pay-per-click
(PPC) campaigns, traditional search engine
optimization (SEO), electronic communications
with guests through newsletters and email
promotions, link popularity and marketing of
best rate guarantee. Also, a “matchmaker” named
Yvette puts together personality types with
specific hotels,as each hotel has a unique character
and a “Meet the Locals” section gives visitors a
convenient way to find out what the locals do
and where they go.
>GDS: JdV participates in travel agent media
advertising to secure preferred placement and
targeted advertising. This ensures a continuous
and strategic presence in the travel agent channel.
>Reservation Services: iHotelier, a state-of-the-art
central reservations system, efficiently drives JdV’s
main electronic channels: Global Distribution
Systems (GDS), Online Distribution Databases
(ODD), brand website and the central reservation
office (call center).
>Distribution Management: Select hotels use
ChannelManager for third-party Internet distribution,
which updates rates and inventory across multiple
third-party sites from a single platform. This also
helps in maintaining price integrity across various
channels and assists in adding on more channels
for increased exposure.
>Performance
Measurement: JdV
utilizes market
intelligence data to
measure performance
and make decisions,
including:Hotelligence,
FuturePACE, and
RateView by
TravelCLICK and Smith
Travel Research data.
Various industry websites help track electronic
channel trends for comparison.
RESULTS: With the initiatives above and the ease
and functionality of managing rates and inventory
from a seamless application, Joie de Vivre’s GDS and
website production grew by more than $850,000
in the third quarter of 2005 over the same period
in the previous year. Most of this was the result of
an increase in its brand website production, which
grew by 35 percent. Using an integrated approach
to e-marketing, JdV has substantially increased
bookings and expanded market share while reducing
distribution costs in a dynamic environment.
TravelCLICK E-Marketer of the Year Award>The E-Marketer of the
Year Awards, sponsored by TravelCLICK and the Hospitality Sales and
Marketing Association International, honor hoteliers who exhibit outstanding
use of electronic channels to promote their property(s). The awards focus
on booking performance driven by electronic advertising and marketing, email
marketing initiatives, enhanced website design and competitive intelligence.
E-Marketer of the Year>Joie de Vivre Hospitality
E-MARKETER
OF THE
YEAR
AWARD
JOIE DE
VIVRE
HOSPITALITY
T R AV E L C L I C K
E-Marketer of the Year>Regional Winners
Europe/Middle East/Africa>Steigenberger Kurhaus Hotel, Den Haag/Scheveningen, Holland
North America>The Charles Hotel, Cambridge, MA
Asia Pacific>Pan Pacific Singapore, Singapore
Latin America>Hotel Emperador Buenos Aires, Brazil

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