SDSU MBA Research Report
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April 2019 Final presentation by MBA Candidates at Fowler Business School, San Diego State University
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SDSU MBA Research Report
- 1. 1Karthik Gangadharan |Miranda Gill |Cody Gutierrez |Stash McCollough |Tracy Smith Driving La Jolla Demand: Visitor Insights
- 2. Agenda AnalysisBackground Objectives Findings Recommendations
- 3. Background 3
- 5. Your Goal La Jolla Village businesses seek to attract more local visitors to shop and dine 5
- 6. Trends 6 How can La Jolla Village adapt?
- 7. Opportunities Deliver data, insights, and recommendations 7
- 9. Objective 1 Methodology 9 Motivators and Deterrents Master Survey Sources Survey of Southern California residents Survey of Southern California residents • Carlsbad • Solana Beach • Balboa Park • Online
- 10. Objective 2 Methodology 10 Local Survey Consumer Insights Survey of Event Attendees • La Jolla Cove • Open Aire Farmer's Market Impact of events on Consumer Behavior
- 11. Objective 3 Methodology 11 Recommendation Focus Areas Increase Visitors Visitors Expenditure Reduce Traffic Increase Conversions
- 12. 5/8/2019 Cities and BID Analysis
- 13. Business Improvement Districts United States 13 Positive Image Sanitation Security Bureaucracy Four reasons why BIDs are important
- 14. Business Improvement Districts San Diego Overview 14 ROI: $9.2 for every $1 invested 18 BIDs in San Diego $15 Million revenue generated for the City of San Diego Source: San Diego economic development annual report 2018- neighborhood investment unit
- 15. BIDs: What worked elsewhere? Los Angeles: • Partnerships with schools encouraging parents to visit more often • LAX Gateway Shuttle service : Shuttle facilitates in creating a new experience
- 16. BIDs: What worked elsewhere? San Francisco: • Thematic pop-up festivals to engage repeat visitors • Pedestrian counters for "foot-fall" analytics • Signage and information kiosks
- 17. BIDs: What worked elsewhere? Seattle: • 10 year public-private partnership to reduce "drive-alone" commute to under 30% • "Task-force" - Dedicated teams focus on short-term high impact projects
- 19. Local Survey Findings 19 69% Of respondents drove to La Jolla, 17% of visitors used rideshare 34% 68% Of respondents were from California: 85% of that group reside in San Diego County Of respondents were visiting La Jolla for the first time 55% Of respondents planned on patronizing a local business during their visit
- 20. Local Survey Findings 20 34% Of respondents were visiting La Jolla for the first time 55% Of respondents planned on patronizing a local business during their visit o 55% of Cove Visitors first visit o 19% of Event Visitors first visit o 63% of Cove Visitors planned to visit a local business o 49% of Event Visitors planned to visit a local business
- 22. Master Survey Findings 22 0% Of respondents considered La Jolla Village an art and culture destination 65% 51% Of respondents were willing to park outside the Village and take a free shuttle Of respondents More likely that someone would revisit the Village if there was a loyalty program 100% Of those motivated to visit La Jolla for the shopping were 45 years old or younger
- 26. 3 Areas of Opportunity Pedestrian Experience Locals Perks Traffic Mitigation
- 27. Pedestrian Experience - Shore Walk
- 28. Pedestrian Experience Petition Coastal Commission Shore Walk from La Jolla Shores to La Jolla Village Improved Pedestrian Experience Reduced Traffic Increased Public Access
- 30. Locals' Perks 65% Revisit if Loyalty Program 57% Scenic Outdoors & Activities Locals' Discount Loyalty Program & Merchant Partnership Vouchers
- 31. Locals' Perks
- 32. Traffic Mitigation Parking Solutions Employee Parking Merchant Permits Staff Shuttle Visitor Parking Hop-on Hop- off Shuttle Other... 32
- 33. Visitor Shuttle
- 34. 34Karthik Gangadharan |Miranda Gill |Cody Gutierrez |Stash McCollough |Tracy Smith Driving La Jolla Demand: Key Consumer Insights
Notas do Editor
- [Welcome, thanks for joining – INTRODUCE TEAM] We’re here today to talk about: Deep consumer insights about La Jolla Village - Including the motivations and hesitations of visiting La Jolla Village Our in-depth and direct primary research and personal interactions with visitors Has uncovered the data and information necessary In order to drive greater demand to La Jolla Village Which we’ll go through with you today
- Today we’ll cover: Background: Where you’ve been and how you got here Methodology: How we conducted our research Competitive analysis: what has worked for other Business Improvement Districts How you can leverage their learnings for your own benefit The findings of our research Recommendations on how we can utilize the findings and insights to drive more demand to La Jolla.
- La Jolla Village Merchants Association is a valuable asset to the community: Champion for small business Work to improve demand and foot traffic to businesses You are a part of a business improvement district Which is why we are honored you chose to partner with SDSU - thank you.
- Is simple but not easy You seek to attract more local visitors to shop and dine You offer: Beautiful weather Picture-perfect scenery World-class shopping Delicious food So why is it so difficult to attract visitors?
- How can La Jolla Village Adapt to a changing consumer: Online with attention split between the digital and physical world Busier than ever They have choices at their fingertips And it’s becoming harder and harder to get people to Act against the status quo
- Deliver data, insights, and recommendations to Change any unflattering perceptions of la jolla Better attract visitors Get them to Prefer you and choose you over other activities Engage consumers in a variety of ways to keep them coming back Get people to move from the rails and spend money at shops and merchants.
- In order for us to help you achieve this goal of increasing visitors to La Jolla Village, we narrowed the scope of our project down to 3 main objectives
- -Determine the motivators and deterrents for SoCal residents to visit La Jolla Village -Created a survey that was distributed in main street areas such as carlsbd, solana beach, and balboa park -Online to a diversified portfolio of individuals including students, colleagues, and friends -touched on frequency of visits -why they choose to visit -possible incentives to motivate individuals to visit more often
- Identify the impact of events, if any, on visitors to La Jolla Village -Second survey was created -distributed at the Open Aire Farmer's market & a regular day at La Jolla Cove -Planning on visiting the village -What they were planning on doing there -How much money and where they were planning on spending it -Incentives that would potentially motivate individuals to visit more often/at all
- -through secondary research as well as data analysis of our 2 surveys
- Did parallel research Discovered 4 elements
- Why BIDs exist What actions BID take Why they were formed
- Did it work?
- FIX
- At our first meeting in January, you provided us with a copy of your 2019 Strategic Plan Initiatives. We designed all of our research with your strategic goals in mind. By applying that filter to all of the data we collected we have been able to identify 3 primary areas of opportunity. READ 3 AREAS. We will recommend concepts for both Long Range and Short Range implementation.
- Long Range Pedestrian Experience Solution: - 57% of our survey respondents said they visited La Jolla for scenic beauty and outdoor activities. Anecdotally, many said they went to La Jolla for outdoor recreation. - As you know, many visiting La Jolla Shores go there to take part in ocean activities such as kayaking, SUP, open ocean swimming, and hiking. Those people have no easy way to go into the Village without driving and re-parking which adds to the traffic congestion and parking challenges. For locals and visitors alike, if they wish to walk into the Village they have to fight traffic along Torry Pines Road until they get to Prospect. As you know, this is a very busy, congested and not very inviting road that hardly lends itself to exploring – it is a big deterrent to pedestrians traveling to the Village. - A long-term solution would be to enter into either public or private partnership to facilitate the build an “along the sea” walkway from the La Jolla Shores area to La Jolla Village. A similar coastal walkway can be found in Sydney, Australia in the Bondi to Coogee Coastal Walk (pictured here). Since the CA Coastal Trail pedestrian path is already open to pedestrians along part of this area, and it is being spearheaded by the California Coastal Commission, some of the groundwork for this solution already has already been done.
- Details regarding exact location and design would require further studies and we are aware there are areas of concern surrounding conservation of shore bird habitats. Also, we all know that coastal building is never simple, however, the benefits gained by increasing the pedestrian friendly nature of La Jolla would mean an improved level of pedestrian mobility and a reduction in vehicle traffic and it would benefit residents and visitors alike.
- Our next recommendation is a short term solution to improve the pedestrian experience: Installation of Wayfinding Signage would address many of the challenges we identified anecdotally while surveying people at the Cove. - You asked us to try to identify what would help to bring visitors from the railing along the cove up to the Village. It turns out, one major deterrent is a lack of knowledge by visitors. -A lot of people asked things like: Where is the best place to eat with a great ocean view? What is there to do up there (in the Village)? How do we actually get up to the Village? You have an opportunity to connect visitors with knowledge about the Village with maps and co-marketing initiatives with merchants. In addition to improving the pedestrian experience, it would also support traffic mitigation solutions (more on that shortly). - This recommendation is also aligns well with your Economic Vitality & Merchant Communication Strategic initiative.
- The next area of opportunity is in Locals' Perks – In the first section of your strategic initiatives for 2019, you identified the desire to generate new revenue streams with one possible idea being "to create a create a shop local discount program". Our research supports this as a viable option. Two key datapoints led us to this conclusion: - 65% of Southern California residents surveyed indicated that they would be inclined to visit La Jolla more often if a loyalty program were offered. - 57% of respondents indicated that the visited La Jolla for natural beauty and outdoor activities All of the data we gathered points to you having two different great opportunities: A local's loyalty program based on area code AND a merchant discount voucher program done in partnership between Ocean Sport companies and restaurants or other businesses in the Village.
- In order to be effective, prospective visitors need to be aware of the existence of such a program via targeted digital marketing efforts. Since the La Jolla by the Sea website is linked to the San Diego Tourism Authority website, it is a prime gateway for targeted digital marketing to tourists and locals alike. Voucher System - recommend using a serial number on vouchers to allow you to quantify the results of the voucher program and measure the conversion rate of visitors being drawn into the Village to use these vouchers. Example – George's and La Jolla Kayak. For the loyalty program, our report includes some specific examples of other successful programs currently in use. In Napa Valley, a program called Napa Neighbor Offers is used by a non-profit trade association with approximately 550 members that has many parallels to a Business Improvement District. They very successfully deploy resources such as signature marketing programs, comprehensive member resources, and locals’ discounts targeting specific zip codes.
- The final area of opportunity we identified is Traffic Mitigation with a focus on parking solutions. - One surprising insight gained while surveying people was that many residents of La Jolla described an atmosphere in which employees of village businesses contribute to traffic congestion and parking problems, which is obviously in direct conflict with merchant business' goals. DISCRIBE EMPLOYEE SHUFFLE. Due to the two-hour maximum on street parking has a in La Jolla, this likely has two unintended negative consequence for merchants: - First, this contributes to the primary detractor against visiting La Jolla Village, with 79% of survey respondents indicating that they did not visit La Jolla More due to perceived distance, traffic and parking challenges. - The second consequence to merchants is a loss of employee productivity, which may be outside of your area of focus, but could be helpful in selling a change. Our first recommendation is to develop an employee parking plan that addresses this issue. The plan could take advantage of existing relationships with ACE Parking, or other businesses who may have parking space available in off-peak hours for the employees.
- Hop-On Hop-Off Shuttle - Karthik outlined some positive traffic mitigation projects undertaken in Seattle, where employer subsidized public transportation or shuttle decreased "drive alone commute" to 30% As well as the program the LAX Gateway to Manhattan beach Trolley, which was earlier described as a focused shuttle service from Los Angeles International airport gateway to the Manhattan Beach BID. This project over grossed over $70,000 in revenue for the BID for 2017. Free parking shuttle on event days and high-traffic visitor days Hosted by La Jolla Village Merchants Association Co-marketing opportunities available to merchants – wrap buses
- End here