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Fiscal Years 11/12 to 15/162011 2012 2013 2014 2015 2016

5-Year

StrategicMarketingPlan

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AcknowledgementsA committee of industry stakeholders contributed their expertise, insight and time to developthe Strategic Marketing Plan (the Brand Enrichment Plan), which will guide Visit California effortsover the next ve years. The committee appointed various subcommittees to focus on strategies forfour core marketing areas that will drive Visit Californias efforts from FY 201112 through FY 201516:technology and partnership, research, domestic brand communications and international marketing.Visit California acknowledges the following Strategic Plan Task Force and subcommittee membersfor their hard work and dedication:

STRATEGIC PLANTASK FORCE

Chair:Mike GallagherCityPASS, Inc.

Kimberly AdamsTemecula Valley

Convention & VisitorsBureau

Steve BoneHuntington BeachMarketing and VisitorsBureau

Andy ChapmanNorth Lake Tahoe ResortAssociation and NorthLake Tahoe Visitors& Convention Bureau

Sheldon DuncanWalt Disney Parks

& Resorts

Jon HandleryThe Handlery UnionSquare Hotel

Marilyn HannesSeaWorld of California

Kathy Janega-Dykes Santa Barbara Conference& Visitors Bureau and FilmCommission

Kerri Verbeke Kapich San Diego Convention

and Visitors Bureau

Tom KleinRodney StrongWine Estates

Patti MacJennettLA INC. The Los AngelesConvention and VisitorsBureau

SUBCOMMITTEES

TECHNOLOGY &PARTNERSHIP

Chair:Mike Gallagher

Jeff Senior

Julie Maurer

Howard Pickett

RESEARCH

Chair:Sheldon Duncan

Raza Azmi

Susan Buinzeel

DOMESTIC BRANDCOMMUNICATIONS

Chair:Julie Maurer

Cody Plott

Diane Mandeville

Joe Terzi

John Wagnon

Kathy Janega-Dykes

Kerri Verbeke Kapich

Kimberly Adams

Matt Stiker

Patti MacJennett

Scott Schneider

Steve BoneTom Klein

INTERNATIONALMARKETING

Chair:Howard Pickett

Andy Chapman

Bob Warren

Jon Handlery

Kerri Verbeke Kapich

Marilyn Hannes

Thomas See

Diane MandevilleCannery Row Company

Julie MaurerSquaw Valley, USA

Howard PickettMammoth MountainSki Area

Cody PlottPebble Beach Company

Scott SchneideVisit Mendocino County

Thomas D. SeeUniversal StudiosHollywood

Jeff SeniorFairmont Hotels & Resorts

Don SkeochCalifornia Academyof Sciences

Matt StikerSan FranciscoTravel Association

Joe TerziSan Diego Conventionand Visitors Bureau

John WagnonHeavenly ValleyLimited Partnership

Bob WarrenRedding Convention& Visitors Bureau



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THE CALIFORNIA TRAVEL & TOURISM COMMISSION, DOING BUSINESS AS

VISIT CALIFORNIA, IS A PRIVATE NOT-FOR-PROFIT CORPORATION FORMED

IN 1998 TO MARKET CALIFORNIA AS A DESIRABLE TRAVEL DESTINATION.

VISIT CALIFORNIA WORKS IN CLOSE COORDINATION WITH THE STATE OF

CALIFORNIA DIVISION OF TOURISMWHILE VISIT CALIFORNIA CONDUCTS

MARKETING PROGRAMS THAT DRIVE VISITATION, THE DIVISION OF TOURISM

OVERSEES THE ASSESSMENT PROGRAM TO HELP FUND THESE INITIATIVES.

THE 37-MEMBER VISIT CALIFORNIA BOARD IS COMPOSED OF INDIVIDUALS

FROM ALL 12 REGIONS OF CALIFORNIA. MEMBERS REPRESENT FIVE PRINCIPAL

INDUSTRY SECTORS: ACCOMMODATIONS, RESTAURANTS AND RETAIL,

ATTRACTIONS AND RECREATION, TRANSPORTATION AND TRAVEL SERVICES,

AND THE PASSENGER CAR RENTAL INDUSTRY.

VISIT CALIFORNIA SERVES AS THE INDUSTRY LEADER FOR MORE THAN 100

STATEWIDE DESTINATION MARKETING ORGANIZATIONS AND MORE THAN

50 TOURISM BUSINESS DISTRICTS. THE COMMISSION CREATES MARKETING

PROGRAMS IN PARTNERSHIP WITH THESE DMOS TO LEVERAGE RESOURCES,

UNIFY MESSAGING AND INCREASE THE IMPACT OF THE CALIFORNIA BRAND

IN THE MARKETPLACE.

Visit California

E XECUTIVE SUMMARY II



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VISIT CALIFORNIA STRATEGIC MARKETING PLANIV

Table of Contents

2 STRATEGICALLY MARKETING CALIFORNIA

3 PURPOSE OF THE STRATEGIC MARKETING PLAN

4 GUIDING PRINCIPLES

4 THE 20112016 STRATEGIC MARKETING PLAN

5 STRATEGIC FRAMEWORK

6 TRENDS & IMPLICATIONS

8 VISIT CALIFORNIAS 5-YEAR MARKETING APPROACH

9 MARKETING PROGRAM HISTORY & SUCCESS

10 GROWING THE BRAND

11 CONTINUED EFFICIENCY & INTEGRATION

13 STRATEGIC MARKETING OBJECTIVES & STRATEGIES14 DOMESTIC MARKET

16 INTERNATIONAL MARKET

18 MEASURING IMPACT

19 PUTTING THE PLAN INTO ACTION



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Visit Californias Five-Year Strategic Marketing Plan

the Brand Enrichment Planis a roadmap for strategically

marketing California in a way that is responsive, creative

and forward thinking. It was developed in close partnership

with industry leaders who served on Visit Californias

Strategic Plan Task Force and provided invaluable assistance

in creating a marketing plan that will fortify the California brand and

capitalize on emerging opportunities. This Executive Summary captures

key highlights of the 20112016 Strategic Marketing Plan. The full plan is

available atindustry.visitcalifornia.com. We invite you to learn more and to

join us as we continue the tradition of excellence and innovation that is truly

the spirit of our industry and of California.

CAROLINE BETETA

President & CEO,Visit California

Deputy Secretary for Tourism,California Business, Transportation& Housing Agency

EXECUTIVE SUMMARY 1



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VISIT CALIFORNIA STRATEGIC MARKETING PLAN2

Strategically Marketing California



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The 20112016 Strategic Marketing Plan (the Brand

Enrichment Plan) is a comprehensive plan developed toguide Visit Californias marketing programs over the nextve years, aimed at boosting California tourism brandawareness and visitation revenues. It is strategicallyresponsive to the new normal post-recession travelenvironment and changes in demographics, technologyand consumer travel trends, and is in alignment with theoverall mission of the new Brand USA to promote increasedinternational travel to the U.S.

The Strategic Marketing Plan is a key component of VisitCalifornias overall Business Plan and serves as a roadmapfor annually developed work plans that detail the specictactics designed to advance Visit Californias key marketingmission and objective:

Marketing Mission : Develop and maintain marketingprogramsin partnership with the states travel industrythat keep California top-of-mind as a premier traveldestination.

Marketing Objective : Maintain and increase non-residentleisure travel to and spending in California.

Background

California is the premier travel destination in the U.S.,attracting approximately 200 million visitors each yearwho spend over $100 billion, directly supporting jobs fornearly 900,000 Californians and generating over $6 billionin state and local tax revenues. Tourism is Californiasfourth largest employer and fth largest contributor tothe gross state product.

Despite its popularity as a travel destination, California washampered, for years, by a uctuating and vulnerable traveland tourism marketing budget. Fierce global competitionfor travelers made it imperative that California have a stableand robust budget to keep pace with other destinationsworldwide. In 2006, the passage of a mandated rentalcar assessmentAB 2592gave California the secure,competitive marketing budget it neededincreasingthe budget from $10 million in 2006 to the current$50 million level in 2007. Visit California created the

20072013 Foundational Marketing Plan to strategicallymanage these resources.

The Foundational Plan Focused on

Three Main Objectives:Capacity-building: Secure global resources and developan infrastructure to support the plan. This included buildingin-house expertise, vendor relationships and in-marketrepresentation to integrate new and traditional media. Inaddition, Visit California began to build an internationalresource pool and has since acquired global brandintelligence.

Media expansion and innovation: Integrate traditionalmedia programs with new media, based on consumerconsumption habits. Although Visit California kept sometraditional ofine media programs (e.g., engaging printand broadcast brand advertising), the plan integrated new

online media strategies into these campaigns that werecost-effective and engaged consumers on a deeper levelwith layered messaging tactics. This innovation throughintegrated online and ofine programs increased brandimpact and secured brand success, particularly in thedomestic market.

Targeting the high-value global market: Expand ourinternational brand prole to reach new consumers whospend the most and stay the longest. Visit Californiadecentralized to optimize global reach by openingnumerous ofces in key global markets, with marketrepresentation in 12 countries; UK, Japan, Germany,Australia, Mexico, South Korea, China, India, Italy, France,Brazil and Scandinavia, with additional dedicated efforts inCanada. Visit California also has 14 international Web sites,and produces a suite of 11 international visitors guides.By building this international resource pool, Visit Californiaacquired critical global brand intelligence to better designtargeted international programs to attract consumers.

Visit California has accomplished all three of theseambitious objectives with unprecedented success,positioning California as a global leader in the travel andtourism industry in terms of approach, reach and impact.In 2010, Visit Californias global advertising reached46.2 million consumers in ve countries (U.S., Canada, UK,Japan, Australia). Brand advertising generated 3.7 millionincremental trips and $5.1 billion in incremental spendingin 2010 from campaigns in the U.S., Canada, the UK andJapan, a remarkable $238 to $1 ROI. Additionally, the taxROI for these campaigns was $10 to $1.

Purpose of the Strategic Marketing Plan

EXECUTIVE SUMMARY 3



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Focus on out-of-state and international audiencesto build and rene the California brand. VisitCalifornia marketing programs will serve to attractnew consumers to California through the powerof the California brand, while providing industry

partners with opportunities to reach new marketsthat are otherwise cost-prohibitive.

Support assessed businesses. Visit California willbe a resource to assessed tourism businesses byproviding marketing opportunities, Web leadershipand tourism research material vital to the success oftheir operations.

Accelerate Web leadership. Visit California willincrease its status as a leader in the Web andinteractive world by creating innovative programsto reach consumers with targeted, timely andcost-effective brand messages.

Align with CVBs, DMOs and U.S. Travel leadership. Visit California will coordinate resources with localdestination marketing organizations (DMOs), whilealigning with efforts on the national level.

With this new Five-Year Strategic MarketingPlan (Brand Enrichment), Visit Californiahas slightly adjusted its guiding principlesbelow to include consistent and potent brand

mentions, especially when focusing on out-of-state resources, as well as acceleratingour Web leadership. It also incorporates coreinternational program strategies from the U.S.Travel Association and the new Brand USA.

Do what the industry cannot do for itself. VisitCalifornia will provide a statewide marketingplatform to promote the California brand.

Leverage existing assets and alliances; focus oninternational and emerging market development. Visit California will introduce the California brand tofar-reaching audiences and establish strategicalliances with trusted in-market brands.

Evaluate program measures and return oninvestment (ROI) for major programs. VisitCalifornia will track and evaluate market penetrationand program impact on attracting leisure travelers.

GuidingPrinciples

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Building on the Momentum

The Brand Enrichment Plan builds on the momentumof the 20072013 Foundational Plan, taking what VisitCalifornia has learned and leveraging it into objectives andstrategies that optimize marketing spend domestically andinternationally, while providing the necessary research andcontext to maximize efciency and integration within theconstraints of a xed budget.

Visit Californias 20112016 Strategic Marketing Planwas developed by Visit California, in close partnershipwith industry leaders, who served on the Strategic PlanTask Force. Utilizing a strategic planning framework thatincluded Visit Californias guiding principles, research,key learning, industry feedback and objectives, the Task

Force spent nearly a year to develop a plan that is stronglygrounded in research, data and experience.

The overarching goal of the 20112016 plan is to enrichthe California brand by both broadening the reach to newmarkets and customers, but also deepening the connectionwith travelers to foster return visits and to inspire them tobe brand ambassadors to friends and family.

The Five-Year Strategic Marketing Plan will guide Visit

California staff and committees as they develop tacticalannual work plans for specic marketing programs andinternational efforts with precise budgets and metrics.With a static budget, Visit California will establish annualspending priorities and make course adjustments, basedon the overall ROI of each of these programs and in thecontext of the current environment.

Additionally, Visit California sees the Brand EnrichmentPlan as an important resource for partners at home andabroad. The full plan includes an extensive amount ofvaluable information on economic, demographic andtrend data specic to the travel and tourism industry.Each of the objective and strategy sections conveys thepriorities for Visit Californias work in the coming ve years,much of which will engage and involve Californias tourismindustry partners.

The 20112016 Strategic Marketing Plan

Strategic FrameworkThe strategic framework used to create the 20112016 Strategic Marketing Plan, a ve-year roadmap for tactical annual work plans, is based on Visit Californias overall mission and objective.

MISSION TO DEVELOP AND MAINTAIN PROGRAMSI NPARTNERSHIP WITH THE STATES TRAVEL INDUSTRYTHATKEEP CALIFORNIA TOP-OF MIND AS A PREMIER TRAVELDESTINATION.

KEY OBJECTIVE MAINTAIN AND INCREASE NON-RESIDENTLEISURE TRAVEL TO AND SPENDING IN CALIFORNIA

FIGURE 1

Marketing FY 1116 Strategic Planning Process

TACTICAL PLANSMEASUREMENTEXECUTION(AS PRESENTEDIN YEARLY WORKPLANS)TRENDS &

IMPLICATIONS

STRATEGY &ROAD MAPGUIDING PRINCIPLES

RESEARCH & ANALYTICSLEARNINGSINDUSTRY FEEDBACKOBJECTIVES

O P T I M I Z A T I O N A G A I N S T S T R A T E G Y

INPUT & PLANNING STRATEGIC PLANNING EXECUTION

EXECUTIVE SUMMARY 5



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THE U.S. ECONOMY IS RECOVERING ATA GRADUAL PACE, AND CONSUMERSWILL CONTINUE TO TRAVEL BUT WITHHEIGHTENED ATTENTION TO COSTS.

VISIT CALIFORNIA WILL INCORPORATE VALUE INMESSAGING. VISIT CALIFORNIA WILL ALSO TARGETPRIMARY WESTERN MARKETS IN PROGRAMS AS THEYTEND TO TAKE SHORT-HAUL TRIPS THAT COST LESS.

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CONSUMERS CONTINUE TO SEEK LUXURY,BUT EXPERIENCE AND VALUE ARE NOWREQUIRED COMPONENTS AS WELL.

VISIT CALIFORNIA WILL COMMUNICATE TOCONSUMERS WITH MESSAGING THAT RESONATESWITH CORE VALUES. WE WILL SHOW THEM THATCALIFORNIA OFFERS THE MOST AND BEST OFEVERYTHING, PRESENTING GREAT VALUE.

ALL GENERATIONS WILL CONTRIBUTETO THE RECOVERY IN TRAVEL OVER THENEXT 5 YEARS.

VISIT CALIFORNIA WILL CONTINUE PUSHING BRANDEFFORTS THAT HAVE WORKED WELL TO DATE. WEWILL DELIVER OUR MESSAGE TO AN EXPANDEDAUDIENCE, USING NEW MEDIA TO SPEAK TO ATECH-SAVVY GENERATION Y AUDIENCE.

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4GLOBAL INTERNET PROLIFERATION ISON THE RISEAS IS ACCESS TO DIVERSECONTENT TYPES.

VISIT CALIFORNIA WILL ENGAGE CONSUMERS INTHE CALIFORNIA BRAND BY DEVELOPING ANDEXPANDING DEEP, DIVERSE ONLINE CONTENT.

INTERNET CONSUMPTION IS GOINGPORTABLEAND WILL CONTINUE TOFRAGMENT.

VISIT CALIFORNIA WILL MAKE VISITCALIFORNIA.COMS RICH CONTENT ACCESSIBLE ACROSS A RANGE OFDEVICES, AND LIVE IN A RANGE OF PLACES, SO ITCAN BE RELEVANT TO USERS WHEN AND WHERETHEY NEED IT.

SOCIAL MEDIA IS DRIVING INTERNETGROWTH, ENGAGEMENT AND PREFERENCEVIA ITS PUSH AND PULL OF CONTENTGENERATION AND CONSUMPTION.

VISIT CALIFORNIA WILL IDENTIFY WAYS TOENGAGE SOCIAL MEDIA USERS IN THE CALIFORNIABRAND, ENCOURAGING USER FEEDBACK ANDCONTENT-GENERATION TO GROW THE BRAND.

Trends & Implications

in the economy, consumers are still very cost-conscious

when making decisions, so value is an important part ofmessaging.

Repeat Visitation: Surprisingly, recent research showsthat frequent travelers are primarily motivated by visitingfriends and relatives (VFR), using their own experienceswith family to plan travel. Its important to engage thesetravelers, resident friends and family members (who act asreliable and trusted sources for other travelers) to becomebrand advocates.

E C O N O M

I C S / D E M O G R A P H I C S

T E C H N O L O G Y

TREND IMPLICATION

TRENDS & IMPLICATIONS

When creating the strategic framework for the Brand

Enrichment Plan, Visit California factored in what has beentermed the new normal, a term used to describe newconsumer travel patterns that remain after one of thelongest recessions in history. The trends associated withthe new normal include the following:

Economy: Declining unemployment, increases in personaldisposable income, and relatively stable consumerprices are projected as we move into 2012all importantfactors in travel demand. Despite gradual improvements



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R E P E A T V I S I T A T I O N

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10 R E P E A T V I S I T A T I O N

44% OF NON-RESIDENT U.S. TRAVEL TOCALIFORNIAAND 31% FROM PRIMARYWESTERN MARKETSIS BY FIRST-TIMEOR INFREQUENT TRAVELERS.

VISIT CALIFORNIA WILL DEVELOP PROGRAMSTO INCREASE TRAVEL FREQUENCY IN EXISTINGCUSTOMERS FROM LONG-HAUL U.S. ANDWESTERN MARKETS.

FREQUENT TRAVELERS AREPREDOMINANTLY MOTIVATED BYVISITING FRIENDS & RELATIVES, ANDUSE THEIR OWN EXPERIENCES MOSTOFTEN FOR TRAVEL PLANNING.

VISIT CALIFORNIA WILL ENGAGE FREQUENTFRIENDS AND RELATIVES TRAVELERS IN A VARIETYOF WAYS TO BECOME BRAND ADVOCATESUTILIZING THEIR KNOWLEDGE NOT ONLY FORTHEIR OWN TRAVEL BUT ALSO AS A RELIABLESOURCE FOR OTHERS PLANNING TRAVEL.

VISITING BEACHES/COASTLINE ANDSHOPPING ARE TOP ACTIVITIES ACROSSGEOGRAPHIES AND FREQUENCYSPECTRUM.

VISIT CALIFORNIA WILL CONTINUE TOEMPHASIZE COASTAL IMAGERY ANDSHOPPING-RELATED MESSAGING IN BRANDCOMMUNICATIONS.

THEME PARK VISITS ARE MOST POPULARAMONG FIRST-TIME AND INFREQUENTVISITORS FROM WESTERN MARKETS;URBAN SIGHTSEEING IS MORE POPULARAMONG FIRST AND INFREQUENT LONG-HAUL VISITORS.

VISIT CALIFORNIA WILL TAILOR MARKETINGMESSAGING AND CONTENT TO TRAVELERORIGIN.

Demographics: In the next ve years, the baby boomers

will move out of the luxury age and will not be replacedin the same numbers by the next generations. Withthese shifts, all generations will contribute to economicrecovery over the next ve years. Therefore, VisitCalifornia will need to focus programming on eachdistinct generation.

Technology: Rapidly evolving technologies are changingthe way consumers access information and maketheir decisions. Global Internet penetration is reachingcritical mass in many markets. At the same time, how

consumers are accessing the Internet is changing, with

mobile Internet users projected to surpass desktopusers by 2012. Given these trends, its critical to continuedeveloping accessible and diverse content that canengage consumers in multiple ways.

Understanding the new normal post recessionarytravel environment was vital to mapping out thestrategies that help guide the development of tacticalannual work plans. Through research, Visit Californiaidentied the latest trends and implications to drive thestrategies for the Brand Enrichment Plan.

TREND IMPLICATION

EXECUTIVE SUMMARY 7



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Visit Californias 5-Year Marketing Approach



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Visit Californias marketing approach for the next ve years

builds upon the tremendous success of Visit Californiascurrent marketing program. With the FoundationalPlan, Visit California laid a powerful strategic foundation,applying hard data and industry insights to craft a roadmapthat would drive California farthest.

A key part of that road map was nding out, throughqualitative research, how California differentiated itselffrom its competitive set. Roughly 10 years ago, VisitCalifornia discovered that the California lifestyle is whattruly made the Golden State unique among globaldestinations. The California AttitudeCalifornians uniqueapproach to life (putting pleasure rst and living life tothe fullest)is what drove the mystique of, and desire for,a California vacation. This message resonated stronglywith consumers, particularly when the embodiment of thelifestyle included Hollywood celebrities. The quantitativetracking results were powerful and consistently positive.

By capitalizing on these brand assets in Visit Californiasadvertising program strategy, and integrating them intotourism sales and public relations efforts, Visit Californiawas quickly able to demonstrate positive results. As anexample, most recently, during the great recession of2009, Visit California maintained its domestic marketinginvestment. As a result, the California tourism industryrealized 3.4 million incremental trips and $4.2 billionin spending. The $305 to $1 return on investment farexceeded advertising ROI seen for competing destinations,even during better economic times. Californias share of theU.S. market is nearly double that of its closest competitor(11.27% vs. 6.5%).

Brand Platform

When Visit Californias budget grew to $50 million in 2007,the team invested in updated and more comprehensivequalitative research programs to study and explore therelevance and impact of Californias brand platformdomestically.

This research showed that the California Attitude wasas relevant as ever. In fact, Visit California discovered anaspirational quality where consumers wanted to experiencethe California lifestyleor at least see it for themselves.Visit California also discovered that the idea of Abundance,the best of everything in one place, solidied Californiasvalue proposition. When combining the California Attitudewith Abundance, California becomes a Superlative

destinationa place where consumers can live like aCalifornian, essentially becoming a Californian themselvesduring their visit.

Visit California used this important research and additionalfunding in 2007 to broaden its message platform. Inaddition to the core umbrella campaign (CaliforniaAttitude), Visit California introduced three additional,distinct efforts:

California Wine & Food (wine and food appeals to moreafuent travelers)

California Insider (re-inspiring brand familiars with ruralregions beyond the gateways)

California Snow (supports the winter/snow experience,a younger/edgier side)

With additional, consistent funding and the strategicdeployment of the above programs, Visit Californiasadvertising ROI has soared. Since 2006, the measuredeconomic impact generated by the domestic program hasgrown from $1.96 billion to $4.66 billion. This is a historichigh, unmatched by our domestic competitive set.

SINCE 2006, THE MEASURED

ECONOMIC IMPACT GENERATEDBY THE DOMESTIC PROGRAM HASGROWN FROM $1.96 BILLION TO$6.55 BILLION.

Marketing Program History & Success

E XECUTIVE SUMMARY 9



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Growing the Brand

enhance overall impact, but to achieve efciencies (helping

to fund innovation in a meaningful way). With the covetedrank as the number one U.S. destination, Visit California mustwork harder than ever to protect and maintain this enormousnational travel base. While online and other non-traditionalmediums are in the Visit California media mix, research hasconsistently indicated that efciently reaching this audiencerequires using mass media. Therefore, Visit California willcontinue to maintain mass media reach, using frequencymetrics as important planning benchmarks.

Innovation

The other key aspect to increasing brand vitality andstimulating ROI is to innovate through new, unique programsthat embrace the shifting consumer and media landscape.Through the process of new program deployment and keylearnings, Visit California will build the framework that willensure a prosperous future for Californias travel industry. To dothis, Visit California will deploy a segmentation strategy fullledacross direct/digital channels to enhance communicationrelevance and impact. In addition, Visit California will utilize thegrowing network of California Welcome Centers (CWCs) as aphysical consumer touch point, driving brand consumption byproviding visitors with relevant information to motivate them toexplore more of the state.

As Visit California moves into programs that are designed todrive brand vitality and brand consumption, connecting withconsumers on a more frequent basis, and within and outside of

the actual vacation experience, it will continue to be importantto add diligent measurement and tracking mechanisms into theresearch program of work.

VISIT CALIFORNIAS PROGRAM OF WORK TO DATE HAS PRIMARILY AND SUCCESSFULLY FOCUSED ONCREATING INSPIRATION AND DESIRE FOR CALIFORNIA. MOVING FORWARD, VISIT CALIFORNIA WILL WORKTO PRESERVE THESE SUCCESSFUL EFFORTS WHILE ALSO ALLOCATING FUNDING FOR INNOVATION.

QUICK LOOK

FIGURE 2

Extending the Brand

The central focus of the 20112016 Strategic Marketing Plan

is brand enrichmentbuilding on the success of Californiasbrand platform, fortifying the brand (brand vitality) anddeepening the relationship with consumers throughout thetravel lifecycle. These core consumers will continue to beout-of-state visitorsthe travelers who stay the longest andspend the most. More specically, Visit California identiesits core strategic target as the digitally savvy consumers whosee travel as an experience that enriches their lifewith valuetied to perceived worth, rather than price. In the comingyears, Visit California will seek to elevate the California brandto a position in the minds of consumers that transcendstravel and becomes relevant to their daily livesa Californiastate of mind.

Brand Vitality & EngagementVisit Californias focus in the next ve years will be to enhancethe brand by connecting with consumers to broaden thecontext of the brand to visitors beyond their actual vacation,to the discovery and planning phases before a trip, and to thetimes during and after when the California experience is sharedwith their friends and family.

A key component of keeping the brand vital is to preserve corebrand programs that drive economic impact and ROI. Fiveyears ago, preserving the core programs would have includedTV advertising, magazines, cooperative print advertisingand Visit California publications. Today, Visit Californias coreprograms also include the Web site (visitcalifornia.com), social

media, branded content integration, public relations andadded value. Its now critical to achieve greater integrationand synergy across the entire program of worknot only to

INNOVATE

INNOVATE

PRESERVE

BRAND CONSUMPTION

BRAND BUILDING

CREATING INSPIRATIONAND DESIRE FOR CA

DEPLOY EFFORTS THAT ENABLE THE CALIFORNIA

BRAND TO TRANSCEND THE TRAVEL CATEGORY

CONTINUE TO BUILD THE CALIFORNIA BRAND

TO COMPETITIVELY POSITION THE STATE

DEPLOY EFFORTS TO BETTER TARGET

AND DRIVE REPEAT VISITATION

BRANDVITALITY



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Continued Efciency & Integration

Higher Reach/Lower Engagement Lower Reach/Higher Engagement

Layering Bought, Earned and Owned media channels to tell the complete California story.

TVAdvertising

PrimaryRole:

Awareness/Inspiration

EmotionalConnection

TV ContentIntegration

PrimaryRole:

Inspiration/Discovery

EmotionalEngagement

Added Value

PrimaryRole:

Awareness/Inspiration

MessageExtension

MagazineAdvertising

PrimaryRole:


DeeperBrand Story

PublicRelations

PrimaryRole:


MessageExtension

OnlineAdvertising

PrimaryRole:

Discovery/Planning

InsiderInsights

Social Media

PrimaryRole:

Discovery/Planning

InsiderEngagement

Web SitePublications

PrimaryRole:

Discovery/Planning

Insights &Information

FIGURE 3

Continued IntegrationCreate greater integration and content synergy across channels and throughout program of work.Efciency is critical as innovation efforts will need funding.

The 20112016 Brand Enrichment Plan calls for efciency

and integration to move the California brand to the nextlevel on a global scale. Visit Californias approach will be totell the California story by layering bought, owned, earnedand shared media channels. This approach will help VisitCalifornia maximize its marketing investments and reachtravelers with a more meaningful brand experience acrossthe travel lifecyle. Efciency is crucial in a time whentraditional media strategies, such as mass media, need tobe coupled with innovative technology and new mediaapproaches to connect with core consumers.

By layering the bought, owned, earned and shared mediachannels, the complete California story can be told,synergistically and efciently, across all channels andthroughout the program of work:

From a brand perspective

Through the lens of abundance and value

Throughout the travel lifecycle

As Figure 3 illustrates, layering bought, owned, earned

and shared media and integrating content across thesechannels help tell the complete California story. This isessential, since a large segment of Visit Californias coreaudience desires diverse and abundant experiences. Tellingthe California story through layered messaging and diversechannels, however, requires signicant investment, whichmakes efciency through integration critical. The chart alsoshows how these programs reach and engage audiencesand impact the travel life cycle at all stages.

EXECUTIVE SUMMARY 1



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Objective 1:PlatformTake advantage of VisitCalifornias positionat the state level topromote all of Californiaand create a platformthat supports DMO

and industry marketinginvestments.

Objective 2:BrandExpand the Californiatravel brand to increaseits connection toconsumers worldwideand to inspire the desireto travel to California.

Objective 3:EngagementDeepen relationshipwith consumers tomove beyond providinginspiration to engagepotential Californiatravelers during every

stage of the travel cycle.

Objective 4:InternationalWelcome inboundvisitors frominternational markets,creating awareness ofCalifornia and inspiringthe desire to experience

our travel products.

STRATEGIES

National Marketing

Advertising

PR/Travel Trade

Consumer

METRICS

Advertising awareness

Incremental travel,spending and ROI

Leisure visits andmarket share

Visit California Website trafc

STRATEGIES

Content

Distribution

Social Media

METRICS


Social media followersand interactions

Social buzz andsentiment

CWC foot trafc

STRATEGIES

Media

Partnerships

Earned Media

METRICS

Advertising awareness

Incremental travel

Incremental spendingand ROI

Leisure visits toCalifornia

Brand vitality metrics


STRATEGIES

Advertising & Brand

Cooperative Marketing

Research

METRICS

B2B Web site(tourism.visitcalifornia.com) trafc

Number of industryparticipants

VISIT CALIFORNIA WILL GROW NON-RESIDENT TRAVEL AND SPENDING VIA FOUR MAINOBJECTIVES AND THEIR CORRESPONDING STRATEGIES: CREATING AN INDUSTRY MARKETINGPLATFORM, INNOVATING THE BRAND, DEEPENING CONSUMER ENGAGEMENT AND MAINTAININGAN EXTENSIVE INTERNATIONAL PROGRAM.

QUICK LOOK

FIGURE 4

Strategic Marketing Framework ObjectivesFour key objectives will guide Visit Californias program of work over the next ve years.



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Growing the California Brand

Visit California will grow non-resident travel and spending,over the next ve years, via four main objectives andtheir corresponding strategies: expanding the statewidemarketing platform, innovating the brand, deepeningconsumer engagement and maintaining an extensiveinternational program to grow visitation and spend. Theframework and strategies in the 2011-2016 Plan takeadvantage of rapidly emerging new media technologiesand aim to help maintain or amplify Visit Californiasmarketing effectiveness without additional dollars.This involves continuing to measure ROI and using it tostreamline efforts, keeping high-return programs andreplacing underperforming ones.

Objective 1: Platform

In order to build a global brand platform that supportslocal industry partners above and beyond what theycan achieve individually, Visit California will continue todeploy an advertising strategy that showcases the regionalabundance of the state including California gateways andicons and rural destinations that tend not to have theresources to support their marketing needs. Visit Californiawill reevaluate the structure of its rural program throughresearch to gather input from Californias rural marketingassociations and to determine how consumers think aboutand consider the rural areas in order to help optimize andposition the rural platform.

By combining Visit Californias current messaging platforms(Californias abundance, California insider, wine and food andCalifornia snow), enhancing the rural platform, and providinga consistent media presence, Visit California will promoteCalifornia as a year-round destination.

Objective 2: Brand

Historically, the centerpiece of Visit Californias boughtmedia program has been a national broadcast/cabletelevision buy, which has been supported with a layer ofnational print and online advertising. Considering its atbudget, Visit Californias bought media must continue towork hard to protect the foundation and drive signicant

economic impact and ROI, while also expanding to createmore meaningful and ongoing ways to connect with andengage consumers in the California brand across the newmedia landscape.

More than a state or destination, California is an icon ofinspired thinking and innovation. California is a fashionbrand, a technology partner, a trendsetter, a leader. VisitCalifornia has built considerable brand equity and will

continue to support and grow the brand by focusing on

proven programs and utilizing layered messaging andmedia; creating global alliances with non-travel brands;and utilizing online and ofine press to carry a crediblebrand message to a broader audience.

Objective 3: Engagement

In an ever-evolving media landscape, Visit California willgenerate engagement by bringing the California brandto life online with compelling content and video assets,distributing content through multiple channels anddeveloping programs that inspire visitors to share theirCalifornia experiences through social media. Over thenext ve years, Visit California will continue growing itscontent pool and will capitalize on new content distributiontechnologies as they become available. The ultimategoal is to engage travelers with meaningful content thatis accessible across a range of devices at every stageof the travel cycle to inspire new and repeat visitationto California.

In addition to this focus on digital content distribution,Visit California will work to inuence traveler behaviorduring the travel phase of the travel cycle by encouragingvisitation to a California Welcome Center for expert adviceand destination information. With the launch of two newCWCs in 2011, and more on the horizon, the CWC networkhas expanded to 20 centers. With a strong presence acrossthe state, the Welcome Centers provide an excellent outlet

to provide content in the form of personal travel adviceand printed materials to drive increased length of stayand spend.

Objective 4: International

Approximately 13.3 million international travelers visitedCalifornia in 2010, spending $17 billion. This brought inmore revenue to the state than the top four productexports combined. The vital importance and value of theinternational market is reected in the strong emphasison Visit Californias international program in the BrandEnrichment Plan. Visit Californias approach will be tomaintain a stable presence internationally through its12 global ofces and to align with the national organizationfor tourism, Brand USA, to attract more internationalvisitors to California and the U.S. Modeled after VisitCalifornias successful public-private partnership, BrandUSA will create a platform for marketing the USA brandglobally and provide new national leadership in addressingbarriers to travel. Visit California works in close partnershipwith Brand USA to leverage resources and maximizeopportunities, with Visit California President & CEOCaroline Beteta serving as Brand USA Vice Chair.

Strategic Marketing Objectives & Strategies

EXECUTIVE SUMMARY 1 3



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Visit California targets two geographic regions when

marketing to non-resident U.S. travelers. The rst isPrimary Western Markets, representing Californias borderand other nearby states. The second is Long-Haul Markets(see Figure 5). The Primary Western Markets consist ofArizona, Oregon, Washington, Nevada, Colorado and Utah,with the other 43 states comprising the Long-Haul Markets.Visit California addresses these markets with differentstrategies as they supply fundamentally different types ofvisitors.

Primary Western Market visitors see California as a quickand easy-to-drive-to getaway, less expensive than alonger-haul vacation. In the new normal environment,although travel is still seen by many as an inalienable right,discretionary income is tighter, so taking shorter auto tripsis appealing to cost-conscious consumers. Primary Western

Markets feed California nearly half of its domestic non-resident travelers (13.3 million annual trips) and about athird of non-resident spending (32% or $4.5 billion).

Long-haul visitors come almost exclusively by air, stayinglonger and spending more. These visitors make up morethan half of Californias non-resident travelers (51%), taking13.8 million trips in 2009 and resulting in two-thirds (68%)of spending ($9.5 billion). Their motivations for traveling toCalifornia vary according to how frequently theyve beenhere. One of the surprising discoveries in the new normalis that frequent long-haul travelers are primarily motivatedby visiting friends and relatives, although they tend to stayin hotels and do other activities.

Domestic Strategies

Visit California will take advantage of its position at thestate level to promote all of California and create a platformthat supports DMO and industry marketing investments.To achieve this objective, Visit California will continue todeploy an advertising strategy that builds a global brandplatform, going beyond California gateways and icons andincorporating rural travel product to showcase the regionalabundance of the state.

Visit California combines messaging platforms and aconsistent media presence to support California as ayear-round destination. These messaging platforms speaknot only to brand, but communicate on more levels about

Domestic Market

AZ

NVUT

CO

OR

WA

33.1 MILLION TOTAL NON-RESIDENT TRIPS

$14.0 BILLION TOTAL NON-RESIDENT SPENDING

PRIMARY WESTERN MARKETS

16.2 MILLION ANNUAL TRI PS (49%)

$4.8 BILLION ANNUAL SPENDING (32%)

LONGHAUL US

16.9 MILLION ANNUAL TRIPS (51%)

$10.2 BILLION ANNUAL SPENDING (68%)

BECAUSE DRIVE-MARKETS ACCOUNTFOR 49% OF CALIFORNIAS NON-RESIDENT LEISURE TRAVELERS, VISITCALIFORNIA WILL EXPAND OUTREACHTO ENGAGE THESE VISITORS,EMPHASIZING VALUE AND EASEOF QUICK GETAWAYS.

QUICK LOOK

FIGURE 5

California Non-Resident DomesticLeisure Visitor Origins, 2010

FIGURE 6

Overnight Leisure Visitors, 2010

FIRST TIME AVG. LENGTH

OF STAY

AVG. PER

PERSON SPEND

IN-STATE VISITOR 2.2 NIGHTS $171

NON-

RESIDENTIAL US

VISITOR

6.1 NIGHTS $555

PRIMARY

WESTERN

MARKETS

4.4 NIGHTS $400

LONG HAUL

MARKETS

7.5

NIGHTS

$734

OVERSEAS

VISITOR

11.3

NIGHTS

$1,209

SOURCE: TNS TRAVELSAMERICA; U.S. DEPT. OF COMMERCE



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FIGURE 7

Four Segmentation Strategies

1. Target Type 2. Goal 3. Method 4. Message

Geography Attract rst time visitor E-mail Whats New

Preferred trip activities Increase frequencyof visits

SEM Deals

Travel consideration phase Increase length of stay Banner Ads Regional interests

Frequency of CA travel Increase numberof activities

Social Media Request User-GeneratedContent

Socio-Economic Increase certain typeof activity

Print Sweepstakes

VISIT CALIFORNIA WILL USE SEGMENTATION STRATEGIES TO TAILOR MESSAGES FOR MAXIMUMIMPACT. USING SEGMENTATION STRATEGIES, VISIT CALIFORNIA CAN BETTER UNDERSTANDDIFFERENT CONSUMER TYPES AND DESIGN TAILORED PROGRAMS THAT ENHANCE BRANDSATISFACTION AND CONSUMER RESPONSE.

QUICK LOOK

Californias travel product than ever before: Californias

abundance, California insider, wine and food, andCalifornia snow. These platforms are inherently diverse,and provide an effective framework to promote thestate on a year-round basis.

This consistent and diverse advertising program providesa solid foundation for industry (both gateway and rural) tobuild upon. In addition, because Visit California recognizesthe importance of Californias rural travel product as acritical component of its abundance messaging, andunderstands the funding challenges faced by manyrural destinations, a matching funds program has beendeveloped to support their promotional efforts.

As a continued push toward integration and brand

enrichment, Visit California is reevaluating the structureof the rural program, by conducting research as anopportunity to better understand and position Californiasrural product. The research is divided into two parts: therst pertaining to input from representatives of Californiasrural marketing associations, and the second pertainingto consumer perceptions. The research delves into howconsumers think about, or consider, these areas withinthe state (by geography or type of activity offering).

In addition, it will provide insight into the naming and

positioning of rural California, and help determine ifcreating a more emotive platform is needed.

Over the next ve years, Visit California will continue tooptimize this program to ensure it is supporting ruralpartners in a meaningful way, and that all Visit Californiaprogramming effectively utilizes and markets the statesabundance, which includes the gateways and Californiasrural regions.

Domestic Market Segmentation Strategy

In the coming years, Visit California plans to expand theimpact of the domestic marketing programs by tailoringmessaging to specic subgroups. By providing relevant

messages to smaller, niche audiences, Visit California aimsto better engage consumers and increase brand satisfactionand response rates. To do this, Visit California will usesegmentation methodologies to organize consumers intovarious types that behave in fairly predictable ways, makingit easier to design programming and messaging. Theprinciples behind the structure of the segmentation modelare illustrated in Figure 7. Detailed programming will bedeveloped in each years annual work plans.

EXECUTIVE SUMMARY 1 5



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International Market

In order to attract Visit Californias highest-value

customerinternational travelers who stay the longest andspend the mostVisit California increased its internationalmarketing resources nearly 250 percent as guided by theFoundational Plan. Visit California used these resourcesto develop the international marketing infrastructure,providing the needed global diversication to weatherdomestic economic market uctuations.

Visit California allocated $20 million to internationalmarketing, which provided for new market developmentand brand advertising in three of Californias primaryinternational markets (UK, Japan and Canada). Thisinvestment reects Visit Californias guiding principle ofdoing what the industry cannot do for itself, which in thiscase means leading industry spend to draw more globalvisitors to the state.

Since the Foundational Plan, Visit California has focusedon building a strong international infrastructure, creatingpartnerships and obtaining critical market intelligence.Now that Visit California has built the necessary resources,it has shifted toward renement and creating efcienciesthrough a robust brand advertising campaign in leadmarkets, integrated marketing programs that extend thereach of TV using innovative Web site marketing andcooperative programs, and concentrating on relationshipswith indirect channels (travel trade and public relations)for the emerging markets of China and India.

To maintain Californias position in the global market,

Visit California will focus its international marketingin the coming years on four primary strategies:

Strategy 1

Align Visit Californias international strategies withthose of the national marketing organization fortourism, Brand USA, to maximize the efciency ofthe California international program.

Strategy 2

Conduct brand advertising in the high-volume/high-yield (lead markets) to protect Californiasvisitation.

Strategy 3

Maintain California presence through B2B relationships(travel trade, airlines and PR) across all target marketswith particular emphasis on emerging markets.

Strategy 4

Create inspiration and desire with a consumer strategyin international mature markets, characterized by highoutbound travel volume and low to moderate marketshare, to increase demand for California travel products.

SOURCE: D.K. SHIFFLET &ASSOCIATES; U.S. DEPT. OFCOMMERCE; CIC RESEARCH, INC.;DEAN RUNYAN ASSOC.

42 Million Person-Trips

27%42%

73%

58%

$26 Billion in Spending

FIGURE 8

Person-Trips and Visitor Spending in California by Non-Resident Leisure Travelers, 2010

DOMESTIC INTERNATIONAL

ALTHOUGH DOMESTIC VISITATION IS HIGHER THAN INTERNATIONAL, SPENDING IS CLOSER TOEQUAL BECAUSE INTERNATIONAL VISITORS STAY LONGER AND SPEND MORE.

QUICK LOOK



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International Market Segmentation Strategy

To better prioritize investment, Visit California has brokendown key international markets where California hashad the most penetration and/or stands to gain marketshare with increased spending, or where Visit Californiais building infrastructure to be able to capitalize on latergrowth. This segmentation of the markets is based on avariety of factors, including overall visitor volume, leisuretravel proportion, California visitation, visitor spending/ contribution to the economy, propensity to travel,

economic climate, airlift, cost of media, ability to inuence

mindshare and industry partner interest, among others.These markets, designated as Leading, Mature, Emerging orLimited Representation, are approached with very specicstrategies appropriate for that designation.

With dollars that only stretch so far globally, VisitCalifornia will continue to develop programs creatively andstrategically, urging its international agencies to think ofnew ways to reach consumers directly through cooperativepromotions, online channels and new media technologies.

FIGURE 9

Segmentation Strategy by Country

PRIMARYLEADING MARKETS

Countries characterizedby high outbound travelvolume, strong visitationto California andpotential for moderategrowth.

CanadaUKJapan

AustraliaMexicoGermanySouth Korea

ChinaIndia

FranceItalyBrazilScandinavia

Strategy:Defend CA PositionInvest in mass reachconsumer campaignsand B2B marketingchannels that ensureCA brand presenceand enable continued

visitation growth.

Strategy:Invest for GrowthEstablish signicantconsumer and B2Bmarketing channelpresence in order toincrease CA brandawareness and

perceptions and drivegains in CA marketshare.

Strategy:Establish PresenceMonitor marketsand make selectiveinvestments in B2Band B2C marketing,including messagingof travel policies

when travel barriersare eliminated andpotential for visitationand revenue reachmaterial levels.

Strategy:Extend the CaliforniaBrandMonitormarkets and leverageglobal mediabuys and/or usetechnology for globalreach. Visit California

will monitor othermarkets with growthpotential, like Russia,United Arab Emiratesand Vietnam.

PRIMARYMATURE MARKETS

Countries characterizedby medium outboundtravel volume, moderatevisitation to California,and potential formoderate to stronggrowth.

SECONDARYEMERGING MARKETS

Countriescharacterized by low(particularly leisuretravel), but rapidlygrowing volume withsignicant forecastgrowth over the next510 years.

SECONDARYLIMITEDREPRESENTATIONMARKETS

Countries characterizedby lower volume andwith potential ofmodest to signicantgrowth.

S T R A T E G I E S

C O U N T R I E S

M A R K E T S

TO MAXIMIZE EFFICIENCIES, VISIT CALIFORNIA USES BOTH QUALITATIVE AND QUANTITATIVECRITERIA TO DEVELOP APPROPRIATE SEGMENTATION STRATEGIES FOR EACH COUNTRY. VISITCALIFORNIAS KEY MARKETS COVER 80% OF VISITATION TO CALIFORNIA.

QUICK LOOK

EXECUTIVE SUMMARY 17



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FIGURE 10

Brand Vitality

Strategic Plan Metrics

Visit California has made a strong commitment tomeasuring the impact of its investments through bothtraditional benchmarks and new research models asneeded to keep pace with the media landscape.

In the 20072013 Foundational Plan, the goal was tomeasure the effectiveness of Visit California programmingthrough large industry indicatorstotal and leisure travelvolume and market share, and visitor spending. Now thatnew infrastructure is in place, Visit California is shiftingto metrics in the 20112016 Brand Enrichment Plan thatdirectly relate to Visit California programming, such asbrand awareness, incremental travel, and spend and ROIfrom advertising campaigns. Visit California will also

continue to monitor leisure travel and market share, theindustry metrics that directly relate to Visit Californiasmain objective to maintain and increase non-residentleisure travel to and spending in California.

Brand ValueBrand Vitality Differentiation

Relevance

Esteem

Knowledge

Brand Stature

BRAND VITALITY IS A NEW COMPONENT OF VISIT CALIFORNIAS MARKETING OBJECTIVES. THEMODEL FOR EVALUATION, BASED ON THE CONCEPT UTILIZED BY YOUNG & RUBICAM OUTLINEDABOVE, WILL BE USED TO MONITOR THE EVOLUTION OF THE CALIFORNIA TRAVEL BRAND OVERTHE NEXT FIVE YEARS.

QUICK LOOK

Measuring Impact

Visit California will continue to utilize annual advertising

benchmarks to establish targets for subsequent years.For example, in 2010 Visit California advertising reached46.2 consumers in ve countries (U.S., Canada, UK, Japanand Australia). Brand advertising generated 3.7 millionincremental trips and $5.1 billion in incremental visitorspending from campaigns in the U.S., Canada, UK and Japan.Total ROI for campaigns in these countries was $238 to$1, and tax ROI for these campaigns was $10 to $1, settingthe bar high for Visit California to match or exceed pastperformance in the coming years. Having such xed andveriable gures is key to understanding program success.

New for the Brand Enrichment Plan is tracking of Californiasbrand value. One of the objectives of the 20112016 plan is todeploy efforts that enable the California brand to transcendthe travel category. As this objective is not easily measuredusing traditional advertising research, Visit California willemploy a model used by Young & Rubicam (Figure 10)to track the evolution of the brand on four basic levels:relevance, differentiation, esteem and knowledge.

FIGURE 11

2009 Leisure Travel Volume and Share Benchmarks

NON-RESIDENT VOLUME CALIFORNIA MARKET SHARE*

LEISURE NR DOMESTIC TRIPS 33.1 MM 11.4%

LEISURE NR DOMESTIC STAYS 35.1 MM 11.2%

OVERSEAS 3 .7 MM N/A

* DOMESTIC MARKET SHARE INCLUDES CALIFORNIA RESIDENT TRAVEL

SOURCES: D.K. SHIFFLET & ASSOC.; US DEPT. OF COMMERCE; CIC RESEARCH



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THE FIVE-YEAR STRATEGIC MARKETING PLAN WILL BE USED TO GUIDE VISIT

CALIFORNIAS WORK AND INVESTMENTS IN THE COMING YEARS. IT WILL

SERVE AS THE ROADMAP FOR STAFF AND COMMITTEES AS THEY DEVELOP

TACTICAL ANNUAL WORK PLANS FOR SPECIFIC MARKETING PROGRAMS AND

INTERNATIONAL EFFORTS WITH PRECISE BUDGETS AND METRICS.

THE BRAND ENRICHMENT PLAN IS INFUSED WITH OPPORTUNITIES TO

REACH GREATER, YET VERY TARGETED AUDIENCES. VISIT CALIFORNIA IS

CONFIDENT THAT BY ENHANCING EFFECTIVENESS, BUILDING PARTNERSHIPS

AND KEEPING PACE WITH THE DYNAMIC GLOBAL MEDIA LANDSCAPE, WE

CAN MAINTAIN CALIFORNIAS STATUS AS A PREMIER TRAVEL DESTINATION

GENERATING REVENUES THAT CONTRIBUTE TO THE VITALITY OF CALIFORNIA.

THE 5-YEAR STRATEGIC MARKETING PLAN IS REFLECTIVE OF THE LEADERSHIP

AND COMMITMENT OF THE COMMISSION AND THE INDUSTRY LEADERS WHO

INVESTED TREMENDOUS TIME AND ENERGY IN DEVELOPING THE PLAN.

WE LOOK FORWARD TO CONTINUING TO PARTNER AS WE PUT THE PLAN

INTO ACTION IN THE COMING YEARS.

PUTTING THE PLAN INTO ACTION



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Fiscal Years 11/12 to 15/162011 2012 2013 2014 2015 2016

Tel: (916) 444-4429Fax: (916) 444-0410

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