However, it had remained untouched for more than twenty years, and marketing was virtually non-existent. The property had become irrelevant and the ADR which should have been in the range of $200 was shy of $100. The directive was obvious.
Daniels + Roberts was engaged shortly after an asset acquisition and just prior to an initial $68 MM capital investment. D+R began with a guest history study, consisting of RFM analysis and geo-demographic cluster segmentation. While ownership and management believed the guest profile was middle- income, the PSYTE cluster segmentation revealed that the guest socio-economics were substantially higher than perceived. The highest income segment in the US indexed 5 times more likely to pursue this destination while middle income clusters indexed far below average.
A multivariate analysis was performed utilizing data appended from our behavioral and attitudinal databases to further enhance the target guest profile.
For group marketing, we identified key attributes and performed a discreet choice analysis directed at decision makers. At the same time, a qualitative study assisted us gaining a thorough knowledge of certain obstacles and pain points within each meeting planner present.. Creative executions were directed to enhance their self-worth and perceived importance with their existing corporate structure.
The anecdotal perceptions from ownership were local Florida and NE corridors were the feeder markets. This was consistent with omnibus studies and Florida market data. However, our analysis revealed a more educated, younger, geographically diverse guest than originally thought.
It was clear that this destination and client base could already support a rate increase as long as experience supported it and the message increased the perception. The brand possessed high consumer loyalty indicated by returning guests and bounce back strategies were utilized to drive sales during construction period and guaranteed a return visit to experience the NEW property.
Daniels + Roberts developed an integrated marketing plan which included on and offline programs directed at transient and group (incentive) markets inclusive of a high perceived value direct marketing initiative directed at the group market and experiential microsites portraying the NEW PGA National.
PGA National Resort and Spa profitably maintained operations throughout the entire renovation process, increased annualized ADR in excess of 100% and increased group and incentive sales resulting in increase of annualized occupancy by 32%.