It’s incredible to think that a need exists for a state-led business leader “Blue Ribbon Panel on Tourism” to arrive at the conclusion that Connecticut must rebrand and divert more tax revenue to help grow our floundering tourism industry.
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It's incredible to think that a need exists for a state-led business leader “Blue Ribbon Panel on Tourism” to arrive at the conclusion that Connecticut must rebrand and divert more tax revenue to help grow our floundering tourism industry.
It is a blinding glimpse of the obvious and exhibits not exactly a revolutionary thought process for a state perceived as a drive-through to reach more desirable tourism destinations in New England.
Tourism branding and advertising have for too long been treated as a stepchild in the economic spending priorities of the Constitution State.
There have been campaign starts and stops with tagline promises that faded as fast as they appeared. Tourism districts that came and went, each fighting for relevance and budget support: The Quiet Corner, Mystic Places, The Litchfield Hills.
Connecticut tourism branding has always felt like a quilt-work arrangement, attempting to appease everyone. Budgets came and went, riding high during times of economic prosperity and disappearing during economic downturns.
Can you even recall a past tourism branding campaign or tagline? Didn't think so. The current campaign, “Still Revolutionary,” is almost invisible.
If you're to believe the Blue Ribbon Panel, Connecticut state tourism is worth $14.7 billion. This seems overly optimistic. Tourism supports almost 83,000 jobs and produces $1.7 billion in annual tax revenue. Being all in on tourism branding seems to make sense on many levels from a purely financial standpoint.
Our neighboring state — think ”I Love New York” — spends nearly twice as much on the arts as Connecticut does per capita. The Blue Ribbon Panel demonstrated through data analytics that an investment of $1 for tourism delivers $3 in return. We'd be hard pressed to account for any Connecticut budget spend on which the citizens derived this amount of return.
The “Still Revolutionary” campaign has been running in various iterations for the past seven years. The tagline was borne out of surveys that showed that Connecticut offers residents and visitors a unique experience of inspiration.
“Still Revolutionary” is the brand mantra that celebrates Connecticut's spirit of independence and innovation. It's a stretch to bring the past forward to the present, even more so when jerry-rigged for economic-development efforts.
Surprisingly, the work was created by a New York City firm, Chowder Inc., even though many great communications firms reside here in the state. (There was much talk that the account was wired for them to win as a political favor.)
The state spent $27 million over two years in 2012 and 2013 and then scaled way back. It's this stop-and-start mentality that has laid waste to any measurable Connecticut tourism brand recognition or equity returns.
The Blue Ribbon Panel recommends many initiatives starting with the tourism 101 playbook — opening and staffing all highway welcome centers around the clock. That's the ultimate no-brainer. Another is a five-year strategic plan. They also call for funding five additional regional marketing organizations within the Connecticut Office of Tourism.
The real issue is that tourism in Connecticut has never had a true seat of power and, more importantly, a voice at the economic decision-making table. It's too easily cut when times are tough. At one time not long ago, the tourism spend was reduced to a mere $1 to keep the budget line item open.
A true tourism leader needs to be put in place. One with actual tourism chops, not a political appointee. Tourism, arts and culture need to fall directly under their authority. This person needs to get everyone aligned on the importance of branding the whole state, not individual districts across Connecticut.
The tried-and-true attractions that have been the tourism centerpieces need to be rethought. It requires an entirely new way of thinking and acting with regard to Connecticut tourism branding.
There's nothing revolutionary about that.
Bill Field is the founder of FieldActivate, a Connecticut-based marketing firm.
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