Supporting Document (fc412eac...)

cnr CMMK
REPORT
Item 20
s
Meeting Date;
General Plan Element: 
General Plan Goal:
ACTION
July 1, 2026 
Economic Vitality
Sustain Scottsdale as a tourist destination
Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan. Adopt Resolution No. 13688 
approving the Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan and authorizing 
staff to implement the plan using budgeted Tourism Development Fund resources.
BACKGROUND
Old Town Scottsdale is the cultural, historic, commercial, and tourism center of Scottsdale. It 
functions as the City's most recognizable mixed-use destination, combining restaurants, galleries, 
museums, performing arts venues, nightlife, boutique retail, hotels, public art, civic spaces, and 
signature events within a compact, walkable district.
Tourism is one of Scottsdale's most important economic engines. In 2025, tourism generated an 
estimated $3.7 billion in economic impact, supported more than 36,000 jobs, and generated more 
than $75 million in transaction privilege tax and bed tax revenues. Visitor spending supports hotels, 
restaurants, retailers, cultural institutions, artists, event producers, transportation providers, and 
service businesses, while also helping sustain City services and public infrastructure.
The City's Old Town marketing role is distinct from, and complementary to. Experience Scottsdale's 
broader destination marketing role. Experience Scottsdale markets Scottsdale as a national and 
international travel destination, with emphasis on out-of-market leisure travel, meetings, 
conventions, and destination-level brand awareness. The City's Old Town marketing program is 
focused on reaching visitors who are already in the region and motivating them to spend time and 
money in Old Town.
From January through June 2026, the City piloted a more integrated, in-house Old Town marketing 
model, shifting from a primarily outsourced agency model to a City-led model supported by 
contracted creative services where appropriate. This approach strengthened coordination among 
Tourism & Events, Economic Development, Communications, Information Technology, and Old 
Town stakeholders. The Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan builds on 
that pilot and provides a structured, accountable framework for marketing Old Town.
Action Taken
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City Council Report | Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan 
ANALYSIS & ASSESSMENT
The Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan is organized around the 
following framework:
Experiences Personas -> Campaigns -> Tactics
Under this framework, experiences are the core product Old Town offers visitors; personas are the 
target audiences most likely to engage with those experiences; campaigns package and promote 
experiences throughout the year; and tactics are the specific marketing, communication, and 
activation tools used to execute campaigns.
The plan has three strategic objectives:
1. Increase in-market visitation to Old Town.
Promote clear, distinctive, and visitor-relevant experiences that encourage regional visitors, hotel 
guests, conference attendees, day-trippers, and residents to choose Old Town as a primary 
destination.
2. Increase taxable sales.
Support hotels, restaurants, retailers, galleries, cultural venues, and event producers by driving 
awareness, foot traffic, and visitor spending across Old Town.
3. Strengthen destination identity.
Build on Old Town's identity as a luxury, walkable, cultural destination through coordinated 
marketing, activations, partnerships, and enhancements to the visitor experience.
The plan promotes Old Town through core visitor experiences, including arts and culture, culinary 
and wine, events and festivals, boutique retail. Western heritage, wellness, nightlife, public spaces 
and walkability, and architecture and design. These experiences reflect Old Town's competitive 
advantage as a concentration of distinctive assets within a compact and recognizable district, rather 
than a single attraction or event.
The plan aligns with Experience Scottsdale's audience framework and focuses on visitor personas 
including Luxury Travelers, Indulgent Individuals, Foodies, Family Unit, Sports Goers, and Wellness 
Warriors. These personas help guide media targeting, campaign timing, creative messaging, content 
development, and partnership opportunities.
The plan includes both evergreen and seasonal campaigns. Evergreen campaigns include arts and 
culture, culinary and wine, shopping and boutique retail, walkable Old Town, and seasonal
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City Council Report | Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan
experiences. Seasonal campaigns include Western Week, Spring Training, June Days, Summer 
Friends & Family, Fall Arts Season, Scottsdazzle, and Floliday Experiences.
The plan also identifies a mix of marketing channels and visitor-facing tactics, including website and 
campaign landing pages, search, social media, user-generated content, digital advertising, 
connected TV, print, out-of-home advertising such as Scottsdale Fashion Square displays, hotel 
partnerships, concierge outreach, influencer partnerships, public relations, email marketing. Old 
Town Ambassadors, passport programs, culinary trails, photo opportunities, seasonal installations, 
and merchant participation programs.
Implementation of the plan is intended to remain flexible. Staff will adjust campaigns and tactics 
based on performance, market conditions, seasonal opportunities, stakeholder input, operational 
capacity, and budget availability.
The plan emphasizes practical measurement, regular reporting, and public transparency. Staff will 
evaluate performance by tracking whether campaigns reach the intended audiences, drive 
engagement with Old Town content, support visitor planning, increase stakeholder participation, 
and align with positive visitation and economic indicators. Reported measures may include 
advertising reach, website activity, social engagement, campaign landing page activity, foot traffic 
trends, visitor origin data where available, taxable sales trends, hospitality indicators, business 
participation, and post-campaign performance summaries.
Staff will provide regular updates to elected officials, the Tourism Development Commission, 
stakeholders, and the public. A public-facing dashboard will track performance, and staff will use 
quarterly Old Town updates and merchant mixers to report progress, share upcoming campaign 
opportunities, gather feedback, and adjust implementation as appropriate.
RESOURCE IMPACTS
The Fiscal Year 2026-2027 Old Town marketing budget is $2.5 million, funded from the Tourism 
Development Fund 5% for destination marketing. The recommended allocation is as follows;
Category
Direct Advertising
Events & Activation
Matching Marketing Program
Contracted Creative Services
Total
Budget
$1,600,000
$400,000
$200,000
$300,000
$2,500,000
The budget prioritizes direct advertising because the primary purpose of the program is to reach 
visitors and increase awareness of Old Town experiences. Events and activations connect marketing
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City Council Report | Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan
to the on-the-ground visitor experience and create additional reasons to visit. The matching 
marketing program is intended to encourage participation by Old Town businesses and groups of 
businesses, while extending the impact of City funds through private-sector participation. 
Contracted creative services may be used for specialized support such as creative development, 
video, photography, design, production, copywriting, reporting support, media support, and other 
professional services necessary to execute campaigns effectively.
STAFF RECOMMENDATION
Adopt Resolution No. 13688 approving the Fiscal Year 2026-2027 Old Town Scottsdale Annual 
Marketing Plan and authorizing staff to implement the plan using budgeted Tourism Development 
Fund resources.
RESPONSIBLE DEPARTMENT
Tourism & Events
STAFF CONTACT
Kevin Burke, Senior Director Economic Development & Tourism, 480-312-2533, 
kburke(a)scottsdaleaz.gov
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City Council Report I Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing Plan 
APPROVED BY 
ScottSdut 
6/16/26 11 :33 MST 
Scott Selin 
Date 
Budget Director 
(For Financial Policies Compliance and Budget Appropriation) 
480-312-2603, sselin@scottsdaleaz.gov
Kevin Burke 
Senior Director Economic Development & Tourism 
480-312-2533, kburke@scottsdaleaz.gov
Judy Doyle 
Deputy City Manager 
480-312-2691, jdoyle@scottsdaleaz.gov
Greg Caton 
City Manager 
480-312-2850, gcaton@scottsdaleaz.gov
Attachments 
6/16/26 09:33 MST 
Date 
6/16/26 10:38 MST 
Date 
6/16/26 10:49 MST 
Date 
1. Resolution No.13688
2. Fiscal Year 2026-2027 Old Town Scottsdale Annual Marketing 
Plan
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Page 5 of 5

I
RESOLUTION NO. 13688
A RESOLUTION OF THE COUNCIL OF THE CITY OF 
SCOTTSDALE, MARICOPA COUNTY, ARIZONA, APPROVING 
THE OLD TOWN SCOTTSDALE ANNUAL MARKETING PLAN.
WHEREAS, the City recognizes that Old Town Scottsdale is the cultural, historic, 
commercial, and tourism center of Scottsdale; and
WHEREAS, the City has developed a proposed Fiscal Year 2026-2027 in-house 
marketing plan for Old Town Scottsdale;
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Scottsdale, 
Maricopa County, Arizona, as follows;
Section 1. That the Council authorizes adoption of Resolution No. 13688 
approving the Old Town Scottsdale Annual Marketing Plan.
PASSED AND ADOPTED by the Council of the City of Scottsdale, Maricopa 
County, Arizona this____day of__________________ , 2026.
ATTEST:
CITY OF SCOTTSDALE, an Arizona 
municipal corporation
Ben Lane, City Clerk 
APPROVED AS TO FORM;
Luis E. Santaella/Interim City Attorney 
By: William Hylen, Deputy City Attorney
Lisa Borowsky, Mayor
19282494
. Page 1 of 1
ATTACHMENT 1

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Table of Contents 
1. Executive Summary 
2. Economic Importance of Old Town 
3. Market Context 
4. Strategic Framework 
5. Experiences 
6. Brand Positioning 
7. Personas 
8. Campaign Architecture 
9. Marketing Channels and Media Strategy 
10. Activations and Visitor Experience Enhancements 
11. Partnership Strategy 
12. Budget Framework 
13. Performance Measurement 
14. Governance and Reporting 
15. Annual Marketing Calendar 
16. Implementation Roadmap 
17. Conclusion

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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1. Executive Summary 
Old Town Scottsdale is the cultural, historic, commercial and tourism center of 
Scottsdale. It functions as the city’s most recognizable mixed-use destination, combining 
restaurants, galleries, museums, performing arts theatres, nightlife, boutique retail, 
hotels, public art, civic spaces, and signature events within a condensed, walkable area. It 
is both a visitor destination and a local economic district, and it is central to Scottsdale’s 
brand identity. The city recognizes that cleanliness, maintenance, shade, seating, signage, 
wayfinding, accessibility, and the appearance of public spaces affect the return on 
marketing investment and require coordination with other City functions.  
Tourism is one of Scottsdale’s most important economic engines, generating an estimated 
$3.7 billion economic impact in 2025. Visitor spending supports hotels, restaurants, 
retailers, cultural institutions, artists, event producers, transportation providers and 
service businesses. It also supports more than 36,000 jobs and generates more than $75 
million in transaction privilege tax and bed tax revenues that help sustain city services, and 
fund continued investment in public infrastructure. The purpose of this FY 2026-2027 
Annual Marketing Plan is to strengthen that economic engine by using focused, 
measurable, city-led marketing to increase visitation to Old Town, support local business 
activity and reinforce Scottsdale’s identity as one of the Southwest’s premier, luxury 
destinations. 
The plan builds on the in-house marketing approach piloted from January through June 
2026. That pilot shifted the city from a primarily outsourced agency model to a more 
integrated model led by City staff and supported by contracted creative services where 
appropriate. The approach improved alignment among Tourism & Events, Economic 
Development, Communications, Information Technology and Old Town stakeholder 
engagement. It also created a stronger connection between strategy, paid media, website 
content, events, public relations, social media, data reporting and on-the-ground visitor 
experiences. 
The City’s marketing role is distinct from, and complementary to, Experience Scottsdale’s 
broader destination marketing role. Experience Scottsdale markets Scottsdale as a 
national and international travel destination, with particular emphasis on out-of-market 
leisure travel, meetings, conventions and destination-level brand awareness. The City’s 
Old Town marketing program is focused locally. It is designed to reach visitors who are 
already in the region, and to motivate them to spend time and money in Old Town. In 
practical terms, Experience Scottsdale helps bring visitors to Scottsdale; the City’s Old 
Town marketing helps convert that destination interest into Old Town activity. 
The organizing framework for the plan is: Experiences -> Personas -> Campaigns -> 
Tactics. Experiences are the core product Old Town offers visitors. Personas are the target 
audiences most likely to engage with those experiences. Campaigns package and promote

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
5 
those experiences throughout the year. Tactics are the specific tools used to execute 
campaigns, including paid digital, print and out-of-home advertising, website content, 
social media, public relations, and visitor activations. 
For FY 2026-2027, the proposed Old Town marketing budget is $2.5 million. The 
recommended allocation prioritizes direct advertising, supported by events and 
activations, a matching marketing program for local businesses and contracted creative 
services. This allocation reflects a clear policy objective: the majority of available funding 
should reach the market directly, while sufficient resources remain available for quality 
creative production, stakeholder participation and visitor experience enhancements. 
The plan emphasizes accountability. Success will be measured at the campaign level 
through reach metrics, and in the aggregate through visitation and economic metrics. 
Public-facing reporting should include advertising spend, impressions, website traffic, 
visitation indicators, business participation and relevant tax revenue trends. Quarterly Old 
Town updates and merchant mixers will provide an opportunity to review progress, explain 
upcoming campaigns, invite stakeholder participation and adjust tactics based on results. 
Strategic Objectives 
1. Increase in-market visitation to Old Town. 
Promote clear, distinctive and visitor-relevant experiences that encourage regional 
visitors, hotel guests, conference attendees, day-trippers, and residents to choose Old 
Town as a primary destination. 
 
2. Increase taxable sales. 
Support hotels, restaurants, retailers, galleries, cultural venues, and event producers 
by driving awareness, foot traffic, and visitor spending across Old Town.  
 
3. Strengthen destination identity. 
Build on Old Town’s identity as a luxury, walkable, cultural destination through 
coordinated marketing, activations, partnerships, and enhancements to the visitor 
experience.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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2. Economic Importance of Old Town 
Old Town is a tourism destination, a regional 
downtown and an economic development asset. 
Its value is not limited to any single business, 
attraction or event. It is the concentration of 
experiences that creates the district’s 
competitive advantage. In a pedestrian-friendly 
area, visitors can dine, shop, attend events, visit 
galleries, enjoy nightlife, explore public art, 
experience Western heritage, and stay in or near 
the center of the city. This mix of uses creates a 
destination that is active throughout the day, 
throughout the week and across multiple travel 
seasons. 
From a municipal perspective, marketing Old 
Town is an economic development function. 
Scottsdale is not simply advertising amenities. It 
is investing in demand generation for a district 
that produces sales tax revenue, supports small 
businesses, sustains hospitality and service employment, reinforces Scottsdale’s 
competitive identity, and encourages private investment. When marketing increases visitor 
traffic and spending, it benefits the public sector, the private sector and the overall vitality 
of the city. 
Old Town as a Tourism Destination 
Old Town serves as the on-the-ground expression of the Scottsdale brand. While resorts, 
golf, wellness and desert landscapes remain central to the city’s broader destination 
identity, Old Town provides the dense, walkable, visitor-ready environment where many 
guests spend their discretionary time. It gives the visitor a place to explore, a place to dine, 
a place to shop, a place to experience local culture and a place to participate in events. For 
resort guests, conference attendees, day visitors, seasonal residents and regional 
travelers, Old Town is often the part of Scottsdale that feels most immediate and 
memorable. 
The area is especially important for in-market marketing because it can convert existing 
regional demand into measurable local activity. A visitor who is already staying at a 
Scottsdale resort, attending an event at WestWorld, participating in Spring Training, 
shopping at Scottsdale Fashion Square, attending a meeting in Phoenix or visiting friends 
and family in the Valley can be influenced to add Old Town to the itinerary.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
7 
Old Town as a Regional Downtown 
Old Town also functions as a regional downtown. It offers the kind of walkable, experience-
rich environment that is increasingly valued by visitors, residents, employers and 
investors. The strongest downtowns are not defined by a single use. They combine dining, 
shopping, arts, culture, entertainment, employment, lodging, events, civic identity and 
public space. Old Town fits that model while retaining a distinctive Scottsdale character. 
The district’s compactness creates economic spillover. A visitor who comes for dinner 
may visit a gallery. A conference attendee may return for shopping. A local resident may 
bring visiting family to an event. A resort guest may discover the area through a hotel 
concierge, a rideshare partnership, a digital ad or a social media post. The objective of the 
marketing plan is to make those connections more intentional and more frequent. 
Sales Tax, Business Activity and Public Revenues 
Old Town marketing should be evaluated in economic terms. Restaurants, bars, galleries, 
retailers, hotels, entertainment venues and event-related businesses generate taxable 
activity. That activity contributes to city revenues that support municipal services and 
reinvestment. The marketing program should therefore be viewed as a demand generation 
tool for a geographically concentrated economic district. 
The plan does not assume that marketing alone produces revenue growth. Weather, travel 
prices, hotel rates, airline service, consumer confidence, regional event calendars, and 
macroeconomic conditions all affect visitation and spending. However, strategic 
marketing can improve awareness, influence itinerary decisions, fill shoulder periods, 
support seasonal events, expand reach for local businesses and strengthen Old Town’s 
market position over time. 
Small Business Support 
Old Town’s economic character is heavily shaped by small and locally distinctive 
businesses. Many of these businesses do not have the budget or capacity to reach regional 
visitors at scale. City-led marketing can provide a common platform that benefits the 
district as a whole while still encouraging individual business participation. A curated 
approach allows the city to promote experiences, stories and itineraries rather than 
attempting to market every business individually. 
The proposed matching marketing program is an important complement to district-wide 
promotion. It gives individual businesses and groups of businesses an opportunity to 
extend the city’s reach while maintaining clear accountability for public funds. It also 
encourages collaboration among merchants, restaurants, galleries, hotels and property 
owners around shared campaigns.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Hospitality Employment and Workforce Impact 
Tourism and hospitality support a broad range of jobs, including restaurant workers, retail 
employees, hotel staff, event personnel, artists, gallery staff, transportation providers, 
security, maintenance, creative professionals and marketing vendors. A strong visitor 
economy helps sustain these jobs and creates opportunities for entrepreneurs and local 
service providers. The benefits are not limited to tourism-facing businesses; professional 
services, property owners, contractors and suppliers also benefit from a healthy 
destination district. 
Community Identity and Placemaking 
Marketing should also reinforce place identity. Old Town is not a generic downtown. Its 
value comes from the combination of sophisticated hospitality, Southwestern character, 
public art, cultural institutions, Western history, walkable neighborhoods and a distinctive 
sense of place. The marketing program should strengthen this identity rather than 
flattening it into a simple entertainment message. A successful plan must present Old 
Town as elevated, authentic, welcoming and memorable.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
9 
3. Market Context 
The FY 2026-2027 plan is shaped by several market conditions. Travel demand remains 
resilient, but travelers are more selective. Costs have increased, visitors are evaluating 
value more carefully and high-income travelers are driving a significant share of 
discretionary travel spending. At the same time, consumers continue to prioritize 
experiences, food, culture, wellness, events and visually shareable moments. These 
conditions favor destinations that can offer a strong sense of place and a variety of easy-
to-access experiences. 
Domestic Leisure Demand and Regional Travel 
Domestic leisure travel remains the most important near-term opportunity for Old Town. 
In-market visitors are reachable, flexible and often already inclined to spend time in 
Scottsdale. They may be staying at local hotels, visiting family, attending events, traveling 
for meetings, visiting for Spring Training or planning a weekend getaway. The marketing 
program should prioritize these visitors because they can be influenced at multiple points 
in the visitor journey, from pre-trip planning to same-day itinerary decisions. 
 
Market Condition 
Implication for Old Town Marketing 
Higher travel costs and selective 
spending 
Emphasize value through concentrated 
experiences: dining, galleries, events, shopping, 
public art and walkability in one visit. 
High-income households remain 
important drivers of travel 
spending 
Lead with quality, hospitality, design, culinary, arts 
and premium experiences without making Old Town 
feel exclusive or inaccessible. 
Shorter trips and regional travel 
remain important 
Focus on in-market visitors, resort guests, 
conference attendees, Valley residents, day visitors 
and visiting friends and relatives. 
Social platforms influence 
inspiration and itinerary decisions 
Invest in high-quality visual content, high-quality 
software integration, user-generated content, 
influencer partnerships and easy-to-share 
itineraries. 
Event-based travel continues to 
shape demand 
Use major events and seasonal moments as 
campaign anchors while maintaining year-round 
evergreen messaging. 
Culinary, arts and culture and 
western heritage remain high-
interest experience categories 
Organize campaigns around Old Town’s strongest 
experiences

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
10 
Competitive Positioning 
Old Town competes for attention with multiple types of destinations: regional downtowns, 
resort districts, retail centers, arts districts, entertainment districts, casino and concert 
destinations, and other Southwest travel markets. Its competitive advantage is the 
combination of premium hospitality, authentic place character and walkability. Few 
destinations in the region can offer Old Town’s concentration of galleries, restaurants, 
public art, boutiques, nightlife, museums, events and hotels in a setting that carries a 
recognizable Scottsdale identity. 
The marketing plan should therefore avoid over-relying on any single experience. Old Town 
should not be presented only as an arts district, only as a nightlife district, only as a 
Western heritage district or only as a dining destination. It is all these things, with different 
combinations becoming more relevant to different audiences at different times of year. 
Experiential Travel and Authenticity 
Travelers increasingly seek experiences that feel specific to place. They want memorable 
meals, walkable districts, local stories, public art, music, seasonal events, cultural identity 
and places that photograph well without feeling artificial. Old Town has these ingredients. 
The city’s role is to package them clearly, consistently and credibly. 
Authenticity matters. Old Town’s Western heritage, arts history, hospitality culture and 
desert setting should be presented with sophistication. The brand should respect the 
historic and cultural foundation of the area while also reflecting the contemporary Old 
Town experience, including chef-driven dining, design-forward hospitality, public art, 
luxury retail and nightlife. 
Culinary Tourism 
Dining is one of Old Town’s most important visitor drivers. A strong culinary message can 
appeal to luxury travelers, foodies, resort guests, day visitors, conference attendees, 
residents and visiting friends and relatives. The culinary experience should be framed 
broadly, including chef-driven restaurants, patios, wine bars, cocktail programs, brunch, 
dessert, coffee, nightlife, food events and seasonal dining. The city should continue to 
develop culinary trails, dining content, chef profiles, itinerary pages and strategic media 
placements that reinforce Old Town’s dining identity. 
Arts and Culture as Tourism Drivers 
Arts and culture remain foundational to Old Town’s identity. Public art, galleries, 
museums, performing arts, festivals, ArtWalk, Canal Convergence and Scottsdale Arts 
programming give the district depth and authenticity. The arts message should not be 
treated as a standalone niche campaign only. It should also be integrated into dining, 
shopping, walkability, events, Western heritage and seasonal programming. The objective 
is to make Old Town feel culturally rich, not simply commercially active.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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4. Strategic Framework 
The FY 2026-2027 Old Town Marketing Plan is organized around a clear operating model:  
Experiences -> Personas -> Campaigns -> Tactics 
This framework helps decision makers, staff, partners and the public understand how 
individual marketing activities connect to broader objectives. 
Plan Element 
Definition 
Purpose 
Experiences 
The visitor-facing product Old Town 
offers, such as arts and culture, 
culinary and wine, boutique retail, 
Western heritage, events, 
wellness, nightlife and walkability. 
Clarifies what the city is selling 
and helps organize storytelling 
around visitor motivations rather 
than around individual vendors 
or contracts. 
Personas 
Audience segments based on 
demographic, psychographic and 
behavioral characteristics, aligned 
with Experience Scottsdale’s 
audience framework. 
Clarifies who the city is trying to 
reach and which experiences 
are most relevant to each 
audience. 
Campaigns 
Year-round and seasonal 
marketing programs that package 
Clarifies when and how 
messages are delivered, and

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
12 
Plan Element 
Definition 
Purpose 
experiences around visitor 
behavior, events and timing. 
how the city supports year-
round visitation. 
Tactics 
The channels, placements, 
activations and tools used to 
execute each campaign. 
Clarifies how resources are 
deployed and how performance 
is measured. 
 
How the Framework Works in Practice 
The framework should be used for every campaign decision. Staff should begin by 
identifying the experience to be promoted, then match that experience to the most 
relevant personas, then select the appropriate campaign window, then choose tactics and 
measures of success. This process keeps the plan from becoming a list of disconnected 
media buys. It also helps ensure that paid advertising, website content, social media, 
public relations, stakeholder toolkits, events and activations are reinforcing the same 
strategy. 
Example 
Experience 
Persona 
Campaign 
Tactics 
Featured 
dining 
campaign 
Culinary & 
Wine 
Foodies, Luxury 
Travelers, 
Indulgent 
Individuals, 
Conference 
Attendees 
Culinary & 
Wine 
evergreen 
campaign with 
seasonal 
dining pushes 
Phoenix Magazine 
placement, digital 
ads, CrowdRiff 
content, restaurant 
itineraries, social 
media, hotel 
concierge outreach. 
Western 
Week 
Western 
Heritage, 
Events & 
Festivals, 
Public Spaces 
Day Visitors, 
Families, 
Friends and 
Family Visitors, 
Conference 
Attendees 
January 
seasonal 
campaign 
Event listings, paid 
social, geofenced 
ads, PR, stakeholder 
toolkits, hotel 
placements, 
ambassadors. 
Scottsdazzle 
Holiday 
Experiences, 
Events, Dining, 
Boutique Retail 
Residents, 
Staycation 
Visitors, Friends 
and Family 
Visitors, Day 
Visitors 
November and 
December 
holiday 
campaign 
Website hub, event 
calendar, social 
media, print, digital 
displays, merchant 
contests, photo 
opportunities. 
Fall arts 
Arts & Culture, 
Architecture 
Luxury 
Travelers, 
Fall Arts 
Season 
Gallery content, 
public art itineraries,

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Example 
Experience 
Persona 
Campaign 
Tactics 
season 
and Design, 
Dining 
Indulgent 
Individuals, Art 
and Culture 
Visitors, Day 
Visitors 
campaign 
Scottsdale Arts 
collaboration, 
influencer walks, 
out-of-home and 
hotel partnerships.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
14 
5. Experiences 
Experiences are the foundation of the marketing 
strategy. They are what Old Town offers visitors. 
They are also the clearest way to explain the area 
to the public. The city should market Old Town not 
as a list of businesses or a collection of individual 
events, but as a set of distinctive experiences that 
can be combined into memorable itineraries. 
The experiences below should function as the core 
product architecture for the annual plan. Each 
experience can support year-round content, 
seasonal campaigns, merchant toolkits, website 
landing pages, itineraries, media relations and 
visitor activations. 
Arts & Culture 
Old Town’s arts and culture experience is one of its 
defining assets. Galleries, public art, museums, 
performing arts, cultural events and long-standing creative institutions give the area depth 
and authenticity. For visitors, the value proposition is the ability to encounter art and 
culture in a walkable setting that also includes dining, shopping and public space. This is 
not a passive museum-only experience. It is an active experience that allows visitors to 
move between galleries, public art, cultural venues, restaurants and events. 
This experience is uniquely Old Town because Scottsdale’s arts identity is embedded in 
the area’s history and physical environment. ArtWalk, performing arts venues, public art, 
Scottsdale Arts, Western Spirit: Scottsdale’s Museum of the West, gallery clusters, civic 
cultural assets and annual events like Canal Convergence collectively create a visitor 
proposition that cannot be replicated by a single venue. 
Storytelling opportunities include artist profiles, gallery walks, public art maps, behind-
the-scenes content, evening itineraries and paired arts-and-dining experiences. 
Culinary & Wine 
Dining is a primary trip motivator and one of the strongest near-term opportunities for Old 
Town marketing. The culinary experience includes chef-driven restaurants, patios and 
rooftops, wine bars, cocktail lounges, dessert trails, locally owned cafes, nightlife, food 
events and seasonal menus. For visitors, the value proposition is the ability to find high-
quality dining in a beautiful, walkable environment with multiple options before and after 
the meal.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
15 
This experience is uniquely Old Town because dining is embedded in the broader visitor 
ecosystem. A meal can be paired with shopping, galleries, nightlife, public art, hotel stays, 
events or a walk-through historic landmarks. Old Town dining should be positioned as 
elevated but approachable, sophisticated but not pretentious. 
Supporting assets include more than 100 restaurants, wine bars and nightlife venues; 
patios; resort and hotel guests; culinary events; Restaurant Week partnerships; Arizona 
Chef Week; media placements; chef profiles; cocktail and dessert trails; and seasonal 
dining content. Storytelling opportunities include “where to dine before the show,” “Old 
Town patio season,” “culinary weekend,” “chef-driven Scottsdale,” and “wine, art and 
dinner.” 
Events & Festivals 
Events give visitors a reason to choose a date, invite others and build an itinerary. Old 
Town’s event experience includes seasonal programming, signature events, cultural 
celebrations, holiday activities, gallery events, music, markets and public-space 
activations. The visitor value proposition is a destination that feels alive and timely. 
This experience is uniquely Old Town because events take place within an already 
attractive destination environment. Visitors can attend an event and then stay for dinner, 
shopping, nightlife or galleries. Events therefore function as both standalone attractions 
and catalysts for broader district spending. 
Supporting assets include Western Week, Scottsdazzle, June Days, Canal Convergence, 
ArtWalk, seasonal markets, public performances, merchant contests and event 
partnerships. Storytelling opportunities include monthly “what’s on” content, event 
itineraries, photo guides, family-friendly highlights, nightlife tie-ins and hotel packages. 
Boutique Retail 
Old Town’s retail experience should be presented as discovery-oriented, local, design-
forward and walkable. Visitors are not simply shopping for goods; they are exploring a 
district with local boutiques, jewelry, fashion, gifts, Western goods, art, home design and 
specialty retail. The value proposition is retail with a sense of place. 
This experience is uniquely Old Town because it connects boutique shopping with 
galleries, dining, public spaces and Scottsdale’s Western and luxury identity. It offers an 
alternative to purely mall-based retail while still benefiting from proximity to Scottsdale 
Fashion Square. 
Supporting assets include more than 320 retail stores, boutique districts, galleries, jewelry 
stores, Western retail, specialty gifts, luxury-adjacent shopping, seasonal gift guides and 
merchant programs. Storytelling opportunities include shopping trails, “find it in Old 
Town,” local maker profiles, holiday gift guides and fashion or design itineraries.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Western Heritage 
Western heritage differentiates Old Town from other upscale urban districts. The visitor 
value proposition is the chance to experience Scottsdale’s history, architecture, public art, 
Western retail, museums and events in a way that feels distinctive and rooted in place. 
This experience must be handled with care: it should be authentic, respectful and 
contemporary, not nostalgic caricature. 
This experience is uniquely Old Town because the district carries Scottsdale’s “West’s 
Most Western Town” identity while also offering modern dining, hospitality and cultural 
experiences. Western heritage can serve as a brand anchor that complements rather than 
replaces the district’s contemporary appeal. 
Supporting assets include Western Week, Western Spirit: Scottsdale’s Museum of the 
West, historic character, public art, Western retail, civic branding, heritage architecture, 
storytelling signage and themed events. Storytelling opportunities include history walks, 
Western Week guides, “then and now” content, museum partnerships, public art 
interpretation and family itineraries. 
Wellness 
Wellness is an increasingly important travel motivator and a natural extension of the 
Scottsdale brand. Old Town can support wellness through walkability, spa-adjacent 
itineraries, healthy dining, yoga or fitness pop-ups, shaded walking routes, beauty and 
wellness retailers, resort connections and lower-intensity leisure experiences. The visitor 
value proposition is relaxation and renewal in a compact, attractive setting. 
This experience is uniquely Old Town because wellness can be paired with dining, 
shopping, galleries, public art and resort stays. It does not need to compete with desert 
resorts or spas; it can extend the wellness trip into the city center. 
Supporting assets include hotels, spas, fitness studios, healthy dining, shaded routes, 
public spaces, outdoor patios, beauty and wellness businesses, and seasonal wellness 
programming. Storytelling opportunities include morning itineraries, “wellness weekend in 
Old Town,” spa-to-supper content, walking routes and wellness weeks. 
Nightlife 
Nightlife is part of Old Town’s visitor economy and should be presented as one component 
of a broader evening experience. It includes bars, lounges, music, wine bars, cocktail 
lounges, late dining, events and after-dark walkability. The visitor value proposition is the 
ability to extend the day into a lively evening. 
This experience is uniquely Old Town because nightlife occurs adjacent to premium dining, 
hotels, galleries and events. Marketing should balance energy with sophistication, 
emphasizing curated evenings, group outings, date nights, conference attendee itineraries 
and responsible enjoyment.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Supporting assets include restaurants, lounges, bars, live music, hotel guests, conference 
groups, ride-share partnerships, public safety coordination and evening events. 
Storytelling opportunities include “dinner and drinks,” “after the event,” “date night,” and 
“conference attendee evening guide.” 
Public Spaces and Walkability 
Walkability is one of Old Town’s most important competitive advantages. Visitors can 
move between experiences without a complex itinerary. This creates a sense of discovery 
and makes Old Town more valuable than a single attraction. The visitor value proposition is 
ease: park once, walk between multiple experiences and build a flexible day or evening. 
This experience is uniquely Old Town because the area’s compact form supports 
spontaneous exploration. Walkability also helps connect less visible businesses to visitor 
traffic and makes public art, architecture, patios and storefronts part of the experience. 
Supporting assets include streetscapes, public art, wayfinding, parking resources, 
Ambassador assistance, maps, itineraries and signage. Storytelling opportunities include 
walking itineraries, “one afternoon in Old Town,” self-guided public art routes, hidden 
gems, Southwest history, among others. 
Architecture and Design 
Architecture and design help Old Town tell a richer story. Visitors notice buildings, signage, 
patios, interiors, public art, historic materials, galleries, hotels and streetscapes. The value 
proposition is a destination that feels visually distinctive and design-forward. 
This experience is uniquely Old Town because it combines Southwestern character, civic 
design, resort-adjacent luxury, historic references and contemporary hospitality. Design 
can help connect arts, dining, shopping and heritage into a more cohesive brand story. 
Supporting assets include historic buildings, civic spaces, public art, gallery interiors, hotel 
lobbies, restaurant design, streetscape improvements, signage and architectural tours. 
Storytelling opportunities include design walks, photo routes, public art and architecture 
itineraries, “beautiful places to dine,” and features on design-forward businesses.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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6. Brand Positioning 
The brand platform should translate Old Town’s experiences into a clear and consistent 
public message. The goal is not to create a separate brand detached from Scottsdale. The 
goal is to clarify Old Town’s role within the broader Scottsdale destination brand and 
provide a common language for City staff, partners and stakeholders. 
Brand Promise 
Old Town offers visitors a walkable, memorable and distinctly Scottsdale experience 
where arts, culture, dining, shopping, events, Western heritage and modern hospitality 
come together in the heart of the city. 
Positioning Statement 
For visitors seeking a destination that feels elevated, authentic and easy to explore, Old 
Town is the cultural and culinary heart of Scottsdale: a walkable city center where 
Southwestern character, arts and culture, boutique retail, memorable dining and signature 
events create one of the Southwest’s most distinctive urban experiences. 
Brand Pillars 
Brand Pillar 
Meaning 
Visitor Proof Points 
Sophisticated 
but 
Approachable 
Old Town offers quality, 
hospitality and design without 
feeling closed off or overly 
formal. 
Chef-driven restaurants, 
patios, galleries, boutique 
retail, hotels, polished public 
spaces and visitor-friendly 
itineraries. 
Authentically 
Scottsdale 
Old Town reflects the city’s 
history, desert setting, 
Western identity and 
contemporary hospitality 
culture. 
Western Week, Western Sprit: 
Scottsdale’s Museum of the 
West, public art, Southwestern 
design, local businesses and 
historic character. 
Walkable and 
Experience-
Rich 
Visitors can combine multiple 
experiences in a compact 
area. 
Dining, galleries, events, public 
art, nightlife, shopping and 
hotel proximity. 
Arts and 
Culture at the 
Core 
Creative assets give Old Town 
depth and distinction. 
Galleries, Scottsdale Arts, 
public art, museums, Canal 
Convergence, ArtWalk and 
performing arts. 
Culinary 
Destination 
Dining is a central reason to 
visit and a primary driver of 
Restaurants, wine bars, 
cocktail lounges, patios, 
brunch, culinary trails, chef

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Brand Pillar 
Meaning 
Visitor Proof Points 
return trips. 
profiles and seasonal dining 
campaigns. 
Memorable in 
Every Season 
Old Town offers reasons to 
visit throughout the year. 
Scottsdazzle, Western Week, 
Spring Training, June Days, 
summer friends and family 
campaigns and fall arts 
season. 
 
Voice and Tone 
Old Town’s voice should be confident, warm, polished and specific. It should avoid generic 
tourism language and should not overstate luxury in a way that makes it feel inaccessible. 
The tone should invite visitors into a premium but welcoming experience. 
Use More 
Specific experiences: galleries, patios, chef-driven dining, public art, boutique 
shopping, Western Week, Scottsdazzle. 
Warm and polished language. 
Clear visitor benefits. 
Authentic references to place. 
Measurable objectives and accountable language. 
 
Messaging Hierarchy 
Level 
Message 
Primary Message 
Old Town Scottsdale is the walkable cultural and 
culinary heart of Scottsdale. 
Supporting Message 1 
Explore performing arts, galleries, museums, public art 
and signature events in a district shaped by creativity 
and Southwestern character. 
Supporting Message 2 
Dine, sip and stay a while in one of the region’s most 
compelling culinary and nightlife districts. 
Supporting Message 3 
Shop local boutiques, discover design-forward 
storefronts and find gifts, art and fashion with a distinct 
sense of place.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Level 
Message 
Supporting Message 4 
Experience Scottsdale’s Western heritage through 
museums, events, public art, storytelling and walkable 
historic character. 
Supporting Message 5 
Build your own itinerary by combining dining, shopping, 
art, events and public spaces in one accessible district.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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7. Personas 
Personas translate audience research into practical marketing decisions. The plan aligns 
with Experience Scottsdale’s audience framework while focusing City tactics on in-market 
conversion. The personas below should guide creative content, media targeting, campaign 
timing and partnership development. They are not rigid categories. A single visitor may fit 
multiple personas, and campaigns may target multiple audiences at once. 
Persona Summary 
Persona 
Core Motivation 
Primary Experiences 
Best Campaign Fit 
Luxury 
Travelers 
Relaxation, 
rejuvenation and 
curated luxury 
without 
compromise  
Culinary & Wine, 
Arts & Culture, 
Boutique Retail, 
Architecture and 
Design, Wellness. 
Culinary & Wine, 
Fall Arts Season, 
Holiday, Spring 
Training, Arts & 
Culture 
Indulgent 
Individuals 
Self-reward, 
indulgence, 
relaxation and play 
Culinary & Wine, 
Nightlife, Boutique 
Retail, Wellness, 
Events & Festivals. 
Culinary & Wine, 
Shopping & 
Boutique, 
Scottsdazzle, 
Summer Friends & 
Family. 
Foodies 
Exceptional dining, 
authentic cuisine, 
culinary discovery 
and social currency 
 
Culinary & Wine, 
Nightlife, Events & 
Festivals, Public 
Spaces & 
Walkability. 
Culinary & Wine, 
June Days Spring 
Training, June 
Days, Summer 
Friends & Family 
Family Unit 
Connection, quality 
time and easy 
Events & Festivals, 
Public Spaces & 
Scottsdazzle, 
Western Week,

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Persona 
Core Motivation 
Primary Experiences 
Best Campaign Fit 
access to family-
friendly 
experiences 
Walkability 
Spring Training, 
Friends & Family. 
Wellness 
Warrior 
Mind-body 
alignment through 
fitness spa, healthy 
living and nature 
immersion 
Public Spaces & 
Walkability, 
Culinary & Wine, 
Wellness, Boutique 
Retail 
Walkable, 
Shopping & 
Boutique, Summer 
Friends & Family, 
June Days 
Sports Goer 
Live sports, 
fandom, shared 
group experiences 
and energy 
Nightlife, Public 
Spaces & 
Walkability, Events 
& Festivals 
Spring Training, 
Summer Friends & 
Family  
 
Luxury Travelers 
They travel as a couple or family for 4.5 days, staying at our highest-end resorts. They seek 
walkability and a variety of amenities at their fingertips and are influenced by word of 
mouth, travel professionals and social media.  
Who they are:  
40-65 years old 
$250K+ household income 
Travel as couples or family for 4.5 days 
When they visit: 
Top visitation in fall, late September to early December 
Also visits in spring and to enjoy seasonal events, late January to March 
Behaviors:  
Primary motivation is relaxation, rejuvenation and curated luxury without compromise  
Seek walkability, a variety of amenities at their fingertips and unique experiences 
Stay at the highest-end resorts 
Responds to content focused on luxury resort offerings along with unique and authentic 
experiences only available in Scottsdale 
Decision Drivers: 
Resort and spa caliber, dining quality, privacy, service excellence, authenticity

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Decision making is heavily influenced by trusted travel advisors, premium cards, word of 
mouth, social media and trusted luxury ecosystems 
Barriers: 
Perceived sameness among luxury destinations 
Media Preferences: 
Luxury publications, travel advisors, premium social and video for inspiration  
Scottsdale Selling Points:  
High-end resort density, walkable luxury areas, authentic and curated experiences 
focused on art, culture and desert experiences 
Preferred Old Town experiences include chef-driven dining, wine, galleries, public art, 
design-forward hotels, boutique retail, wellness, patios and curated cultural events. Media 
should emphasize quality, beauty, planning ease, polished itineraries and premium but 
approachable experiences. 
Example message: “Spend an evening in the cultural and culinary heart of Scottsdale, 
where galleries, chef-driven dining, public art and boutique shopping come together in one 
walkable destination.” 
 
Indulgent Individuals 
They travel as couples or families for 4 days, staying at upper mid-range hotels to luxury 
resorts. They are seeking relaxation and self-reward and respond to content that plays up 
Scottsdale’s many ways to disconnect.  
Who they are:  
35-45 years old 
$150K+ household income 
Travels as couples or groups for 4 days 
When they visit: 
Top visitation in summer months when they can take advantage of discounted rates 
Also visits in spring to enjoy seasonal events, late Jan. - March 
Behaviors:  
Primary motivation is self-reward, indulgence, relaxation and play 
Seeks opportunity to disconnect, maximize their budget and fun with accessible luxury, 
lavish experiences and buckets list items

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Stays at upper mid-range hotels to luxury resorts with spas 
Responds to content which focused on Scottsdale’s many ways to disconnect and treat 
oneself 
Decision Drivers: 
Budget motivated, strong demand when premium value is accessible on luxury 
experiences, spas, dining and shopping 
Decision making is heavily influenced by social media, friends and online resources 
Barriers: 
Perception of luxury destination  
Media Preferences: 
Social-first inspiration, content creators that align with interests (lifestyle, travel, shopping, 
etc.) 
Scottsdale Selling Points:  
Scottsdale’s spa culture, shopping districts, nightlife, summer season with discounted 
rates and experiences 
Preferred Old Town experiences include culinary and wine, nightlife, boutique retail, 
wellness, events and public spaces. Media should emphasize “make a day of it,” “extend 
the evening,” “plan the weekend,” and “treat yourself” without becoming overly casual. 
Example message: “Make Old Town your Scottsdale escape: brunch, boutiques, galleries, 
patios, dinner and a night out, all within a few walkable blocks.” 
 
Foodies 
Foodies travel alone or in couples for 2.5 days, staying near the heartbeat of the 
destination like Old Town Scottsdale. They are influenced by social media, online 
resources and review sites and respond to content that shows the variety of dining 
offerings. 
Who they are:  
35-60 years old 
$150K+ household income 
Travels alone or in pairs/couples for 2.5 days 
When they visit: 
Not typically influenced by seasonality and will travel throughout the year

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Behaviors:  
Primary motivation is exceptional dining, authentic cuisine, culinary discovery and social 
currency 
Seeks a variety of highly rated eateries at all prices ranges, authentic cuisine and unique 
dining options 
Stay near the heartbeat of the city (Old Town, Quarter, etc.) 
Responds to content which showcases a variety of dining offerings 
Decision Drivers: 
Choose destinations based on reputation and variety, not just price or season 
Decision making is heavily influenced by word of mouth, social media, online research, 
review sites and influencers.  
Barriers: 
Narrow perceptions of Scottsdale's food scene 
Media Preferences: 
Short-form video, creator lists, dining review sites and ecosystems 
Scottsdale Selling Points:  
Density of quality dining scene, from celebrity chefs to local gems, chef credibility and 
walkability 
Preferred Old Town experiences include culinary and wine, cocktail and wine bars, brunch, 
dessert, patios, food events, nightlife and arts-and-dining pairings. Media should feature 
strong photography, chef and bartender stories, seasonal menus, “where to eat” content, 
culinary trails and easy reservation or itinerary links. 
Example message: “Taste your way through Old Town Scottsdale, from patio brunch and 
chef-driven dinners to wine bars, cocktails and late-night bites.” 
 
Family Unit 
Family Units travel for 5 days, staying at mid-range hotels to upper mid-range resorts with 
many family-friendly amenities and nearby activities. They seek connection, family time 
and outdoor adventure and are influenced by social media, friends and online resources.  
Who they are:  
35-55 years old 
$150K+ household income

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Travel as couples or family for 5 days – including parents with children and multi-
generational travel 
When they visit: 
Top visitation is over the summer and aligns with spring and winter school breaks 
Will also visit for family celebrations including anniversaries, birthdays and reunions 
Behaviors:  
Primary motivation is connection, quality time and easy access to family-friendly 
experiences  
Seek connection, family time, experiences and outdoor adventure 
Stay at the mid-range hotels to upper mid-range resorts with family amenities and nearby 
by activities  
Responds to content focused on a range of outdoor activities and ways to enjoy Scottsdale 
as a family 
Decision Drivers: 
Resort amenities, outdoor activities, ease of planning, safety and convenience 
Decision making is heavily influenced by social media, friends and online resources  
Barriers: 
Cost sensitivity, heat concerns, uncertainty around kid-friendly options 
Media Preferences: 
Social video, Pinterest planning, parent creators and newsletters 
Scottsdale Selling Points:  
Family resorts with amenities, outdoor adventure, all-ages friendly activities and dining 
 
Sports Goer 
They stay at mid-range to high-end hotels and resorts near attractions. They seek 
recreation and entertainment options, are influenced by social media and online research, 
and respond to content that is energetic and lighthearted. 
Who they are:  
35+ years old 
$150K+ household income 
Travel as couples or small groups for 4.5 days

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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When they visit: 
Visitation aligns with sporting events: WM Phoenix Open and Spring Training 
Will visit late October-April for golf, some will also travel in summer for discounted golf 
rates 
Behaviors: 
Primary motivation is live sports, fandom, shared group experiences and energy 
Seeks sporting events, golf and other recreation and entertainment options nearby 
They extend stays by pairing events with dining, entertainment and resort experiences 
Stay at mid- to high-end hotels and resorts near additional attractions 
Responds to content which is fun, energetic and lighthearted 
Decision Drivers: 
Proximity to venues, ticket access, golf availability, nightlife Decision making is heavily 
influenced by word of mouth, social media, sports teams and influencers and online 
research 
Barriers: 
Ticket cost, peak crowding, competing event destinations  
Media Preferences: 
Sports podcasts, highlights-driven social and YouTube 
Scottsdale Selling Points:  
Spring Training, major tournaments, golf season, dining and nightlife 
 
Wellness Warrior 
Wellness Warriors travel alone, in pairs or in small groups for 5 days. They stay at mid- to 
high-end hotels and resorts with spas and healthy food programs as they seek abundant 
health offerings and itineraries. 
Who they are: 
35-55 years old 
$150K+ household income 
Travels alone, in pairs or small groups for 5 days 
When they visit: 
Top visitation in spring and fall

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Will visit in summer to leverage discounts at wellness-focused resorts 
Behaviors:  
Primary motivation is mind-body alignment through fitness, spa, healthy living and nature 
immersion 
Seeks abundant health offerings, authentic experiences and being in nature 
Stay at mid- to high-end resorts with spas, fitness offerings and healthy food programs  
Responds to authentic storytelling, outdoor experiences and wellness credibility  
Decision Drivers: 
Integrated spa, fitness, healthy dining, trails and desert landscapes 
Decision making is heavily influenced by social media, online research and travel 
professionals 
Barriers: 
Heat perception, skepticism of “wellness lite” and wellness trend-driven destinations  
Media Preferences: 
YouTube, wellness creators, fitness apps, podcasts 
Scottsdale Selling Points:  
Spa density, Sonoran Desert, health-conscious dining, abundant wellness offerings 
Scottsdale is a holistic wellness destination, not a trend-driven one, with brand equity in 
health, longevity and lifestyle travel

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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8. Campaign Architecture 
Campaigns package Old Town experiences at the right time for the right audiences. They 
should not be treated as isolated projects. Each campaign should have a defined 
objective, target personas, featured experiences, timing, tactics and measures of success. 
The plan uses a combination of evergreen campaigns and seasonal campaigns. 
Evergreen Campaigns 
Evergreen campaigns run throughout the year, with seasonal adjustments to creative and 
media weight. These campaigns ensure that Old Town’s core identity remains visible even 
when a major seasonal event is not active. 
Campaign 
Objective 
Target 
Personas 
Featured 
Experiences 
Key Tactics 
Success 
Measures 
Arts & 
Culture 
Maintain Old 
Town’s 
identity as a 
culturally 
rich district. 
Luxury 
Travelers, 
Indulgent 
Individuals, 
Conference 
Attendees, 
Day 
Visitors. 
Arts & 
Culture, 
Architecture 
and Design, 
Dining, 
Walkability. 
Paid media, 
gallery guide, 
public art 
itineraries, 
Scottsdale 
Arts 
coordination, 
ArtWalk 
content, 
social videos, 
hotel 
concierge 
guides. 
Website 
engagement, 
itinerary 
views, social 
shares, 
partner 
participation. 
Culinary & 
Wine 
Position Old 
Town as a 
leading 
culinary and 
dining 
destination. 
Foodies, 
Luxury 
Travelers, 
Indulgent 
Individuals, 
Conference 
Attendees, 
Staycation 
Visitors. 
Culinary & 
Wine, 
Nightlife, 
Walkability, 
Events. 
Paid media, 
dining landing 
pages, and 
print 
placements, 
paid media 
culinary trails, 
chef 
interviews, 
hotel 
concierge 
guides. 
Restaurant 
website page 
views, 
campaign 
clicks, social 
engagement, 
visitation, 
business 
participation. 
Shopping 
and Boutique 
Increase 
awareness 
Luxury 
Travelers, 
Boutique 
Retail, 
Paid media, 
shopping 
Retail 
website page

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Campaign 
Objective 
Target 
Personas 
Featured 
Experiences 
Key Tactics 
Success 
Measures 
Retail 
of Old 
Town’s retail 
mix and 
encourage 
shopping as 
part of 
visitor 
itineraries. 
Day 
Visitors, 
Friends and 
Family 
Visitors, 
Staycation 
Visitors. 
Western 
Heritage, 
Arts & 
Culture. 
Guides, 
merchant 
toolkits, 
Fashion 
Square cross-
promotion, 
influencer 
walks. 
traffic, 
merchant 
participation, 
social 
engagement, 
seasonal 
sales tax 
trends. 
Walkable 
Old Town 
Promote Old 
Town as an 
easy-to-
explore 
destination 
where 
visitors can 
combine 
multiple 
experiences. 
All 
personas, 
especially 
Conference 
Attendees 
and Day 
Visitors. 
Walkability, 
Public 
Spaces, 
Public Art, 
Dining, 
Shopping. 
Maps, 
itineraries, 
parking 
information, 
Paid media 
ambassador 
content, 
information 
kiosks, 
wayfinding 
integrations. 
Visitor dwell 
time, map 
views, visitor 
satisfaction 
feedback, 
ambassador 
interactions. 
Seasonal 
Experiences 
Keep Old 
Town 
relevant 
across 
changing 
visitor 
patterns and 
weather 
conditions. 
All 
personas 
with 
seasonal 
emphasis. 
Events, 
Dining, 
Shopping, 
Wellness, 
Public 
Spaces. 
Paid media, 
seasonal 
landing pages, 
paid media, 
PR, merchant 
toolkits, photo 
opportunities, 
event 
calendars. 
Campaign 
impressions, 
website 
traffic, event 
attendance, 
visitation 
indicators. 
 
Seasonal Campaigns 
Seasonal campaigns provide urgency and relevance. They should be planned early, 
supported by dedicated landing pages and coordinated with partners. Each seasonal 
campaign should include a creative brief, media plan, stakeholder toolkit, campaign 
calendar, measurement plan and post-campaign summary.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
31 
Campaign 
Timing 
Objective 
Target 
Personas 
Featured 
Experiences 
Key Tactics 
Success 
Measures 
Western 
Week 
Jan. 
Celebrate 
Scottsdale’s 
Western 
heritage and 
create a 
distinctive 
winter 
visitation 
driver. 
Day Visitors, 
Friends and 
Family 
Visitors, 
Luxury 
Travelers, 
Conference 
Attendees. 
Western 
Heritage, 
Events & 
Festivals, Arts 
& Culture, 
Public 
Spaces. 
Paid media, 
PR, event 
listings, hotel 
concierge 
guides, social 
video, 
ambassador 
support, 
merchant 
toolkit. 
Event 
attendance, 
website 
traffic, media 
impressions, 
social 
engagement. 
Spring 
Training 
Feb.-
March 
Capture 
regional 
visitors and 
baseball-
related travel, 
encouraging 
Old Town 
dining, 
shopping and 
entertainment 
Day Visitors, 
Foodies, 
Indulgent 
Individuals, 
Conference 
Attendees. 
Culinary & 
Wine, 
Nightlife, 
Shopping, 
Walkability. 
Paid media, 
dining guides, 
rideshare or 
hotel 
partnerships, 
social 
content, 
concierge 
guides. 
Clicks from 
stadium 
geofences, 
dining guide 
views, 
visitation 
patterns, 
restaurant 
participation. 
June Days 
June 
Extend 
activity into 
early summer 
and create a 
concentrated 
reason to visit 
Old Town. 
Residents, 
Staycation 
Visitors, Day 
Visitors, 
Friends and 
Family 
Visitors. 
Events, 
Culinary & 
Wine, 
Shopping, 
Wellness, 
Public 
Spaces. 
Event 
calendar, 
merchant 
promotions, 
public 
relations, 
social videos, 
photo 
contests 
Event 
attendance, 
campaign 
engagement, 
business 
participation, 
website 
traffic. 
Summer 
Friends & 
Family 
July-
Labor 
Day 
Encourage 
residents and 
regional hosts 
to bring 
guests to Old 
Town during a 
lower-
demand 
Friends and 
Family 
Visitors, 
Residents, 
Staycation 
Visitors, Day 
Visitors. 
Dining, 
Shopping, 
Arts & 
Culture, 
Western 
Heritage, 
Wellness. 
Discounts, 
merchant 
toolkits, email 
newsletter, 
social video, 
indoor 
experience 
Toolkit 
downloads, 
itinerary 
shares, 
website 
traffic, 
business 
participation,

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Campaign 
Timing 
Objective 
Target 
Personas 
Featured 
Experiences 
Key Tactics 
Success 
Measures 
period. 
guides. 
visitation 
indicators. 
Fall Arts 
Season 
Sept-
Nov 
Reinforce Old 
Town’s arts 
and culture 
identity as 
seasonal 
visitation 
returns. 
Luxury 
Travelers, Art 
and Culture 
Visitors, 
Indulgent 
Individuals, 
Day Visitors. 
Arts & 
Culture, 
Architecture 
and Design, 
Dining, 
Events. 
Gallery guide, 
public art 
walks, 
Scottsdale 
Arts 
coordination, 
influencer 
tours, print 
and digital 
media. 
Arts content 
views, event 
engagement, 
social saves, 
partner 
participation. 
Scottsdazzle 
Nov-
Dec 
Create a 
strong holiday 
identity that 
supports 
visitation, 
restaurants, 
retail and 
civic 
experience. 
Residents, 
Friends and 
Family 
Visitors, 
Staycation 
Visitors, Day 
Visitors. 
Holiday 
Events, 
Dining, 
Shopping, 
Public 
Spaces, 
Photo 
Opportunities 
Holiday 
landing page, 
Paid media, 
print and out-
of-home, 
merchant 
contests, 
photo 
installations, 
PR, email 
newsletters, 
social video, 
ambassadors. 
Event 
attendance, 
website 
traffic, social 
engagement, 
retail and 
restaurant 
participation, 
visitation 
indicators. 
Holiday 
Experiences 
Nov-
Jan 
Package Old 
Town as a 
premium and 
festive holiday 
destination. 
Luxury 
Travelers, 
Indulgent 
Individuals, 
Friends and 
Family 
Visitors, Day 
Visitors. 
Dining, 
Shopping, 
Events, Hotel 
Stays, Public 
Spaces. 
Gift guides, 
dining guides, 
hotel 
packages, 
social video, 
concierge 
guides. 
Campaign 
reach, guide 
views, hotel 
and business 
participation, 
visitor origin.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
33 
Campaign Brief Template 
Every campaign should be launched with a brief that creates consistency and 
accountability. A standard brief should include the following: 
• Campaign objective and desired visitor behavior. 
• Primary and secondary personas. 
• Featured experiences and visitor value proposition. 
• Key messages and creative tone. 
• Campaign dates and media flighting. 
• Paid, owned, earned media tactics. 
• Business and stakeholder participation opportunities. 
• Budget allocation. 
• Success measures and reporting schedule. 
• Post-campaign summary and lessons learned.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
34 
9. Marketing Channels and Media Strategy 
The media strategy should reach visitors at different points in the visitor journey: 
inspiration, planning, in-market decision-making, on-site navigation and post-visit sharing. 
No single channel can perform all roles. The plan therefore uses a mix of paid media, 
owned channels, earned media, partner channels and visitor experience tools. 
Channel 
Role in Visitor 
Journey 
Recommended Use 
Primary Measures 
Website 
Primary information 
hub for visitors and 
campaign landing 
pages. 
Build experience pages, 
itineraries, event pages, 
maps, dining guides, 
shopping guides and 
seasonal campaign hubs.  
Website sessions, 
page views, time 
on page, outbound 
clicks,  
Search 
Capture visitors 
actively looking for 
things to do, places 
to eat, events and 
Old Town 
information. 
Use paid search for high-
intent queries during 
campaign periods. Improve 
organic content around 
dining, events, shopping, 
galleries, parking and 
itineraries. 
Click-through rate, 
cost per click, 
conversion 
actions, search 
ranking 
improvements. 
Social media 
Inspire visitation, 
amplify events and 
create shareable 
proof of the Old 
Town experience. 
Prioritize visual storytelling, 
reels, stories, itineraries, 
merchant features, event 
reminders and seasonal 
content. Coordinate with city 
channels and partner 
amplification. 
Reach, 
engagement,  
User-
Generated 
Content 
Show Old Town 
through authentic 
visitor content. 
Use CrowdRiff to curate 
rights-cleared imagery for 
website pages, campaign 
recaps and social proof. 
Encourage photo contests 
and hashtag participation. 
UGC assets 
collected, assets 
published, 
engagement, 
source diversity. 
Digital 
Advertising 
Reach defined 
personas and in-
market visitors with 
targeted messages. 
Use geofencing, audience 
targeting, retargeting and 
event-based targeting 
around hotels, resorts, 
stadiums, event venues, 
Impressions, 
reach, clicks, cost 
per click, visitation 
lift where available.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Channel 
Role in Visitor 
Journey 
Recommended Use 
Primary Measures 
shopping centers and 
airports. 
Connected TV 
Build awareness 
and emotional 
connection through 
high-quality video. 
Use selectively for broad 
seasonal campaigns, 
destination storytelling and 
high-value audiences. Pair 
with retargeting and website 
content. 
Completed views, 
reach, frequency, 
site visits after 
exposure. 
Print 
Reach luxury, 
lifestyle and in-
market audiences 
with high-quality 
storytelling. 
Use placements in 
publications such as Phoenix 
Magazine, Arrived and travel 
or lifestyle guides when the 
editorial environment 
supports the message. 
Estimated 
circulation, 
impressions, QR or 
vanity URL traffic, 
partner value. 
Out-of-Home 
Capture visitors and 
residents in high-
traffic physical 
environments. 
Use Phoenix and Scottsdale 
airports, Scottsdale Fashion 
Square digital displays, event 
sites and other high-value 
locations where audience fit 
is strong. 
Estimated 
impressions, QR 
traffic where 
applicable. 
Hotel 
Partnerships 
Influence visitors 
already in 
Scottsdale. 
Provide concierge guides, 
lobby content, itineraries, QR 
cards, campaign collateral 
and package ideas. Prioritize 
hotels serving target 
personas. 
Partner 
participation, 
concierge 
feedback. 
Concierge 
Outreach 
Convert visitor 
questions into Old 
Town visits. 
Maintain concise, current 
and high-quality concierge 
materials. Host briefings 
before major campaigns and 
seasonal periods. 
Contacts reached, 
materials 
distributed, 
qualitative 
feedback, referral 
indicators. 
Influencer 
Partnerships 
Create third-party 
storytelling and 
social proof. 
Use carefully selected local, 
regional and niche 
influencers aligned with 
dining, arts, luxury, family, 
Reach, 
engagement, 
content quality,

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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Channel 
Role in Visitor 
Journey 
Recommended Use 
Primary Measures 
wellness or shopping. 
Require clear deliverables 
and disclosure. 
referral traffic 
Public 
Relations 
Earn credible 
coverage and extend 
campaign reach. 
Develop story angles around 
culinary, arts, heritage, 
events, holiday 
programming, business 
features and seasonal travel. 
Media placements, 
audience reach, 
earned media 
value. 
Email 
Marketing 
Reach subscribers 
and stakeholders 
with timely 
information. 
Use newsletters for 
campaign launches, event 
roundups, seasonal 
itineraries, merchant 
opportunities and partner 
toolkits. 
Open rate, click 
rate, subscriber 
growth 
 
Paid, Owned, Earned and Partner Model 
The city should manage Old Town marketing through an integrated paid, owned, earned 
and partner model. Paid media provides reach and targeting. Owned channels provide 
durable content and visitor information. Earned media provides credibility. Partner 
channels extend reach through Experience Scottsdale, hotels, merchants, restaurants, 
galleries, Scottsdale Arts, event producers and property owners. Each campaign should 
identify how all four categories will work together.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
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10. Activations and Visitor Experience Enhancements 
Marketing does not end when a visitor arrives. Activations and visitor experience 
enhancements bridge promotion and place experience. They create moments that 
reinforce the brand, help visitors navigate the district, encourage social sharing and 
support business participation. In Old Town, activations should be practical, visually 
appealing, brand-aligned and easy for partners to understand. 
Activation 
Purpose 
Recommended Use 
Primary Measures 
Ambassadors 
Provide visitor 
assistance, 
wayfinding, event 
support and a 
welcoming human 
presence. 
Equip ambassadors with 
campaign talking points, 
event calendars, QR guides 
and visitor feedback forms. 
Interactions, 
questions 
answered, 
feedback, event 
support hours. 
Passport 
Programs 
Encourage visitors to 
explore multiple 
businesses or 
experience 
categories. 
Develop culinary, art, retail 
or holiday passports that 
reward exploration and 
support merchants. 
Sign-ups, 
redemptions, 
participating 
businesses, 
repeat 
engagement. 
Culinary Trails 
Package restaurants, 
wine bars, cocktails, 
dessert, brunch and 
patio dining into easy 
itineraries. 
Create themed trails such 
as patio season, date night, 
wine walk, brunch, dessert 
and chef-driven dining. 
Trail page views, 
participating 
businesses, 
social shares, 
QR scans. 
Photo 
Opportunities 
Create shareable 
moments that 
reinforce Old Town’s 
identity. 
Use seasonal installations, 
public art tie-ins, murals, 
frames, oversized Western 
or holiday elements and 
guided photo walks. 
UGC volume, 
hashtag use, 
social 
engagement, 
image rights 
captured. 
Wayfinding 
Help visitors move 
between experiences 
and reduce friction. 
Integrate maps, kiosks, 
signage, ambassadors, 
parking information and 
digital itineraries. 
Map views, 
parking page 
traffic, visitor 
feedback 
Hotel 
Activations 
Bring Old Town into 
visitor environments 
before they make 
Use lobby takeovers, 
concierge cards, QR 
displays, welcome 
Hotels 
participating, QR 
scans, concierge

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Activation 
Purpose 
Recommended Use 
Primary Measures 
daily plans. 
amenities, itinerary boards 
and seasonal displays. 
feedback, 
campaign 
referrals. 
Pop-Up 
Programming 
Add energy and 
surprise during 
campaign windows. 
Use music, dance, 
tastings, artist demos, 
wellness classes or small 
performances in 
appropriate public or 
partner spaces. 
Attendance, 
social content, 
partner 
participation. 
Seasonal 
Installations 
Create visual anchors 
for campaigns and 
photo sharing. 
Use holiday lighting, shade 
features, decorative trails, 
window painting, larger-
than-life objects and 
temporary art. 
Visitor counts 
where available, 
social 
engagement, 
business 
feedback, 
earned media. 
Cooperative 
Programs with 
city-owned 
facilities 
Support city-owned 
facilities: Scottsdale 
Arts, Museum of the 
West, and Scottsdale 
Stadium. 
Bundle experiences, joint 
ticketing, discounts. 
Increase 
visitation and 
dwell time. 
Merchant 
Participation 
Programs 
Help businesses 
connect to the city’s 
marketing calendar. 
Provide toolkits, graphics, 
recommended offers, co-
op opportunities, matching 
funds and campaign 
participation forms. 
Businesses 
participating, 
toolkit 
downloads, 
matching 
program awards, 
campaign 
content shared. 
 
Activation Principles 
• Activations should reinforce the core experiences, not distract from them. 
• Activations should be simple enough for visitors to understand and businesses to 
participate in. 
• Activations should create measurable interactions where practical, such as QR scans, 
sign-ups, redemptions or social engagement.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
39 
• Activations should be designed with maintenance, safety, accessibility and operational 
capacity in mind. 
• Activations should be evaluated after each campaign and refined based on stakeholder 
and visitor feedback. 
 
11. Partnership Strategy 
Old Town marketing requires coordination across public, nonprofit and private partners. 
The city can set the strategic framework, fund direct advertising, manage public reporting 
and coordinate campaign planning. However, the visitor experience is delivered by a 
broader ecosystem of businesses, hotels, restaurants, galleries, cultural organizations, 
event producers, property owners and front-line hospitality workers. 
Partner 
Role 
Coordination Approach 
City Departments 
Tourism & Events, Economic 
Development, Communications, IT, 
Transportation, Public Works, Police, 
Parks and Recreation and other 
departments contribute to marketing, 
operations, data, public space, events 
and visitor experience. 
Regular interdepartmental 
marketing committee, 
shared calendar, defined 
roles and campaign briefs. 
Experience 
Scottsdale 
Leads broader destination marketing 
and provides audience research, 
market insights, industry relationships 
and destination-level alignment. 
Coordinate personas, 
contribute to visitor 
messaging, campaign 
timing, trade and media 
opportunities, hotel 
outreach and content 
sharing. 
Scottsdale Arts 
Provides cultural programming, arts 
expertise, public art connections and 
major event alignment. 
Contribute arts content, 
maintain event calendars, 
coordinate with galleries, 
develop public art 
itineraries and contribute to 
fall arts season promotion. 
Old Town 
Merchants 
Deliver the storefront, dining, retail and 
service experiences that visitors engage 
with directly. 
Toolkits, matching program, 
quarterly merchant mixers, 
campaign sign-ups, 
business features and

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
40 
Partner 
Role 
Coordination Approach 
feedback forms. 
Hotels 
Influence visitors already in market and 
support packages, concierge referrals 
and lobby information. 
Concierge briefings, QR 
collateral, lobby displays, 
hotel offers and itinerary 
distribution. 
Restaurants and 
Bars 
Anchor culinary, nightlife and group 
dining campaigns. 
Dining guides, culinary 
trails, chef content, 
seasonal dining campaigns 
and event tie-ins. 
Galleries and 
Museums 
Anchor arts, culture, heritage and 
design campaigns. 
Gallery walks, museum 
itineraries, public art 
guides, artist features and 
cultural media outreach. 
Event Producers 
Create date-specific reasons to visit 
and support media hooks. 
Shared event calendars, 
promotional packages, 
post-event reporting and 
visitor capture. 
Property Owners 
Provide opportunities for signage, 
displays, activations, window 
programs, lighting and tenant 
participation. 
Seasonal installations, 
vacant storefront 
activation, property-level 
coordination and district 
improvements. 
 
Stakeholder Communication 
The city should maintain a predictable stakeholder communication cadence. This should 
include quarterly Old Town updates and merchant mixers, campaign preview emails, 
stakeholder toolkits, participation forms, post-campaign results, and targeted outreach to 
hotels, restaurants, galleries and property owners before major campaigns. The goal is to 
make participation easy and to build confidence that the city is using public funds 
intentionally.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
41 
12. Budget Framework 
The proposed FY 2026-2027 budget for Old Town marketing is $2.5 million. The budget 
should prioritize direct advertising because the primary purpose of the program is to reach 
visitors and drive awareness of Old Town experiences. At the same time, the plan reserves 
funding for activations, business participation and creative services necessary to execute 
campaigns professionally. 
Category 
Budget 
Share 
Uses 
Strategic Rationale 
Direct 
Advertising 
$1,600,000 
64% 
Paid media, including 
digital, connected TV, 
search, print, out-of-
home, and seasonal 
media buys. 
Provides the greatest 
direct market reach 
and supports year-
round and seasonal 
campaign execution. 
Events & 
Activation 
$400,000 
16% 
Visitor-facing 
activations, seasonal 
installations, photo 
opportunities, 
ambassador support 
materials, pop-up 
programming and 
experience 
enhancements. 
Connects marketing 
to the on-the-ground 
visitor experience and 
creates shareable 
reasons to visit. 
Matching 
Marketing 
Program 
$200,000 
8% 
Dollar-for-dollar support 
for individual businesses 
and groups of 
businesses, subject to 
clear eligibility and 
reporting requirements. 
Encourages business 
participation and 
extends the City’s 
investment through 
private-sector 
contribution. 
Contracted 
Creative 
Services 
$300,000 
12% 
Creative development, 
video, photography, 
design, media support, 
production, copywriting, 
reporting support and 
specialized expertise. 
Ensures campaigns 
are visually strong, 
professionally 
executed and 
consistent with the 
brand platform. 
Total 
$2,500,000 
100% 
Full annual Old Town 
marketing program. 
Supports a 
disciplined, 
measurable and 
experience-driven

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
42 
Category 
Budget 
Share 
Uses 
Strategic Rationale 
marketing strategy. 
 
Budget Management Principles 
• Maintain the majority of funding in market-facing activities that directly reach visitors. 
• Use contracted services only where specialized expertise or production capacity is 
necessary. 
• Reserve flexibility for campaign opportunities, seasonal adjustments and high-value 
media placements. 
• Require campaign briefs and measurement plans for major expenditures. 
• Report expenditures publicly in a format that is understandable to elected officials, 
stakeholders and residents. 
• Evaluate cost efficiency by campaign, channel and audience rather than by vendor 
activity alone.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
43 
13. Performance Measurement 
Performance measurements should be practical, transparent and tied to the objectives. 
Marketing cannot claim credit for all changes in visitation or revenue, but it can track 
whether campaigns reached the intended audiences, drove engagement, supported visitor 
planning, increased partner participation and aligned with positive visitation and economic 
indicators. 
KPI Framework 
Metric Category 
Examples 
Data Sources 
Why It Matters 
Overall Metrics 
Impressions, reach, 
frequency, video views, 
print circulation, out-of-
home estimated 
impressions. 
Media platforms, 
vendor reports, 
publisher reports. 
Shows how broadly 
the city’s message 
reached target 
audiences. 
Website 
Metrics 
Sessions, users, page 
views, campaign 
landing page views, 
time on page, clicks, 
map views, event 
referrals, QR scans. 
Website analytics, 
QR tools, campaign 
dashboards. 
Shows whether 
audiences engaged 
with Old Town content 
and planning tools. 
Social Metrics 
Followers, reach, 
engagement. 
Platform analytics, 
social management 
tools. 
Shows whether 
content is inspiring 
and shareable. 
Visitor Metrics 
Foot traffic, visitation 
and repeat visitation, 
dwell time, visitor origin, 
event attendance. 
Placer.ai or 
comparable mobility 
data, event counts, 
ambassador 
observations. 
Shows whether visitor 
activity is consistent 
with campaign 
objectives. 
Economic 
Metrics 
Sales tax trends, 
hospitality performance 
indicators, event-
related business 
activity, business 
participation. 
City finance data, 
tourism data, STR or 
hotel partner data 
where available, 
merchant feedback. 
Shows whether 
marketing aligns with 
broader economic 
performance. 
Campaign 
Metrics 
Cost per thousand 
impressions, cost per 
click, click-through rate, 
conversion actions, 
Vendor reports, 
analytics tools, 
campaign briefs. 
Shows the efficiency 
and effectiveness of 
specific campaigns.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
44 
Metric Category 
Examples 
Data Sources 
Why It Matters 
landing page 
engagement, post-
campaign summary. 
Stakeholder 
Metrics 
Merchant participation 
in the matching 
program and 
activations, hotel 
partners, concierge 
contacts. 
City tracking, 
program 
applications, email 
metrics. 
Shows that we are 
collaborating with the 
local business 
community. 
 
Public-Facing Dashboard 
A public-facing dashboard should communicate progress without overstating causation. It 
should be simple, updated regularly and organized around the same framework as the 
plan. Recommended dashboard sections include: 
• Budget and spend to date by major category. 
• Campaign calendar and active campaigns. 
• Advertising reach and impressions. 
• Website activity and most viewed experience pages. 
• Social media reach and engagement. 
• Visitor activity indicators, including foot traffic and visitor origin, where available. 
• Business and stakeholder participation. 
• Tax revenue trends and hospitality indicators, presented with appropriate caveats. 
• Quarterly highlights, lessons learned and upcoming adjustments. 
Evaluation Approach 
Evaluation should occur at three levels. First, staff should review channel performance 
monthly to optimize active campaigns. Second, staff should prepare quarterly summaries 
for elected officials, the Tourism Development Commission and stakeholders. Third, staff 
should conduct an annual review that informs the next fiscal year’s plan, budget and 
campaign calendar. This cadence balances real-time management with public 
accountability.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
45 
14. Governance and Reporting 
The governance model should preserve the benefits of the in-house approach while 
maintaining professional execution and accountability. City staff should own strategy, 
budget, campaign priorities, public reporting and stakeholder engagement. Specialized 
external partners should support media buying, creative production, photography, video, 
analytics, influencer management or other tasks where outside expertise adds value. 
Governance Tool 
Purpose 
Frequency 
Audience 
Annual Plan 
Adopt or present annual 
strategic direction, budget 
framework and campaign 
calendar. 
Annually 
before or near 
the start of the 
fiscal year. 
City Council, 
Tourism 
Development 
Commission, public. 
Quarterly 
Updates 
Report on budget, active 
campaigns, results, 
stakeholder participation and 
upcoming activities. 
Quarterly. 
Tourism 
Development 
Commission, 
merchants, 
stakeholders. 
Merchant Mixers 
Share campaign 
opportunities, gather 
feedback and build 
participation. 
Quarterly or 
campaign 
specific. 
Old Town 
businesses, property 
owners, hotels, 
restaurants, 
galleries. 
Campaign Briefs 
Define objectives, audiences, 
messages, tactics and metrics 
before major campaigns. 
Before each 
major 
campaign. 
City staff, partners, 
vendors. 
Post-Campaign 
Reports 
Summarize performance, 
lessons learned and 
recommended adjustments. 
After major 
campaigns. 
City leadership, 
stakeholders. 
Public 
Dashboard 
Provide ongoing transparency 
into marketing activity and 
performance. 
Monthly or 
quarterly 
updates. 
Public, elected 
officials, 
stakeholders. 
 
Decision Principles 
• Prioritize campaigns that directly support Old Town visitation and business activity. 
• Align campaign decisions with the Experiences -> Personas -> Campaigns -> Tactics 
framework.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
46 
• Use public funds to support district-wide economic vitality rather than narrow 
individual promotion, except through structured programs such as the matching 
marketing program. 
• Coordinate early with affected departments and stakeholders when campaigns require 
public space, infrastructure, police, traffic, parking, permitting or operations support. 
• Measure performance and use results to improve future investments.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
47 
15. Annual Marketing Calendar 
The annual calendar should provide a practical roadmap while allowing flexibility for new 
opportunities, event changes and market conditions. Each month should identify a primary 
campaign, featured experiences, major activations and media emphasis. Evergreen 
campaigns continue throughout the year, but the emphasis shifts by season. 
Month 
Primary 
Campaign 
Featured 
Experiences 
Major Activations 
Media Emphasis 
July 2026 
Summer 
Friends & 
Family 
Dining, Shopping, 
Arts & Culture, 
Wellness, Indoor 
Experiences. 
Friends and family 
itineraries, local 
discounts 
Digital, email, 
stakeholder 
toolkits, local 
media. 
August 
2026 
Summer 
Friends & 
Family / 
Wellness 
Wellness, Dining, 
Shopping, 
Galleries, 
Staycation. 
Wellness week 
culinary trails, 
resident-host 
guides. 
Digital, social 
video, hotel 
partnerships, 
search, email. 
September 
2026 
Fall Arts 
Season Launch 
Arts & Culture, 
Architecture and 
Design, Dining, 
Public Art. 
Gallery guides, 
public ArtWalks, 
Scottsdale Arts 
coordination, 
influencer. 
Digital, PR, 
social, hotel 
concierge 
outreach, print 
where 
appropriate. 
October 
2026 
Fall Arts 
Season / 
Culinary 
Arts, Dining, 
Events, Shopping, 
Walkability. 
Art and dining 
itineraries, patio 
season content, 
fall event calendar, 
photo walks. 
Digital, social, 
out-of-home, PR. 
November 
2026 
Scottsdazzle 
Launch / 
Holiday 
Experiences 
Holiday Events, 
Dining, Shopping, 
Public Spaces, 
Photo 
Opportunities. 
Holiday lighting, 
window programs, 
gift guide, dining 
guide, event 
kickoff. 
Digital, out-of-
home, print, 
email, social, PR. 
December 
2026 
Scottsdazzle / 
Holiday 
Experiences 
Events, Dining, 
Shopping, Family 
and Friends, 
Nightlife. 
Holiday events, 
merchant 
contests, photo 
installations, hotel 
lobby displays. 
Digital, social, 
PR.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
48 
Month 
Primary 
Campaign 
Featured 
Experiences 
Major Activations 
Media Emphasis 
January 
2027 
Western Week 
/ Winter Old 
Town 
Western Heritage, 
Events, Museums, 
Dining, Public 
Spaces. 
Western Week 
programming, 
history walks, 
museum and 
gallery tie-ins, 
hotel concierge 
briefs. 
Digital, PR, event 
listings, hotel 
materials, social 
video. 
February 
2027 
Spring Training 
Preview / 
Culinary & 
Wine 
Dining, Nightlife, 
Shopping, 
Walkability. 
Dining guides, 
group dinner 
itineraries, 
stadium-area 
guides. 
Digital, search, 
geofenced 
media, concierge 
outreach. 
March 
2027 
Spring Training 
/ Peak Season 
Old Town 
Dining, Nightlife, 
Galleries, 
Shopping, Public 
Art. 
Baseball visitor 
itineraries, patio 
dining, rideshare 
or hotel tie-ins, 
influencer dining 
content. 
Geofenced 
digital, social, 
search, out-of-
home, partner 
channels. 
April 2027 
Culinary & 
Wine / Arts and 
Dining 
Culinary, Wine, 
Galleries, 
Architecture, 
Events. 
Featured dining 
placements, chef 
profiles, wine and 
art trails, and 
patios. 
Print, digital, 
social, PR, hotel 
partnerships. 
May 2027 
Walkable Old 
Town / 
Shoulder 
Season 
Walkability, 
Shopping, Dining, 
Arts, Wellness. 
Self-guided 
itineraries, maps, 
public art routes, 
summer preview. 
Digital, search, 
website, email, 
stakeholder 
toolkits. 
June 2027 
June Days / 
Summer 
Kickoff 
Events, Dining, 
Shopping, 
Wellness, Friends 
and Family. 
June Days 
programming, 
photo contests, 
merchant 
promotions, 
culinary trails. 
Digital, social, 
PR, email, 
website.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
49 
16. Implementation Roadmap 
Implementation should begin before the fiscal year starts. The city should prepare creative 
assets, campaign briefs, media plans, partner outreach, dashboard design and 
stakeholder materials in advance. The goal is to reduce last-minute execution and allow 
each campaign to benefit from early coordination. 
Phase 
Timing 
Primary Actions 
Deliverables 
Pre-FY 
Planning 
April-June 
2026 
Finalize annual plan, confirm 
budget, define campaign 
calendar, prepare media strategy, 
develop creative templates, align 
departments and partners. 
Adopted or approved 
plan, campaign briefs, 
media calendar, 
stakeholder 
communication plan. 
Quarter 1 
July-
September 
2026 
Launch Summer Friends & 
Family, prepare Fall Arts Season, 
activate dashboard, roll out 
stakeholder toolkit and matching 
program guidelines. 
Campaign launch, 
dashboard baseline, 
first quarterly 
stakeholder update. 
Quarter 2 
October-
December 
2026 
Execute Fall Arts Season, launch 
Scottsdazzle and holiday 
campaigns, deploy out-of-home 
and seasonal installations, report 
early results. 
Holiday campaign 
performance, merchant 
participation, public 
dashboard update. 
Quarter 3 
January-
March 2027 
Execute Western Week, Spring 
Training and winter peak season 
campaigns; intensify hotel and 
concierge outreach. 
Peak-season media 
performance, visitor 
indicators, campaign 
recaps. 
Quarter 4 
April-June 
2027 
Execute culinary, shoulder-
season and June Days 
campaigns; complete annual 
evaluation and develop FY 2027-
2028 recommendations. 
Annual report, budget 
recommendations, 
next-year campaign 
calendar.

FY 2026-2027 Old Town Scottsdale Annual Marketing Plan 
50 
17. Conclusion 
Old Town Scottsdale’s competitive advantage is not any single attraction. It is the 
concentration of distinctive experiences within a walkable, recognizable and authentically 
Scottsdale city center. Restaurants, galleries, museums, public art, hotels, boutiques, 
nightlife, events, Western heritage, architecture and public spaces together create a 
destination that can appeal to multiple visitor audiences throughout the year. 
The FY 2026-2027 Annual Marketing Plan provides a structure for promoting that advantage 
with greater clarity and accountability. By organizing the plan around Experiences -> 
Personas -> Campaigns -> Tactics, the city can explain what it is selling, who it is trying to 
reach, how it will package messages across the year and how it will execute and measure 
results. 
The plan also clarifies the city’s role. The city is not replacing Experience Scottsdale, nor is 
it attempting to market every business individually. Instead, the city is using dedicated Old 
Town marketing resources to complement broader destination marketing, reach visitors 
already in the region or planning near-term travel, strengthen district identity and support 
economic activity in the heart of Scottsdale. 
With disciplined implementation, transparent reporting and continued stakeholder 
engagement, Old Town marketing can become a durable economic development tool. It 
can increase awareness, support local businesses, reinforce Scottsdale’s brand identity 
and help ensure that Old Town remains one of the Southwest’s most compelling urban 
destinations.