4-Attachment C -OldTownBusinessEngagementStudy FinalReport.pdf

Prepared for:

Rachel Smetana Tourism and Events Director City of Scottsdale AZ 7447 E. Indian School, Suite 300 Scottsdale, AZ 85251

Report June 2025

Prepared by:

Keen Independent Research LLC 2929 E. Camelback Road, Suite 115 Phoenix AZ 85016 303-385-8515 www.keenindependent.com

CITY OF SCOTTSDALE, ARIZONA

Old Town Scottsdale Business Engagement Study http://www.keenindependent.com/

TABLE OF CONTENTS

KEEN INDEPENDENT RESEARCH — OLD TOWN SCOTTSDALE BUSINESS ENGAGEMENT STUDY TABLE OF CONTENTS

SECTION 1. INTRODUCTION

SECTION 2. STAKEHOLDER ENGAGEMENT

Overview ............................................................................................... 2-1

In-depth interviews and focus groups .................................................. 2-2

Virtual workshop ................................................................................... 2-6

SECTION 3. MARKETING MATERIALS

Overview ............................................................................................... 3-1

Key findings ........................................................................................... 3-2

SECTION 4. RECOMMENDATIONS

APPENDIX A. VIRTUAL WORKSHOP SURVEY

1. Introduction

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Keen Independent Research conducted a mixed-methods analysis to support the City of Scottsdale’s efforts to enhance marketing strategies for Old Town Scottsdale.

This report presents qualitative- and survey-based findings from local business owners and stakeholders, as well as a review of existing marketing Key Performance Indicators (KPIs). Attached appendices to this report include the virtual workshop survey instrument and responses to the survey.

Recommendations include clarifying Old Town’s identity, improving communication with local business stakeholders, reviewing branding and marketing campaign strategies and strengthening data collection around campaign effectiveness.

Source: Adobe Stock

2. Stakeholder Engagement — Overview

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As a central component of this study, Keen Independent conducted robust stakeholder engagement to ensure that the voices of Old Town Scottsdale’s business and cultural community shaped the findings and recommendations. Over 150 stakeholders provided their perspectives through a variety of formats, including:

In-depth interviews;

Focus groups; and A virtual workshop survey.

This outreach captured a wide spectrum of business types, locations and viewpoints, offering insight into how different stakeholders perceive Old Town’s brand identity, marketing effectiveness and future opportunities for collaboration and growth.

Source: Adobe Stock

2. Stakeholder Engagement — In-depth interviews and focus groups

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The focus groups and interviews revealed several recurring themes related to Old Town Scottsdale’s marketing, identity and engagement with business stakeholders. These qualitative findings are summarized here by theme, with representative quotes included on the right side of each page.

Identity. Stakeholders consistently emphasized the variety of experiences available in Old Town as one of its greatest strengths. They described the area as a vibrant, diverse destination that can appeal to nearly anyone. Many used phrases like “something for everyone” or praised the “healthy mix” of visitors the district attracts. However, this wide appeal also presents a challenge: without a clear, unified identity, the area risks marketing confusion and brand dilution.

Tensions emerged between Old Town’s Western roots and its modern evolution. While some participants celebrated the area's unique historical charm, others worried that current branding was “kitschy” or outdated. Several participants encouraged the City to clarify its messaging, whether that means solely emphasizing the City’s Western heritage, stronger emphasis on modern luxury or an artful combination of both. The blend of old and new in Old Town was seen as an asset by some, but also a narrative that needs to be articulated more clearly and consistently.

Stakeholders expressed concern that generalized marketing campaigns are too vague to be effective and suggested more tailored, segmented content for different areas or target demographics.

“We have it all …. There is something for everyone.”

“There's so much about Old Town that can appeal to so many different people. That’s what I think makes it special.”

“I personally believe that we have a healthy mix of high end travelers, more youthful travelers, bridal parties and everything else under the sun.”

“The demographics of Scottsdale and Old Town Scottsdale are not the old cowboy Western perspective. I think that's an important part of our history, but we've become a much more sophisticated destination.”

“The City [can’t] make up their mind …. Pick your pony and go with

it. If we're going to be a Western theme [or] are going to shift to desert chic … then make that happen. We get this mixed bag, [and it] feels awkward.”

“Don't abandon the Western vibe completely because there is some cool history. But we're bougie in a good way. It's nice. It’s luxury.

Scottsdale is luxury in a good way.”

“We have this kitschy image …. Some areas are a lot more sophisticated that what [the City of Scottsdale] is presenting.”

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Marketing for individual districts or attractions. Many interviewees stressed that Old Town’s individual districts have distinct audiences and that marketing strategies should reflect those differences. Arts, retail, fine dining and nightlife were seen as drawing divergent customer bases, yet current campaigns are perceived to lump them together under one umbrella. Stakeholders noted a need for tailored messaging that speaks to the unique identities and offerings of each district.

Arts District stakeholders, in particular, voiced frustration that their contributions have been overshadowed by the emphasis on bars, restaurants and bachelorette parties in marketing materials. Many pointed to diminished participation in events like the ArtWalk and a lack of promotional visibility for galleries and studios. In some cases, City-sponsored events were seen as inadvertently harming local businesses, such as street closures for events disrupting gallery access and parking availability.

Luxury destination. Similarly, stakeholders pointed to Scottsdale’s reputation as a luxury destination, noting that this identity could be more effectively reinforced through marketing that showcases high-end retail, fine art and experiential recreation opportunities. Many suggested that while Experience Scottsdale has done an excellent job attracting affluent visitors on a broader level, the City has a unique opportunity to promote Old Town’s boutique luxury offerings in a way that resonates more directly with affluent locals in the broader Phoenix metro area.

By leaning into the authentic character of each district and emphasizing its natural alignment with specific visitor profiles, stakeholders suggested that future marketing campaigns have the potential to both honor Old Town’s history and elevate its appeal across a broader spectrum of high-value guests.

“Promote it as a classy but charming art destination, to the high-end clientele in the area, as well as travelers.”

“Market to tourists whose priorities and desires are satisfied by the luxury dining, accommodations and shopping.”

“If you have someone looking for shopping or looking for specific art events. I don't really get that from the Old Town marketing perspective. It's just too broad of an audience. “

“There was a shift from all the arts … to all the bars and partying in Scottsdale … I'm sure it generates income, but I'm a little bit old school, and would like to go back to promoting all the other wonderful things that we have here.”

“There's a big rise in bachelorette parties …. I'm not against the bar crowd or the bachelorette parties, but [that] means that perhaps the more qualified, older, affluent visitors look at that and say, ‘Old Town is not for us anymore.’”

“The city has gotten a reputation [that] brings in a lot of very young people …. I'm afraid that we’ve got away from marketing to the luxury [buyer].”

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Current marketing efforts. Stakeholders acknowledged that the City has made meaningful investments in marketing Old Town Scottsdale and recognized that promoting such a multifaceted destination is a significant undertaking. At the same time, many expressed a desire for greater clarity and coordination in how these efforts are implemented and communicated.

Several participants shared that they were not always aware of specific City-led marketing campaigns or were unsure how to distinguish between the City’s efforts and those of Experience Scottsdale. While Experience Scottsdale was widely recognized for its success in national tourism marketing, some stakeholders felt that the City’s unique focus around local engagement could benefit from more visibility and targeted storytelling. Several stakeholders struggled to recall any recent or specific campaigns from the City.

Desire for increased transparency and collaboration. A large theme across interviews and focus groups was a call for improved transparency and collaboration. Business owners expressed frustration about not being informed or included in City marketing decisions. Many felt they had valuable insights and ideas to contribute but were unsure who to contact, or whether their voices would be heard. The absence of a designated liaison or central coordinating figure within City staff was cited as a significant barrier.

Several stakeholders described a lack of shared calendars, cross-promotion, or even basic communication between businesses and City staff. Events like Scottsdazzle and June Days were praised in concept but seen as lacking the coordination needed to be effective for local businesses. Participants expressed a desire for the City to bring merchants together more intentionally and support shared storytelling about the area’s value.

“The City is stretched thin and not able to focus on marketing with all other responsibilities.”

“I just don't see much Old Town specific marketing.”

“If we don't know what [the City of Scottsdale is] doing, what they're focused on or what they're spending their money on, how can we comment for or against it?.”

“[The City has] a large marketing budget that they've never had before, and I just don't know what that goes to. I'd like to see them use that to create a marketing campaign. Then, they need to tell people like us that that's happening.”

“[Business owners] are not being included in the [marketing] conversation at all…”

“I don' think we've articulated our mission and so we pick some outsourcing firm. They pick some data to show that they're doing great and six months go by and the shop owners aren't feeling it.”

“The City of Scottsdale must continue to fund [Experience Scottsdale] …. If that went away, I would consider if I should be in Scottsdale.

That's how serious it is.”

“The City doesn't have to reinvent the wheel; they just need to partner closer with Experience Scottsdale for [marketing to] locals.”

“A new business owner probably thinks Experience Scottsdale is the City and running everything. There's no person to go to…if we had an actual suggestion. There’s no voice or really anything to turn to.”

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Targeted marketing to local residents. A critical insight from stakeholders was the significant untapped opportunity among local residents. Many felt that Scottsdale locals, and Phoenix-area residents more broadly, are under-targeted in existing marketing strategies.

While participants recognized and appreciated the City’s success in drawing national and international visitors, many stakeholders expressed concern that Old Town’s marketing efforts have under-engaged the local audience.

Numerous business owners noted that Arizona residents, particularly those in the greater Phoenix metro area, represent a largely untapped market with tremendous potential to support year-round business.

Marketing to residents is seen as a strategic priority that many believe could strengthen the local economy, particularly during off-peak tourism months. The potential for shoulder-season activation and off-peak economic stabilization through local campaigns was a high priority across business types. Importantly, participants acknowledged that this is not about shifting entirely away from tourism but about achieving more balance.

Several participants suggested campaigns specifically designed to reintroduce Old Town to residents who may have outdated perceptions of the area or limited awareness of all it has to offer beyond tourist attractions. Participants recommended a range of creative approaches to engage locals: a “shop local” passport with incentives, partnerships with regional influencers and increased activity targeted towards locals on social media platforms.

“I hear all the time from locals, ‘I don't want to go anywhere near Old Town,’ because … [there’s] a perception of the snobby Scottsdale Club life.”

“I think what we all could use help with, especially during the down season, changing the narrative around Old Town for Arizona residents.”

“Experience Scottsdale has done an excellent job of bringing visitors in from outside of Arizona. Where we lack is the focus on marketing to the locals …. That's why we still have one season instead of a year-round season.”

“The local [marketing] piece is huge …. I get frustrated when it turns into like a ghost town July through September, [because] there's still millions of people living in the Phoenix Metro area.”

2. Stakeholder Engagement — Virtual workshop

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As part of the Old Town Business Engagement Study, Keen Independent facilitated a virtual workshop to gather insights from local business stakeholders across Old Town Scottsdale.

The findings reflect a diversity of perspectives and present opportunities to further align City efforts with the evolving needs of Old Town businesses. The full virtual workshop instrument and responses for each question are included as an appendix to this report.

Virtual Workshop Overview Keen Independent designed the virtual workshop to capture diverse input from businesses representing various Old Town districts.

Participants were asked a series of open- and close-ended questions focused on current marketing perceptions, preferred communication channels, branding associations, collaboration opportunities and potential improvements. 139 stakeholders participated in the virtual workshop survey.

Business profiles and location-based patterns. Participants came from a broad spectrum of business types, including retail, art galleries, restaurants and service-based businesses. Nearly half of all respondents have been in business in Old Town for a decade or longer. While all of Old Town’s districts were represented in the virtual workshop, the majority of respondents were located in either the Arts District or Historic Old Town.

When segmented geographically, businesses shared similar overall concerns but demonstrated different priorities for future marketing. For example, Arts District businesses were more likely to express a desire for marketing specific to their district and type of business, while those outside of the Arts District expressed a stronger interest in increased collaboration amongst local businesses and social media ads or influencer content to attract more customers.

2-1. Location of business(es) in Old Town

Note: N = 120.

Source: Keen Independent Research.

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Marketing reach and effectiveness perceptions. Across all respondents, there was a shared uncertainty about the effectiveness of current marketing efforts. When participants were asked to rate their awareness of City-led promotions, responses skewed toward neutral or lower ratings. Further, only a small percentage of participants indicated that current marketing efforts were highly effective.

Businesses across all Old Town districts indicated that the two most effective marketing approaches used by the City have been social media posts and City-organized events. There was also strong consensus around billboards and Spotify ads as the least effective marketing efforts.

2-2. Responses to “In your opinion, how effective are current Old Town Scottsdale marketing efforts?”

Note: N = 99; Each bar has a label of the count (how many people selected it).

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Preferred marketing themes. When asked what themes should be featured in future campaigns, top choices included:

Retail;

Art galleries;

Local charm;

Upscale environment; and Dining options.

The highest ranked lifestyles or interests that business owners would like to see targeted in future marketing campaigns included:

Art and culture seekers;

Luxury travelers;

High-end shoppers; and Foodies and culinary tourists.

When asked to rank customer groups that business owners would most like to attract through future marketing efforts, the following groups were ranked the highest:

Scottsdale-area residents;

High-end/luxury tourists;

Leisure travelers staying nearby;

Group travelers; and Cultural and arts-focused visitors.

2-3. Responses to “Rank following brand characteristics based on how you think Old Town should be marketed in future marketing efforts.”

Note: N = 107.

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Ideal consumer and target market for future marketing efforts. One of the key takeaways from the virtual workshop was the desire for clarification and strategic targeting of ideal audiences in future Old Town marketing campaigns. Stakeholders emphasized that the district has something for everyone, but that broad, generalized marketing dilutes impact.

Stakeholders generally recommended avoiding campaigns that focus solely on nightlife or bachelorette party culture, as this is viewed as alienating core customer segments and creating brand confusion.

However, others supported balancing these audiences by tailoring campaigns to specific seasons, districts and experiences.

Based on participant feedback, ideal target markets include:

Affluent local residents, particularly those living in nearby areas. These consumers value arts, culture, fine dining and boutique retail. Local residents are also more likely to provide repeat, year-round business. Many stakeholders expressed a sentiment that local and nearby residents do not frequent Old Town, viewing it as a tourist destination.

Cultural and arts tourists, especially middle-aged and older couples who are interested in the Western and artistic identity of Old Town with disposable income to spend on art and other luxury goods. These visitors often seek meaningful, upscale experiences and are more inclined to invest in art and high-end retail.

2-4. Responses to “Rank these types of visitor lifestyles or interests by who you think should be targeted for future Old Town marketing campaigns.”

Note: N = 107.

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Event visibility and coordination. One of the most actionable areas of feedback involved the City’s role in promoting and coordinating events.

Businesses emphasized that lack of a unified calendar, short notice or misalignment with merchant needs can result in missed opportunities.

Respondents also noted challenges in understanding or tracking how the City’s marketing funds are spent, with some confusion about the roles of the City versus Experience Scottsdale. Many stakeholders expressed a desire for more visible efforts from the City that support local businesses directly, particularly in targeting residents.

Some businesses referenced successful event and campaign examples but noted that these campaigns often lacked sufficient reach or advanced coordination with merchants. Suggestions for future events and promotions to support local businesses, especially in the summer, included:

A “staycation” promotion for locals during the summer;

Bringing together wine bars and art galleries for “sip and stroll” events;

Dining and shopping “passports” featuring participating Old Town businesses with rewards for those who collect stamps at all businesses or districts;

Night markets in the summer with food trucks, social district areas where attendees can purchase alcoholic beverages from vendors and enjoy them as they walk through the area; and

Targeted advertising to new residents moving to Scottsdale, Phoenix and other nearby areas, especially in neighborhoods with high home values.

2-5. Young professionals enjoying a night market event

Source: Adobe Stock.

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Business community collaborations. A prominent theme throughout the workshop was the desire for stronger collaboration both with other businesses and the City, as well as peer-to-peer promotion. Over 60 percent of respondents indicated that they would be interested in more opportunities for collaboration with other local businesses. In open-ended question responses, participants shared examples of cooperative events, merchant referral systems and successful neighborhood initiatives from other communities.

Business liaison support. Several participants asked for a dedicated City staff liaison or business council to help facilitate cross-promotion and connect businesses with City resources. There was also expressed interest in creating networking spaces where business owners across districts could share ideas, calendars and campaigns beyond the current Merchant Mixers.

2-6. Responses to “Would you be interested in more opportunities for collaboration with other local businesses?”

Note: N = 98.

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Insights on identity and brand direction. The virtual workshop revealed similar tensions in how different business owners define Old Town’s brand as what was reported in the focus groups and in-depth interviews. While some leaned heavily on historic and Western motifs, others emphasized modern luxury, the arts or trendy and modern. This variety is both a strength and a challenge as Old Town offers many stories to tell but also makes cohesive branding more complex.

For example, while many businesses prioritized targeting marketing towards high-end shoppers and luxury consumers by emphasizing Old Town as an upscale, sophisticated, trendy and modern area, respondents simultaneously emphasized valuing the rustic, Western and historic elements of Old Town’s brand.

Some stakeholders felt that current branding favors nightlife and bachelorette tourism, and that this can crowd out the upscale and arts-oriented identities that many businesses rely on.

“Branding is too focused on the "Party Vibe" of Scottsdale.

[Marketing] needs to be more focused on an art district. That's what makes Old Town unique.”

“Stop marketing to the younger generation and market to the Silver Generation. We are a luxury brand not a bachelorette party place.”

“Abandon most Western town theme.”

“[Focus] more on the higher end travelers, and targeting wealthier Arizona realty areas.”

“I think Scottsdale does a fabulous job of reaching out to national markets, but could use a little more focus on reaching more local markets in the valley.”

“Market to tourists whose priorities and desires are satisfied by the luxury dining, accommodations and shopping.”

“Marketing our City's affluence with regards to having one of the largest Art Fairs in the Southwest (Scottsdale Art Week) and illustrating all of the amenities that offer a vibrant affluent playground would increase demand more than most realize.

The Western Most city is no longer applicable. We are much more diverse.”

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Future engagement preferences. Respondents strongly affirmed the value of the virtual workshop format. Participants appreciated the balance of structured questions and open sharing. Several requested that these workshops become part of a recurring City engagement series, either quarterly or biannually.

These insights from the virtual workshop provide a clear picture:

stakeholders want to collaborate, amplify Old Town’s unique brand and feel better informed about how City decisions are made and communicated. The workshop served not only as a data collection tool, but as a model for future engagement with local businesses. The quotes from respondents on the right side of the page support this finding.

“Conduct more surveys, hold Old town council meetings, and have representatives come in and check on local businesses.”

“I am not aware of any professional in the City who has approached me or other business owners for input. We have several well-informed owners who could well collaborate with City business professionals.”

“Create a dedicated liaison or business council for Old Town entrepreneurs.”

“Continue to give the merchants an opportunity to express their ideas and interests.”

“Getting business owners in the downtown to participate in surveys like this is perfect.”

“This survey helps! It's the first time I've been asked for input in the [year plus that] I have been managing a Scottsdale business.”

“These surveys would probably have the most outreach. In person is difficult for small business owners and special interest groups or large companies with representation have had the loudest mouth and overpower individuals who also have good ideas.”

3. Marketing Materials — Overview

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Keen Independent conducted a review of marketing materials, marketing data, media plans and performance reports for the City of Scottsdale's Old Town marketing efforts. The purpose of this review was to examine key performance indicators (KPIs) to evaluate the effectiveness of marketing strategies and tactics, identify gaps and recommend improvements for future contracting and data tracking.

Summary of data. For this analysis, Keen Independent reviewed the following materials:

Marketing performance reports;

Campaign-specific reporting for events such as Scottsdazzle, Western Week and others;

Foot traffic and sales tax data from 2017 to 2025;

Media, including commercials, social media ads, Spotify ads and others;

Website analytics;

A 2017 brand perception study; and Other relevant materials, including written feedback provided to the City from local business owners.

3-1. Examples of Old Town Scottsdale marketing materials

Source: Old Town Scottsdale.

3. Marketing Materials — Key findings

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The following analysis highlights key strengths in digital engagement and outreach, as well as opportunities to enhance consistency, tracking and strategic insight in the future.

Strengths. The City of Scottsdale’s recent marketing initiatives for Old Town show several encouraging strengths, particularly in digital engagement, audience reach and event-specific promotions.

Strong digital campaign engagement. Several digital campaigns performed well, particularly in terms of user engagement. For example, the 2025 campaigns promoting Western Week and Spring Training Movie Night achieved above average click-through rates across a variety of platforms and marketing strategies.

For example, Facebook and Instagram ads for Western Week in 2025 garnered a 5.1 percent click-through rate (CTR), far surpassing the 0.69 percent benchmark listed in the report and reached nearly 375,000 impressions. However, this strong 2025 performance builds on already high performance from previous Western Week campaigns, which achieved similar or better results.

Campaigns driving website traffic. The 2025 Western Week report also includes website traffic for the Western Week event, showing a spike in web visits to the page during the campaign. Long-term website analytics further illustrate this trend. Sessions peaked during major campaigns and were primarily driven by organic and paid search, followed by direct and organic social traffic. From March 2024 to April 2025, more than 325,000 users arrived via organic search and 225,000 via paid search, illustrating the effectiveness of search engine marketing. Major campaigns aligned with peaks in website sessions, indicating that advertising efforts were successful in driving traffic.

However, metrics like average engagement time (34 seconds) show that while awareness is high, deeper engagement may be limited.

Social media following growth. The City has also seen steady growth in its social media following. In December 2022, the Old Town Scottsdale Instagram page had nearly 27,000 followers which increased over 70 percent by June 2025 with the account having nearly 47,000 followers. Similarly, Old Town’s Facebook page grew from 13,837 followers in December 2022 to 18,820 in June 2025, a growth of approximately 36 percent. While both platforms are expanding, Instagram followers have grown at a notably faster rate. This steady follower growth reflects sustained interest in Old Town Scottsdale’s events and offerings.

Facebook posts promoting key events produced high engagement numbers from older female users while Instagram posts achieved higher interaction with younger female users. The marketing data provided shows that Instagram audiences tend to skew younger, reinforcing the importance of platform-specific strategies for targeting different demographic groups.

3. Marketing Materials — Key findings

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Areas for opportunity. While recent marketing efforts have shown strong engagement in key areas, the review also revealed several opportunities to enhance data collection, strengthen reporting and improve content moving forward.

Data limitations. Most significantly, conversion tracking is inconsistent.

While reach and engagement are well-documented, few campaigns include metrics such as RSVPs, event visits or purchases, making it difficult to assess the true return on investment for advertising efforts.

In addition to intercept surveys at events and more frequent foot traffic data reports, supplementary data from parking meters, merchant sales and event-based QR scans could provide a more reliable and trusted view of visitor behavior. Without matching spend to outcomes, cost-effectiveness cannot be assessed.

Further, the last brand perception study was conducted in 2017. This data is now outdated and limits the City’s ability to strategically tailor marketing to current audience needs and expectations.

Reporting limitations. In addition, there is a lack of consistency in how marketing performance is reported. Key performance indicators such as click-through rate (CTR), cost per click (CPC), video view-through rate (VTR) and impressions are often reported without explanation, context or consistent comparison to benchmarks. In some reports, metrics are highlighted in a way that appears selectively positive, while other critical indicators are either missing or inconsistently presented across campaigns. The absence of standardized formats and definitions makes it difficult to assess trends over time or compare the performance of different tactics and platforms.

Inconsistent quality. Creative quality is inconsistent across campaigns.

While some assets are well-designed and polished, others fall short in visual appeal or relevance. Further, some campaigns, such as Spring Training Movie Night, use the same graphics for multiple years. There does not appear to be a different approach in the materials used for Facebook and Instagram advertisements, though data show these platforms reach different audiences. Further, stakeholders reported uneven representation of different Old Town districts and limited involvement in the creative development process.

4. Recommendations

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The City of Scottsdale’s marketing efforts for Old Town demonstrate clear strengths in digital engagement and event-specific promotions.

However, inconsistent tracking, insufficient conversion metrics, lack of standardized performance reporting and outdated brand intelligence limit the strategic value of these efforts. With clearer reporting requirements, broader data collection and integration, improved creative oversight and stronger stakeholder inclusion, the City can build a more strategic and accountable marketing program that reflects the unique character of Old Town Scottsdale and the variety of amenities it provides locals and tourists alike. Keen Independent provides the following recommendations:

Define Old Town’s brand identity (or set of identities) to better inform messaging and campaign tone across districts and audiences;

Create more targeted marketing to bring local residents to Old Town, especially during summer months;

Consider forming an Old Town Business Advisory Group consisting of representatives from each district, retail type, and experience level to test future campaigns, collect and share feedback from business owners and act as ambassadors for collaboration amongst local businesses;

Determine marketing reporting formats, data-sharing expectations and creative approval processes clearly to ensure accountability and consistency over time;

Gather more robust performance data for events through intercept surveys, short in-person interviews and post-event analysis to track how attendees found out about the event, their satisfaction with the event and their local spending;

Use a three-tier KPI model that evaluates campaigns by engagement (e.g., CTR, impressions), behavioral outcomes (e.g., page visits, event registrations, email signups) and economic impact (e.g., transactions, store visits, sales growth);

Standardize campaign performance reporting using consistent formats and shared dashboards that allow the City to track results over time;

Optimize campaigns for various digital platforms with content adapted by demographic and interest;

Implement creative pre-launch testing, such as focus groups or surveys, to improve the quality, relevance and resonance of campaign materials;

Update the 2017 brand perception research and include regular updates of this data as a deliverable or requirement in future marketing contracts;

Encourage collaboration between businesses and the City to align marketing with internal data and evaluation goals, particularly for tracking real-world outcomes such as event attendance, visitation and economic impact;

Improve communication and collaboration with local businesses throughout the campaign development process, ensuring their perspectives inform marketing efforts and that they are aware of promotional timelines and themes; and

Regularly collect feedback from key stakeholders through surveys and business engagement events.

Appendix A

Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

Count Response

5 Social media

3 social media

2 Instagram

2 Word of mouth

2 internet

1 ?

1 A clear lit sign on top of the building

1 Ads in magazines

1 Advertise monthly in 6 magazines and all social media

1 Advertising online marketing

1 B to B direct

1 Boosted Post on social media

1 CTV, audio advertising, social media

1 Digital marketing - blasts, social media

1 Digital, CTV and podcast

1 Digital, word of mouth

1 Direct email. Social media. Print material

1 Direct usps mail, magazine ads, published articles, Instagram

1 Email Blasts

1 Email marketing

1 Email marketing with existing email list

1 Event Bright and Facebook Ads

1 Events in the area that encourage people to come explore Old Town

1 Events, markets, website promotions

1 Everchanging but currently digital

1 Foot traffic, instagram, design and lifestyle magazines

1 Google Add and SEO

8. What types of marketing have you found most effective for your business?

12Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

1 Google marketing

1 High-end Catalogs, Targeted to concierges

1 I print a catalog and offer sales in the summer.

1 Influencers

1 Instagram Reels

1 Instagram and Google ads

1 Instagram and website

1 Instagram, word of mouth

1 Marketing that raises awareness of the arts district as a whole, and highlights of specific work or artists.

1 Marketing to affluent high income clients

1 Newsletters, Arts District Catalog

1 On line

1 One on one. Experience Scottsdale. Website.

1 Online

1 PLEASE GET RID OF THESE PARTY BUSSES & BOOZE CRUISES!

1 PR releases, advertising

1 Paid ads through Hilton and OTA

1 Print media

1 Print, national magazines

1 Printed catalogs, postcards

1 Referrals/Word-of-mouth

1 Reputation of Historical Arts District

1 Retargeting Website Visitors

1 Social Media

1 Social Media, & Direct to Consumer

1 Social Media, word of mouth

1 Social advertising and direct mail

13Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

1 Social media , website

1 Social media / Instagram

1 Social media and direct outreach.

1 Social media and email marketing

1 Social media and google seo + ads

1 Social media marketing

1 Social media, local events, local advertising in area maps

1 Social media, promotions with companies that bring me new diners and take a small fee

1 Social media, website , e blasts and word of mouth and print

1 Social media; area targeting

1 Still experimenting

1 TikTok & Instagram. Also word of mouth / referrals

1 Website and direct marketing

1 Word of mouth, social media

1 consistent Social Media presence. Word of Mouth.

1 digital advertising & paid social

1 direct mail

1 e-mail to existing clients

1 email announcements

1 email, social media, 1 experience based word-of-mouth

1 instagram

1 on line

1 online

1 pintrest

1 public relations

1 social media has been great!

14Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

15Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

2 No

1 "Celebrate the Season Cake Giveaway". the city could help sponsor or promote a monthly raffle where customers who shop in Old Town during summer are entered to win a custom celebration cake from our shop. (birthday, anniversary etc...) We can also create an event package for giveaway, such as Coffee Drink, Sweets & Flowers called "Mini Celebration Package" 3rd idea would be "Nominate a Family" who deserves a free party which would be a Custom Cake of their choice.

1 Advertise: TV/Radio to Locals: Scottsdale & PV

1 Advertising to local Scottsdale residents

1 An attractive, recurring event like a nighttime market on Main Street similar to the Farmers Market. The west side of Main Street is a ghost town most nights. Block it off. Allow beverages to be served? This will hopefully bring out a crowd of locals to interact with local business as well as each other here. I have observed that hardly any locals traffic this area because they believe it's just a tourist trap area. I understand the Civic Center Park has begun hosting similar initiatives. That should continue as well. Arts District ads in the other, more frequented districts like 5th Ave could help get more life down here.

1 Art themed events in old town art district that focuses on existing galleries

1 Assist in diverse District advertising

1 Bring awareness to old town, Scottsdale businesses through social media and Google SEO/advertising. I don't mean hire a college kid that thinks they're good at social media and call it a day I mean, a professional company to do that

1 Deeper Grassroots for the locals

1 Doing spatial event in the street

1 Eliminate the Party Busses & Booze Cruises.

1 Events for locals. We only do one summer spectacular art walk

1 Experience based enhancements

1 Financial support grants loans rent reduction for the summer, shade, water stations, splash pads, strategic events in summer help galleries

1 Focused marketing to highend zip codes and resort concierges

1 Fun activities events on Main Street

1 Have entertainment at art walk and market it.

1 Have special events like the Summer Spectacular in July, perhaps an art lecture series, inviting known or famous artists, music in the park at Civic arts center, make sure ethe hotels INFORM their clients about the ARTS District

1 Highlight summer programs

1 Individual Business Spotlights

11. Do you have ideas for how the City can better support your business during the slower months?

19Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

1 KEEP THE SATURDAY MORNING FARMERS MARKET. Hold a Sip and Shop event in the evenings. Add misters or shaded areas for the summer. Plan more vendor markets.

1 Local business engagement-weekly b2b events such as a "greeters" type event where local businesses go to their local businesses to learn about that business

1 Market in the summer months. Hold events in the summer time. Market to tourist in the summer. Hold the farmers market in the summer when we need foot traffic. Everything is done in spring and winter when merchants don't need the farmers market because all the parking spots are taking so people can get vegetables. We all pay high rent

1 Market towards more high end clientele and publications or billboards

1 Marketing

1 Marketing to those in states driving distance to AZ

1 More events or activities to bring people to Old Town

1 More targeted marketing for the art galleries and museums

1 Not really.

1 Offer Bus service for locals to visit Old Town

1 Opportunities for ads (online social media, billboards, podcast)

1 Paid western /cowboy entertainment

1 Permits to put A frame signs around corners or a sign on a street light pole or a lit sign to be required on top of the building

1 Plan with the merchants who actually pay high rents in the area. The city does not care about the merchants they only care about the farmers market and how to better the farmers market as opposed to the merchants who pay rent all year long… it's ridiculous

1 Promote Every Thursday Night ArtWalks, Resort Specials

1 Promote to local affluent living all year round in Scottsdale.

1 Promotions focused on people who live here year round

1 Shade!!! We need shade downtown!!

1 Shaded sidewalks, possibly misters along all sidewalks, direct maketing to local metro area

1 Social media and advertising to North Scottsdale in slower months.

1 Target the silver generation, Luxury buyers who can afford to make purchases

1 Th4 Arts District is full of wonderful art and people from most places don't know that. Need to increase telling the story of our art district.

1 The city absolutely needs to address the amount of homeless and crackheads walking around the old town area. It is negatively impacting our businesses and making potential customers afraid and uninvited.

20Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

1 To be honest I think someone with more energy taking over the events it seems a little stale

1 We are completely unaware of efforts made to market old town with the exception of an occasional banner stretched across Scottsdale Rd.

1 We need promotion that draws people in from all over the valley, and highlight our world class arts district.

1 We rely heavily on internet website traffic for the summer

1 We would love a shoutout on a walking tour, or to be pit in visitor pamphlets

1 Weekend events in town, maybe heavier marketing

1 Whole year has been slow ever since city has changed its marketing to bachelor and bachelorette tourism. Foot traffic has gone incredibly down. Last time there was a good tourism season was during the Super Bowl and has been abysmal ever since. Scottsdale went from luxury tourism to bar crawls.

1 Yes

1 advertise

1 create more cooled areas and artistic areas that attract attention

1 do More advertising for Old Townnn

1 enhanced social media video ads showcasing Old Town as a destination and summer staycation spot

1 local events that don't compete with business but help bring people to the area (for example NOT the Mercantile Markets in Civic Center that have so much attention and marketing being focused on them. These are NOT a good thing for all of our small businesses. They already have physical space in both Old Town locations it should not be an additional location, focus and money spent to place them throughout the park as well. A lot of that merchandise is the exact same vendors and products that many of us small businesses carry as well. It should be things that are unique and represent the area and the culture and travelers interests. Also, in event or outreach marketing, we need activities and experiences not just an advertised month based on discount promos from us. It is summer and we're already struggling to have to then mark things down to attract. Promotions that create traffic by focusing on special things to do and see and partake in and this would be greatly benefited by a

1 no

1 partner with local businesses to promote local residents...ex. if you spend $500, you get entered into a raffle where you receive a giftcard to local places. Downtown Durango does a good job of this program

1 promote evening events

1 quit building so many resturaunts and bars

1 summer staycations

1 yes

1 yes, more efforts to reach locals!

21Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

Other - Write In Count

City's marketing efforts are close to useless or in some cases negative 1

Commercials 1

I think they are all drawing the wrong demographic 1

Keeping concierge involved 1

Marketing with the SGA for golden pallet artwalks 1

None to our clientele 1

Nothing because again they do not care about the merchants or to hear about the merchants ideas.. they only care about the farmers market

Radio, tv & magazines. Advertise targeted to more affluent buyers 1

Supporting those businesses that bring people into our state to elevate our City with Bed Tax and Small business support

TV Ads 1

TV ada 1

The Sweet Tour you sponsored a couple of years ago. One issue is that we were on the last stop so people were less enthused by the time they got to our shop

Totally depends on which print/billboards/social/web/events/email 1

When you appealed to luxury travelers, however it was done was great. Current campaigns are putting those who don't own bars out of business. My business has dropped by 60% since it changed to bachelor and bachelorette focus.

ads promoting incoming visitors looking for shopping areas 1 national advertising 1 water bill inclusions 1

Totals 17

32Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop

Other - Write In Count

All of the above 1

Don't know 1

Marketing to clients who are too young & can't afford art our clients are 45 & older & make over 150,000 1

There needs to be a change in the demographic being marketed to. 1

Totally depends on which print/billboards/social/web/events/email 1

Unsure 1

Whatever the current campaign is 1 city does not have any effective marketing 1 not sure 1

Totals 9

34Keen Independent Research Old Town Scottsdale Business Engagement Virtual Workshop