by Mike Sharkey
Staff Writer
John Reyes is calling on a former boss to help the tourism industry in Jacksonville.
Reint Reinders, owner of Reint Reinders & Associates, has been retained by the Jacksonville & the Beaches Convention and Visitors Bureau (CVB) to help implement “Jacksonville’s 2020 Tourism Vision,” a plan designed to make Jacksonville one of the top convention and leisure destinations in the country. Reinders spent the past 15 as president of the San Diego Convention & Visitors Bureau and Reyes, president of the CVB, worked for him for several years.
“He did an incredible job of rebranding San Diego,” said Reyes. “In 1984, San Diego was still under the shadows of Los Angeles and San Francisco. Our executive board looked at what he did out there as real life experience.”
Reyes said the long-term plan — which looks 13 years down the road — isn’t unusual in the tourism and convention business. In fact, he said the Order of the Eastern Star was in town recently on a site visit and inquired about coming back in 2020.
“The key word we use is planning. We are always dealing in the future,” said Reyes, who credits the CVB’s board of directors for taking the initiative to hire Reinders. “We have a very active board and they establish policy and direction. More than anything, the path of increased tourism needs to take the measures to make sure it is an economic generator for this destination. Each year, our board revisits our strategic plan.”
Reyes said he and his staff look at what they call the city’s “gap analysis,” or “SWOT” — an acronym for Jacksonville’s “Strengths,” “Weaknesses,” “Opportunities” and “Threats.” In analyzing Jacksonville’s SWOT, Reyes said the CVB looks at several factors and will rely on a survey Reinders is currently conducting. The survey will include the entire 30-member CVB staff, the CVB board of directors and 90 community and business leaders.
“He’ll provide a report that we can take back to our board,” said Reyes. “We are looking at the level of support for the CVB and suggestions on a course of action. One of the things we want to know is: How do we take this destination to the next level? We will probably relook at our mission statement and our vision.”
Reyes was asked to associate a word or short phrase with the SWOT acronym as it relates to Jacksonville’s tourism and convention business:
• Strengths: “quality of life”
• Weaknesses: “not known, despite the Super Bowl”
• Opportunities: “a hidden jewel”
• Threats: “doing nothing”
Reyes said the CVB will take Reinders’ suggestions and apply them far beyond the CVB offices.
“We will not conduct the plan within our four walls. I am into consensus and collaboration,” said Reyes, adding Reinders will be in town next month for the CVB board retreat. He also said it’s important for Reinders to establish a good rapport with the board. “You need a third-party facilitator the group feels comfortable with, can bring objectivity and you can learn from.”
The following is the survey Reinders sent to employees of the CVB, its board and 90 community and business leaders.
1. List three phrases that would describe the vision for Jacksonville tourism in order of significance.
2. Overall, how would you rate Jacksonville’s appeal to visitors compared to key competitors? Poor, Fair, Good, Very Good, Excellent.
3. Describe Jacksonville’s top three greatest strengths in attracting visitors today.
4. What do you think are the three greatest opportunities for Jacksonville to grow visitor volume?
• Elevating the level of service and memorable customer experience
• Attracting more hotel meeting business
• Creating loyalty or repeat visitations with existing leisure visitors
• Creating and promoting major events
• Attracting more conventions with a new convention center
• Adding new development
• Repositioning of the Jacksonville brand
• Attracting a more leisure-driven market
• Other
5. Identify the top three challenges facing Jacksonville today that would impact the ability to drive more visitor demand.
6. Over the next three years, state what the top three priorities of the CVB’s leadership/board should be.
7. List three key metrics the CVB should use to determine its success.