BITTERROOT VALLEY TOURISM STRATEGIC PLAN 2021-2025 - MARCH 2021
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BITTERROOT VALLEY TOURISM
STRATEGIC PLAN
2021-2025
MARCH 2021 RAVALLI COUNTY
TOURISM BUSINESS IMPROVEMENT DISTRICT (TBID)
CONTENTS
Acknowledgements .................................................................................................................2
Executive Summary ..................................................................................................................3
I. Introduction ....................................................................................................................5
II. Bitterroot Valley Visitors .................................................................................................7
III. Bitterroot Valley Tourism Strengths ............................................................................10
IV. Tourism Challenges......................................................................................................15
V. TBID Tourism Marketing Efforts and Results .............................................................20
VI. Tourism Values, Vision, and Goals ..............................................................................23
VII. Partners and Roles ........................................................................................................24
VIII. Goals and Actions ........................................................................................................25
IX. Resources for Implementation ....................................................................................31
X. Appendix A: May and August 2020 Lodging Owner Survey Results Reports ........33
Ravalli County Tourism Business
Improvement District (RC-TBID)
Board of Trustees 2020-2021
Kris Komar, Chair, Withy Gate Lodgings, Hamilton
Toni Coursey, Vice Chair, Hannon House, Darby
Christian Byard, Secretary, Darby Vacation Rentals, Darby
Robin Dethlefson, Assistant Secretary-Treasurer, City Center Motel, Hamilton
Vacant
Kristen Snavely, Triple Creek Ranch, Darby (term expired December 2020)
James Southwell, ABC Acres, Hamilton (term expired December 2020)
TBID Staff
Mariya Moore, TBID Montana Aware Project Coordinator
PO Box 1743
Hamilton, MT 59840
406-360-3950
info@visitbitterrootvalley.com
VisitBitterrootValley.com
Bitterroot Valley Tourism Strategic Plan 2021-2025 1
THANK YOU!
In addition to the 2020-2021 TBID Board of Trustees, the planning team expresses sincere gratitude
for the time and insights of the following individuals who contributed to this Strategic Plan.
Strategic Plan Contributors
Airbnb: Pooja Kondabolu, Global Partnerships Ravalli County Fairgrounds: Melissa Saville, Fairgrounds
Big Red Barn Design: Mike Henderson, Owner Manager, and Beth Perkins, Administrative Assistant
Bike Walk Bitterroot: Matthew Rohrbach, Member Ravalli County Museum: Nancy Ann Bevins, Interim Director
Bitterroot Cultural Heritage Trust: Kris Komar, Director Stevensville Civic Club: Joan Prather, President
Bitterroot Mile Club: Scott Woolfolk, Owner Stevensville Historical Museum: Ruth Baker, Executive Director
Bitterroot National Forest: Matthew Anderson, Forest Stevensville Hotel: Mark and Dana Bateman, Owners
Supervisor; Seth Carbonari, West Fork District Ranger; Becky Stevensville Women’s Hiking Club: Loey Knapp, Member
Shufelt, Recreation, Wilderness & Trails Program Manager; Town of Stevensville: Brandon Dewey, Mayor; Paul Ludington
Erica Strayer, Recreation Program Manager; Joni Lubke, and Patrick Shourd, Town Council Members
Executive Assistant Town Pump Hotel Group: Joan Kronebusch, Regional Director
Bitterroot River Inn: Bonnie Sue Upchurch, Manager of Sales
Bitterroot Valley Chamber of Commerce: Al Mitchell, Executive Travelers Rest Connection: Molly Stockdale, Executive Director
Director; Jodi Wright, Office Manager University of Montana Institute for Tourism & Recreation
CHM Government Services: Margaret Bailey, Sr. Vice President Research: Norma Nickerson, Director
City Center Motel, Hamilton: Robyn Dethlefsen, Owner Whitefish Convention & Visitor Bureau: Dylan Boyle, Executive
City of Hamilton: Dominic Farrenkopf, Mayor; Matthew Director
Rohrbach, City Planner
Other groups with an interest in tourism:
Daly Mansion: Darlene Gould, Executive Director
Bitterroot Backcountry Cyclists
Friends of Fort Owen: Margaret Gorski, President
Bitterroot Backcountry Horsemen
Glacier Country Regional Tourism Commission: Racene Friede,
Bitterroot Conservation District
Executive Director
Bitterroot Gem & Mineral Club
Hamilton Downtown Association: Claire Kemp, Executive
Bitterroot Performing Arts
Director
Bitterroot Trail Preservation Alliance
Historic St. Mary’s Mission, Stevensville: Colleen Meyer,
Bitterroot Trout Unlimited
Executive Director
Fly Fishers of the Bitterroot
Cinda Holt, Arts, Film, and Nonprofit Development Consultant
Hamilton Players
Russ Lawrence, Guided Historic Tours of Hamilton
Lee Metcalf National Wildlife Refuge
Lightning Bug Public Relations: Tia Troy, Owner
Montana Dept. of Natural Resources & Conservation
Lost Trail Powder Mountain: Scott and Judy Grasser, Owners
Montana Studios: Lynn-Wood Fields
Montana Department of Commerce Industry Services &
Outdoor Recreation Retailers
Outreach: Jan Stoddard, Bureau Chief
Ravalli County (Road/Bridge, Sheriff, Disaster Response, Search
Montana Lodging & Hospitality Association: Stuart Doggett,
& Rescue)
Executive Director
Ravalli County Economic Development Authority (RCEDA)
Montana Outfitters & Guides Association: Mac Minard,
Ravalli County Fish & Wildlife Association
Executive Director
Ravalli County Off-Road Users Association
Montana Fish, Wildlife, and Parks: Maci MacPherson, Park
Ravalli County Park Board
Manager; Loren Flynn, Regional Park Manager; Pat Doyle,
Ridgerunners Snowmobile Club
Marketing & Communication Manager; Kyan Bishop,
Rocky Mountain Elk Foundation
Planning & Policy Specialist
Selway Bitterroot Foundation
Montana Tourism Advisory Council: Rhonda Fitzgerald,
Stevensville Playhouse
Member, and Owner of Garden Wall Inn, Whitefish
Teller Wildlife Refuge, Corvallis
Quality Inn Hamilton: Pattie Rennaker, General Manager
Trapper Creek Job Corps Center, Darby
Quilting BnB, Stevensville: Lauree Sundahl, Co-Owner
Western Montana Wedding Association, Missoula
The Planning Team
Lorraine Roach, Principal
PO Box 656
Stevensville, MT 59870
208-660-1818
lroach@thrgroup.com
Bitterroot Valley Tourism Strategic Plan 2021-2025 2
EXECUTIVE SUMMARY
In March 2020, COVID-19 turned the tourism industry upside-down. As “This would have been our
reservation and event cancellations multiplied, Ravalli County lodging best year. We had more
owners anticipated revenue declines of 75%-90%+ through the summer than $40,000 in
and into the fall, according to a May survey conducted for the Ravalli cancellations, CARES Act
County TBID by The Hingston Roach Group (see report, Appendix A). A backfilled only 25% of that.
$100+ million industry in Ravalli County was poised to lose $75-$90+ We still will owe $6,000 in
million of its annual revenue. Moreover, supply chains were disrupted, property taxes.”
job losses and travel restrictions for seasonal employees created an Local B&B Owner, June 2020
unstable labor market, and state and regional tourism marketing efforts
were curtailed to protect the safety of Montanans.
“We could not get supplies:
Fortunately, by August the situation had improved in Ravalli County, due cups, plasticware and juice
in part to the arrival of Paramount’s Yellowstone production, which for guest breakfasts,
booked an entire hotel in Hamilton for four months, and dozens of garbage bags, cleaning
cabins, vacation rentals, and other lodging properties. The Bitterroot supplies, even coffee.”
Valley is a rural “remote” destination with appealing outdoor recreation Hotel Manager, Sept. 2020
opportunities for social distancing, so both Montanans and out-of-state
visitors flocked to the Valley to escape COVID-laden urban areas shut
Responsible Tourism
down by the pandemic. Their arrival concerned some local residents, but • Minimizes negative social,
according to health officials, visitors had minimal impact on the number economic, and environ-
of local virus cases. mental impacts
• Generates greater economic
In July 2020, the TBID received a CARES Act grant to aid the industry
benefits for local people and
with planning for economic recovery. The Hingston Roach Group was enhances the well-being of
contracted to assist in the following planning efforts: host communities
• Improves working conditions
1. Outreach to tourism businesses, attractions, and public land
and access to the industry
management partners to obtain their insights and ideas about the
• Involves local people in
current situation and future objectives. decisions that affect their
2. Analyze recent tourism and recreation trends and TBID marketing lives and life chances
results. • Makes positive contributions
3. Develop a Tourism Strategic Plan for the Valley. to the conservation of
natural and cultural heritage
The feedback received through outreach efforts, and results of the data embracing diversity
analysis, resulted in development of a vision and values leading to this • Provides more enjoyable
Tourism Strategic Plan. The Plan is organized as follows: experiences for tourists
through more meaningful
• Introduction to the Bitterroot Valley, impacts of COVID-19 connections with local
• Overview of Valley visitors and trends people, and a greater
• Assessment of tourism strengths and challenges understanding of local
• Review of tourism marketing performance cultural, social, and
• Tourism values, vision, and goals environmental issues
• Provides access for
• Partners and their roles, tourism actions
physically challenged
• Resources for implementation (funding, information) people
• Is culturally sensitive,
Core Values for Bitterroot Valley Tourism 2021-2025 encourages respect
between tourists and hosts,
• Economic Benefit: Tourism supports local businesses and jobs,
and builds local pride and
living wages, new business opportunities, tax revenue, and effective confidence
use of funding. Source: SustainableTourism.net
Bitterroot Valley Tourism Strategic Plan 2021-2025 3
• Quality Experience: Tourism providers and attractions present Tourism Partners
authentic stories and quality rural experiences to visitors, with stellar
customer service, meaningful interpretation, intuitive wayfinding, and
enhanced trail systems.
• Compatible with Locals: Tourism respects the Bitterroot Valley’s
independent western culture, is scaled appropriately to its
surroundings, and features local hospitality and amenities.
• Sustainable: Tourism provides year-round revenue for the economy,
emphasizes off-peak seasons, focuses on responsible tourism, shared
use of public lands, and avoids over-promotion and degradation of
existing historic, cultural, and natural resources.
• Partnerships: Tourism uses win-win collaborations between private, public, and
nonprofit partners to achieve goals, leveraging staff and funding, cooperating
in visitor services, research, and infrastructure to support tourism and
recreation.
The objective of this Tourism Strategic Plan is to provide a cohesive strategy for
responsible tourism growth, emphasizing off-peak seasons, maximizing economic
and social benefits to Valley residents, and minimizing negative impacts on residents
and sensitive resources. Primary attractions are recreation, heritage, and culture.
Vision for Bitterroot Valley Tourism
“Tourism in the Bitterroot Valley provides an authentic quality western experience
to our guests, while respecting the heritage and culture of our local residents and
rural communities, and protecting the natural resources we enjoy. The TBID
communicates regularly with our tourism partners and desired visitors, jointly
working to enhance the tourism experience, and implementing effective tourism
marketing campaigns to generate economic benefits year-round.”
Tourism Goals and Actions
To realize the Vision for tourism in the Bitterroot Valley, this Plan identifies six goals:
1. Build off-peak seasons with targeted activities and promotions.
2. Amplify marketing efforts targeting high value, low impact visitors.
3. Expand awareness of tourism benefits and TBID efforts through education and
outreach.
4. Enhance tourism services and experiences with strategic planning,
infrastructure, and facilities.
5. Increase capacity for tourism efforts through sustainable funding and
partnerships.
6. Use research to track and report tourism results, and involve local
stakeholders in planning efforts.
Sixty actions are recommended to achieve the goals over five years. The
TBID is the lead organization in coordination of the Strategic Plan, but
partners are key to lead and assist with various actions.
Bitterroot Valley Tourism Strategic Plan 2021-2025 4
I. INTRODUCTION
The Bitterroot Valley
The Bitterroot Valley is located on the western edge of Montana, south of Missoula. The
Valley, and the Bitterroot River that bisects it, are named for the bitterroot plant, Lewisia
rediviva, whose fleshy taproot was an important food source for Native Americans. The Salish
called the river Spet-lum for "Place of the bitterroot."
Figure 1: Bitterroot River Watershed
The 96-mile-long Valley encompasses the entire
Bitterroot River Watershed (2,800+ square miles, Figure
1). It is bounded on the west by the towering Bitterroot
Mountain range, and on the east by the Sapphire
Mountains. Elevation in the Valley ranges from 3,200 feet
at Lolo to 10,157 feet at the summit of Trapper Peak—the
highest point in the Bitterroot Mountains.
U.S. Highway 93 runs the length of the Valley, entering
from the south at Lost Trail Pass (elev. 7,014 feet) and
following the Bitterroot River from south to north, exiting
the Valley about 7 miles south of Missoula. U.S. Highway
12 enters the Valley from the west over Lolo Pass,
intersecting with US 93 at Lolo.
The Valley is the homeland of the Bitterroot Salish
Indians. Lewis and Clark traversed it in 1805, and again in
1806. Jesuit missionaries including Father DeSmet
established a mission in 1841, followed by Father Ravalli
in 1845. Later the settlement grew with fur traders,
settlers, miners, and Fort Owen trading post in 1850.
Chief Joseph and the non-treaty Nez Perce passed
through during the war of 1877. Lumber mills and towns
appeared, irrigation brought agriculture.
The main communities in the Valley include Florence,
Stevensville, Victor, Corvallis, Hamilton, Conner, Darby,
and Sula in Ravalli County, and Lolo in Missoula County.
The Tourism BID covers just Ravalli
Figure 2: 2018 Ravalli County Employment by Industry
County, but to visitors, the Valley is one
destination. Hamilton is the largest town
and County seat of Ravalli County
(population 45,000). County population
has grown 25% since 2000 (+8,930) and
will grow another 20% by 2060.
Ravalli County residents work in health
care, construction, retail, education,
manufacturing, research, agriculture,
recreation, and hospitality (see Montana
Dept. of Labor data, Figure 2).
Bitterroot Valley Tourism Strategic Plan 2021-2025 5
Tourism Strategic Plan Addresses Impacts of COVID-19
This Tourism Strategic Plan was made possible by a Montana CARES Act
(COVID Recovery) grant awarded to the Ravalli County Tourism Business
Improvement District (RC-TBID). The purpose of the RC-TBID is to increase
overnight stays within Ravalli County, funded by a fee assessed on
overnight lodging. The COVID Recovery project began with a survey of
lodging owners in May 2020 to determine COVID impacts and priority
needs of owners. A second survey followed in July-August. Both surveys
provided input to the TBID Board, and helped form the basis of the vision,
goals, and strategies in this Plan.
Tourism Has Grown Steadily, COVID-19 Takes Toll
Tourism is a growing industry in the Valley, supporting hospitality, dining, In 2018, spending by out-
retail, historic attractions, and recreation services. From 2015 to 2019, of-state visitors in Ravalli
Ravalli County lodging sales grew by 76% (15% per year); however, County generated more
tourism is highly seasonal: half of annual lodging sales are in the third than $101 million in total
quarter alone—July-September (green line in Figure 3), and only 8% of economic activity.
annual sales are in the first quarter (January-March). The highest growth (UM Institute for Tourism and
over five years was in Q2 (Apr-Jun), at +108%, followed by Q4 (Oct-Dec) Recreation Research)
at +96%. This shows positive growth in off-peak seasons—a key objective
of the TBID Board.
Figure 3: Ravalli County Lodging Tax Collections 2015-2020
As the red line in Figure 3 indicates, lodging
sales (as reflected by State lodging tax Ravalli County Lodging Tax Collections
collections) took a nosedive in the second 300,000
quarter of 2020 (April-June) due to COVID-19, 250,000
dropping 44% compared to the same period in 200,000
2019. That represents a loss of $754,000 in
150,000
sales, and compares to a decline of -57%
100,000
statewide, -54% regionally in Glacier Country,
and -67% in Missoula hotels. 50,000
-
Ravalli County fared better because visitors 2015 2016 2017 2018 2019 2020
during COVID sought lodging in rural/remote Jan-Mar Apr-Jun Jul-Sep Oct-Dec
locations instead of urban areas. Missoula and
Kalispell saw near total losses of business from conferences, groups,
government and commercial travel, and university-related sports/events.
Ski areas closed in mid-February, representing a loss of -3,700 skier visits
to Lost Trail Pass in 2020 compared to the previous season.
By 4th quarter, there was improvement across the board: Ravalli County
lodging tax collections were up 34% over 2019 in October-December
(compared to -1% statewide, +9% regionally, -29% in Missoula).
Paramount’s Yellowstone television series production began arriving in
COVID-19 caused a 2nd
July, boosting lodging sales and economic activity in Ravalli County.
quarter drop of -44% in
However, many Yellowstone cast/crew stayed 30-90 days. Lodging taxes
Ravalli County lodging
are not collected on stays of more than 30 days, so actual lodging sales
sales from 2019 to 2020.
were higher than tax and fee collections reflect.
Bitterroot Valley Tourism Strategic Plan 2021-2025 6
Campgrounds in the Bitterroot National Forest and Painted Rocks State
Park saw significant spikes in visitation in spring/summer 2020 compared
to 2019 due to COVID. When campgrounds filled, visitors shifted to
disbursed camping (undeveloped sites), putting a strain on agency
staffing and resources. Many campers were new to the activity, often
unaware of camping and public land use etiquette. Other parts of
western Montana reported similar experiences.
COVID-19 continues to create challenges for the tourism and recreation
industry, not just in Montana, but nationally and internationally. Travel
has been curtailed, events and public gatherings cancelled, restaurant
seating capacity reduced, employees and volunteers unavailable due to
risk of the virus, and more. Meanwhile, business costs have increased in
order to keep customers and employees safe.
II. BITTERROOT VALLEY VISITORS
Montana residents who visit Ravalli County Missoula Air Service
Seattle
from other parts of the state generate
Portland
significant economic benefit. They travel to San Jose
the Bitterroot Valley for outdoor recreation San Francisco
Los Angeles
(especially from Missoula), youth sports
Oakland
tournaments, festivals, visiting friends and Orange Co.
family, and business/organization meetings. San Diego
Salt Lake City
Visitors from out-of-state generated more Las Vegas
than $101 million in total economic activity Phoenix/Mesa
Denver
in Ravalli County in 2018 (see below). Minneapolis Atlanta
Chicago/O’Hare Dallas/Fort Worth
Who are the out-of-state visitors?1
• Leisure travelers – on vacation (60%) • Outdoor recreationists
• Visiting family/friends (54%) • Event/festival participants
• Just passing through (13%) • History/arts/culture interests
• Business travelers (7%) • Couples (49%), Singles (25%), Families (22%)
• Attending wedding (3%) • Travel party includes someone age 55+ (90%)
• Attending sports event/tournament (3%) • 1st time visitors (7%); Repeat visitors (84%)
Where are they from?
35% Nearby states with direct flights to Missoula: WA, OR, NV, UT, CO, NE, MN 6% own a 2nd home
in Montana
23% Other states with direct/seasonal flights to Missoula: CA, TX, AZ, GA, IL
17% Surrounding states/provinces: ID, WY, SD, ND, BC, ALB 23% use air travel
during their trip
13% Seven other states: KS, FL, WI, PA, MO, OH, VA
12% All other states
1
UM Institute for Tourism and Recreation Research 2015-2019 Data for Ravalli County (categories are not mutually exclusive).
Bitterroot Valley Tourism Strategic Plan 2021-2025 7
Trip logistics?
Average nights in Montana: Activities: Scenic driving, day hiking, nature photography, wildlife
watching, camping, shopping, visiting breweries, historic sites, Lewis &
7.5 Clark sites, fishing, hunting, farmers markets, museums, festivals/events
Accommodations: Sites visited outside the Bitterroot Valley during their trip: Yellowstone
41% Family/friends National Park, Glacier National Park, Big Hole Battlefield, state parks,
38% Commercial lodging Lolo Pass, Virginia/Nevada City, Flathead Lake, Bighorn Battlefield, hot
18% RV park/Campground springs, ghost towns, National Bison Range, Rocky Mountain Elk
2% Second home Foundation, Lewis & Clark Interpretive Center (Great Falls)
Mobile tech used for: weather, Sources of travel information: friends/family in Montana, search
roads, maps, directions, engines, National Park Service, Montana travel websites, online reviews,
lodging, restaurants, camping, social media, mobile apps
attractions, activities, shopping
Most Year-Round Bitterroot National Forest Visitors Live in Ravalli and Missoula Counties
The Bitterroot National Forest occupies 73% of the Valley’s land base, and is its outdoor playground for
locals and visitors alike. A 2017 study of Bitterroot National Forest (BNF) visitors found the following:2
• Total Estimated Visits: 539,000 visits to the Bitterroot National Forest (2017)
o 111,000 day use visits to developed sites
o 63,000 overnight visits to developed sites
o 340,000 general forest area visits
o 185,000 visits to designated wilderness (most of these appear to be day hikers, vs. backpackers)
• Purpose: 94% of visits were for recreation, 3% passing through, 1% work or commute, .5% to use a
restroom, 2% other reasons.
• Origin: 72% of visitors year-round live in Ravalli County, another 25% live in Missoula County, 2% in
Lemhi (ID) and Beaverhead Counties; 11% live 200-499 miles away, 8% live 500+ miles away.
• Age: one-third are age 60+, 28% are
age 20-39, 24% are age 40-59, only Figure 4: Bitterroot National Forest Visitors by Age
14% are children/teens (Figure 4).
• Gender: 60% of visitors are male,
40% are female.
• Race/Ethnicity: 97% are white, 3%
American Indian, 2% Hispanic, 1%
other (some multiples).
• Income: more than half of visitors
earn less than $50,000 annually (53%),
26% earn $50,000 to $100,000, 22%
earn $100,000+ annually.
• Duration: nearly half of visitors
spend 3 hours or less, though at
overnight sites, median duration is 40 hours (2 nights).
2
USFS National Visitor Use Monitoring Program Report for Bitterroot National Forest, 2017. Results impacted by Lost Trail Pass skier visits.
Bitterroot Valley Tourism Strategic Plan 2021-2025 8
• Frequency: nearly one-quarter of Figure 5: Annual Visits to Bitterroot National Forest
visitors come to the Forest 50+ times
per year, and 40% make up to 10
visits per year (Figure 5).
• Crowding: on a scale of 10
(overcrowded) to 1 (hardly anyone
there), no BNF sites rated more than
an average of 5; however, with the
influx of visitors in 2020 due to
COVID, the crowding ratings may
have been higher.
• Satisfaction: 96% of BNF visitors
were satisfied with their visit; less
than 1% were dissatisfied. Day Use
visitors gave highest ratings for
employee helpfulness (4.9 out of 5), Figure 6: Lodging Used by Bitterroot National Forest Visitors
scenery (4.8), feeling of safety (4.7),
and value for fee paid (4.7); lowest
ratings were given for interpretive
displays (3.9) and recreation
information available (4.1). Ratings
for developed overnight sites were
similar.
• Overnight Lodging: lodging used
by BNF visitors who spent at least
one night away from home is shown
in Figure 6.
• Activities: the percent of visitors
who participate in various activities
is shown in the table below.
66% hiking/walking 11% hunting 5% horseback riding 2% cross-country
30% viewing nature 10% gather forest products 5% visiting historic sites skiing
29% wildlife viewing 9% downhill skiing 4% backpacking 2% resort use
27% relaxing 7% fishing 3% primitive camping 1% OHV use
18% driving for pleasure 6% picnicking 3% motorized trail activity 1% motorized boating
12% developed camping 6% other non-motorized 3% non-motor water activity 1% snowmobiling
Bitterroot Valley Tourism Strategic Plan 2021-2025 9III. BITTERROOT VALLEY TOURISM STRENGTHS
Breathtaking Scenery, Nature, and Wildlife Awe Visitors
• Spectacular setting: mountains, river, open spaces • Bitterroot National Forest (1.6 million acres)
• Four seasons with changing colors and scenes • Bitterroot River (fishing, swimming, floating)
• Wildlife: moose, elk, deer, bighorn sheep, mountain • Selway-Bitterroot Wilderness Area
goats, bears, cougar, many species of small animals • Lee Metcalf National Wildlife Refuge (2,800 ac.)
• Birds: more than 260 species in the Bitterroot River • Montana Trust Lands and Waters
watershed (242 at Lee Metcalf Wildlife Refuge) • Calf Creek and Threemile Wildlife Management
• Trails for hiking, biking, riding, skiing, and OHV use Areas
Bitterroot Valley Offers Quality Outdoor Recreation – Guided or Do-It-Yourself
Outdoor recreation is the #1 reason visitors come to the Bitterroot Valley. The Bitterroot National Forest
and Bitterroot River are the primary recreation attractions, but State Parks and community facilities also
provide abundant recreation opportunities.
• Hiking and backpacking
• Bicycling (road, trail,
mountain)
• River floating
• Lake/river kayaking
• Motorized lake boating
• Horseback riding
• Fishing
• Hunting
• Swimming
• Photography
• Scenic driving
• Rock climbing
• Wildlife viewing
• Rockhounding
• Geocaching
• Birding
• Skiing (alpine, XC)
• Snowboarding
• Snowshoeing
• Snowmobiling
• Dog sledding
Bitterroot Valley Tourism Strategic Plan 2021-2025 10Bitterroot National Forest by the Numbers
The Resurgence of
• 24 campgrounds, 5 group sites, 42 picnic sites Camping!
• 1,600+ miles of trails: hiking, backpacking, horseback riding Nationally, nearly half of all
• 46 trails/trailheads with horse facilities campers started camping for
the first time in 2020, or
• 9 designated mountain biking trails
restarted after years of not
• 2,246 miles of roads/trails for motorized use camping. 15%-19% of
• Trout fishing at Lake Como, Painted Rocks, and crystal-clear lakes, Millennials, Gen Xers and
rivers, and streams Gen Zers camped for the
• Motor boating at Lake Como, Painted Rocks first time.
• Non-motorized Bitterroot River boating and floating 82% of first-time campers
have kids at home.
• 9 designated USFS wildlife viewing areas
Camping is viewed as the
• 5 interpretive areas and scenic drives: Lick Creek, McGruder
safest form of travel and has
Corridor, Skalkaho Falls, Trapper Peak Vista Point, Lost Horse
replaced other cancelled or
Observation Point postponed travel plans.
• 62 licensed outfitters offer guided fishing, day hikes, backpacking, Interest in Glamping is
horseback trail rides, sight-seeing, 4-wheel tours, whitewater rafting robust for 2021.
(Selway River), mountain biking, hunting, snowmobiling, back- Two-thirds of campers
country/XC skiing, snowshoeing, dog sledding looked for less popular
• 43,000 annual skier visits at Lost Trail Powder Mountain (COVID locations to avoid crowds.
closure in March 2020 resulted in a decline of -3,700 visits) Internet access is important
• 79% increase in Bitterroot National Forest lodging fee collections for work and school while
camping.
from $125,000 in FY15 to $224,000 in FY20, despite closure of 8
rental cabins/lookouts/ group sites in 2020 due to COVID (those This is the “Outdoor
facilities generated $43,000+ in FY19). Hospitality Industry”. Peer-
to-peer RV rentals, and RV
Outfitters Host High Value, Low Impact Visitors sales, skyrocketed after
states began opening up.
• Groups who took a guided trip in Montana in 2017 spent an average
(2020 North American Camping
of $3,501 per trip, verses the average non-guided visitor group $606 Report, Cairn Consulting Group, KOA;
CHM Government Services, Inc.)
• 69% of guided trips in Montana take place on federal lands; 29%
take place on state lands
• Top states of origin for guided clients: WA, TX, CA, MN, WY, OR, WI
Montana Fish, Wildlife, and Parks by the Numbers
• 80 miles of Bitterroot River float/wade fishing opportunities for
cutthroat, rainbow, and brown trout from spring through November
• 14 Fishing Access Sites (FAS) along the Bitterroot River from north of
Florence to south of Darby; 8 offer boat ramps, 2 offer camping (22
campsites); an additional FAS with camping is planned at
Stevensville
• Site managers reported large increases in non-angler use of Fishing
Access Sites for general recreation—swimming, picnicking, floating,
playing with kids and dogs, etc., which created parking challenges Painted Rocks State Park
• Painted Rocks State Park (Darby), which has 25 campsites, boat ramp,
and dock for fishing, boating, swimming, paddleboarding, etc.
Bitterroot Valley Tourism Strategic Plan 2021-2025 11• Camping fees collected at Painted Rocks State Park doubled in 2020
vs. 2019: visits were up 232% in May, 180% in October, as people
sought outdoor escapes from lockdowns; the total of all State Parks
in western Montana saw a 33.5% increase in 2020 versus 2019
• 77% of 2020 overnight visitors at Painted Rocks State Park
campground were Montanans; 10% were from Washington, 4% from
Idaho, 2% each from California and Oregon, 1% each from Utah and
Minnesota, and 1-5 camping parties from each of 20 other states
Travelers’ Rest State Park
• Historic State Parks also were popular: Travelers’ Rest State Park saw Interpretive Center
a 24% increase in visitation to 49,545 visitors in 2020, despite losing
many tour groups, school field trips, and special events—all
cancelled due to COVID, visits were up 51% in Sept, 68% in Nov, Below: Fort Owen State Park
and 175% in Dec as many locals enjoyed the Park’s trails; and Fort
Owen State Park visitation increased 7.5% from January to June
County, City, and Private Facilities Offer Recreation
• 75 community, neighborhood, and pocket parks are listed in the
Ravalli County Park and Recreation Master Plan
• The 52-mile Bitterroot Trail is a paved bike/pedestrian path from
Missoula to Hamilton, with 4 connector trails in Florence,
Stevensville, Corvallis, and Hamilton
• Public golf courses and pools in Stevensville and Hamilton
• Sports fields (baseball, soccer, football, track, folf), skate parks
Rich History and Culture Connect the Valley
The richness of the Bitterroot Valley’s history and culture is unique. Information about the Salish and Nez
Perce Tribes and early explorers/settlers can be found at museums and historic sites throughout the Valley.
• 8,000+ years as Bitterroot Salish tribal homeland • Early 1900s “Apple Boom” orchards developed
• 1805-1806 Lewis and Clark Expedition • 1907 US Forest Service was created, Bitterroot
• 1823-24 Iroquois introduced Christianity to Salish National Forest was born
• 1841 St. Mary’s Mission founded by Jesuit Father • 1920 Big Ditch completed to irrigate 700,000 fruit
DeSmet, followed by Father Ravalli in 1845 trees, “Apple Boom” went bust
• 1850 John Owen built Fort Owen trading post • 1920s dairy farms, beef cattle pastures, and hay
• 1860s Gold discoveries in ID/MT brought miners fields replaced orchards
• 1877 Chief Joseph and Nez Perce War • 1928 Rocky Mountain Laboratory established
• 1880s Copper King Marcus Daly founded Hamilton • 1947 Ford’s Department Store built in Hamilton
and lumber industry to supply mines and towns • 1964 Selway-Bitterroot Wilderness designated
• 1891 Salish moved from Bitterroot homeland to (1,347,644 acres), one of the nation’s first
Flathead Reservation under Treaty of Hellgate • 1988 Timber industry peaked with 29 facilities able
to produce 91 million board feet of wood products
Valley Features National Trails, Museums, Historic Sites
Three nationally designated trails traverse the Valley:
• Lewis and Clark National Historic Trail (1805-1806)
• Nez Perce (Nee-Me-Poo) National Historic Trail (1877)
• Ice Age Floods National Geologic Trail (15,000-10,000 B.C.)
Bitterroot Valley Tourism Strategic Plan 2021-2025 12The Historic Bitterroot Valley Map and Guide highlights
the following historic attractions:
• Historic Districts: Downtown Stevensville; Downtown
and Rocky Mountain Laboratory, Hamilton
• Museums: Ravalli County, Hamilton; Darby Pioneer
Memorial; Stevensville Historical; Victor Heritage
• Historic Sites/Tours: Daly Mansion, Hamilton; Fort
Owen State Park, Historic St. Mary’s Mission, and
Whaley Homestead, Stevensville; Travelers’ Rest
State Park, Lolo
• Historic Alta Ranger Station, Darby Ranger Station
A 2019 survey3 of visitors to Travelers’ Rest State Park
revealed that two-thirds were motivated to visit by History
and Culture (67%). While there, 87% learned about Lewis
and Clark, 66% toured the visitor center, 39% learned
about the Salish, and 32% enjoyed nature. Two-thirds
were interested in additional programs/tours, and 74%
sought Montana crafts and products in local shops.
Agents of Discovery is an educational mobile game that
uses augmented reality to engage youth in learning
history and nature. Five locations in the Bitterroot Valley
have Agent “missions,” and two more are planned (see
graphic at right). It is a fun way to engage families.
COVID has been especially tough for historic attractions:
school field trips, tour groups, and special events were
canceled, resulting in 2020 visitation and revenue losses
of 50%-75% for these nonprofit facilities.
The Arts and Culture Create Vibrancy
Live music and theater performances, galleries, studio
tours, workshops, festivals, and events are an integral part
of Valley life, with something to appeal to all visitor tastes.
• Live theater: Hamilton Players, Stevensville
Playhouse, Bitterroot Performing Arts Council
• Live music: Lone Rock Blues Festival, Bitterroot
Baroque, Bitterroot Valley Chorus, Sapphire
Lutheran Homes Summer Series, featured musicians
at local bars and breweries
• Art galleries and events: Bitterroot Arts Guild, Artists
Along the Bitterroot Studio Tours and Programs,
Hamilton Culture Crawl
• Community Festivals: Darby Rodeo; Hamilton Celtic Games (at Daly Mansion), Apple
Day/Cider Night, Craft Brewfest, Ravalli County Fair; Stevensville Western Heritage Day,
Creamery Picnic, Scarecrow Festival, and Country Christmas; Victor Chocolate Tasting
3
Travelers Rest State Park 2019 Visitor Survey Report, Thomsen and Ehlers, UM Parks, Tourism, and Recreation Management Program
Bitterroot Valley Tourism Strategic Plan 2021-2025 13Charming Small Towns Welcome Visitors
The Bitterroot Valley includes eight main communities in Ravalli
County (Florence, Stevensville, Victor, Corvallis, Hamilton, Darby,
Conner, Sula), plus Lolo in Missoula County. Each has unique small-
town charm, and most have local dining, craft libations, farmers
markets, shopping, festivals, and events.
Lodging, Meeting, and Event Venues
• 400 private lodging facilities (hotels, B&Bs, guest ranches,
working ranches, farm stays, lodges, cabins, vacation rentals, hot
springs, RV parks, and campgrounds)
• The number of short-term rental properties (STRs), such as Vrbo
and Airbnb, has increased by 75% since 2017
• Limited dry RV parking and tent camping at Fairgrounds
• 25 developed campgrounds with 248 campsites in the Bitterroot
National Forest, including 3 group sites and 2 sites with facilities
for horses, plus 8 rental cabins and lookouts
• 25 campsites at Painted Rocks State Park and 22 campsites at
Chief Looking Glass and Hannon Memorial Fishing Access Sites
• Facilities for group gatherings (meetings, family reunions,
weddings, concerts, sports events and tournaments, plays, etc.):
hotel meeting facilities, wedding venues, Ravalli County
fairgrounds, Hamilton Performing Arts Center, Fort Owen Ranch,
St. Mary’s Family Center, Darby and Lolo community centers,
playhouses in Hamilton and Stevensville, Pharoahplex Cinemas,
school sports fields and gyms, and public parks
Dining, Libations, and Shopping
• Locally-owned coffee shops, restaurants, steakhouses, and
gourmet cuisine
• Craft breweries, cideries, distilleries, and lively Montana bars full
of local color
• Boutiques, variety stores, art galleries, farmers markets, and
friendly hardware and grocery stores
Specialty Services and Transportation
The Bitterroot Valley has business specialists and facilities for the
following:
• Destination Weddings: venues, wedding planners, caterers,
florists, photographers, musicians
• Film Industry: site location specialists, accommodations, film
production, actors, costumers, caterers
• Transportation: airports at Missoula, Stevensville, Hamilton;
ground shuttles/limousine service; Uber
Bitterroot Valley Tourism Strategic Plan 2021-2025 14IV. TOURISM CHALLENGES COVID Pandemic Hits Hard, Yellowstone Softens the Blow The overwhelming challenge for tourism in 2020-2021 is the COVID-19 pandemic. Few industries were hit harder than tourism. From March through May, both leisure and business travel evaporated. Reunions, weddings, meetings, outfitted trips, and events were cancelled throughout the spring, summer, and fall. One event planner reported 80% of her business was postponed until 2021, representing groups of 50-250 people who normally sleep, shop, and dine in local businesses. In early May, 38 owners from a variety of lodging types and sizes completed a survey about their projected occupancy for the summer and fall. The results indicated projected declines of 75% to 90%+ (June to September), on top of declines in April and May, which meant a loss of $75-$90+ million in county economic activity (Appendix A). However, when COVID restrictions on nonresident visitors were lifted June 1, tourists began arriving in the Valley in surprising numbers. Because of its many cabins, lodges, and vacation rentals, the Bitterroot Valley was an attractive “remote” destination for visitors looking to travel, get outside, and maintain social distancing. Both lodging facilities and campgrounds began to fill. The Paramount Yellowstone TV series moved all production from Utah to Montana beginning in July, bringing more than 600 people to the Valley. The production rented two entire hotels (one in Hamilton, one in Missoula), plus many vacation rentals, guest houses, and homes. Ironically, many lodging facilities had record revenues in July, August, and September as visitors came from Montana, neighboring states, and the Yellowstone production. Public campgrounds, fishing access sites, and trails all saw record visitation. Figure 7: Traveler Expectations Survey Results Outfitter bookings were near capacity for fishing and backcountry trips. COVID will present challenges in 2021, as business travel, holiday travel, high school sports, and group and community events still are curtailed or cancelled. Summer/Fall 2021 is anticipated to have strong bookings because of consumer desire for rural destinations and Season 5 production of Yellowstone. Leisure travel is expected to lead recovery. Vaccine distribution provides a hopeful outlook for 2021, but economic fallout for the tourism industry is projected to last into 2023. Meanwhile, traveler expectations for cleaning protocols, social distancing, and employee health monitoring require increased costs for businesses (see 2020 Traveler Expectations Survey results from U.S. Travel Association, Figure 7). Bitterroot Valley Tourism Strategic Plan 2021-2025 15
Seasonality is a Significant Ongoing Tourism Challenge
In “normal” years, lodging owners report Figure 8: Ravalli County Lodging Tax Collections by Quarter
robust sales in summer and into mid-fall. But 2015-2020
off-peak months of November to April are a 300,000
different story. Figure 8 shows the dramatic 250,000
difference in lodging sales in the third quarter
200,000
(July-Sept) versus the rest of the year.
150,000
Tourism picks up in mid-May, reflected in the
April-June figures (note the drop in 2020). The 100,000
low off-peak season sales create economic and 50,000
workforce instability for the tourism industry.
-
Lodging owners report that visitors would like Jan-Mar Apr-Jun Jul-Sep Oct-Dec
more opportunities to buy Montana retail 2015 2016 2017 2018 2019 2020
products (locally-made, souvenirs), to dine in a
variety of restaurants, and to experience local music and entertainment.
Ravalli County TBID is focused on growing off-peak season business to
bring greater economic benefit and more stability to the tourism
business sector, including lodging, dining, retail, entertainment, and
other services—all of which also benefit local residents’ quality of life.
Enhanced Funding Needed to Grow Off-Peak Season Marketing
A key challenge to off-peak season tourism growth is inadequate funds
for marketing. The TV series Yellowstone has dramatically increased the
visibility and brand image of the Bitterroot Valley: the search term “Chief
Joseph Ranch” (the set for Yellowstone’s Dutton Ranch) is the #1 source
of visits to the TBID website, visitbitterrootvalley.com.
TBID’s marketing efforts are funded by an assessment of $1.00 per
lodging room night booked. The fee currently generates about $64,000
per year. Additionally, in May 2020, TBID received a $10,000 CARES Act
grant for this Tourism Strategic Plan, web and social media marketing,
and a part-time Coordinator. In September, TBID received a $10,000
grant from Glacier Country Tourism to help distribute Montana Aware
COVID safety supplies and conduct outreach to tourism businesses and
attractions.
Figure 9: Ravalli County TBID Budget FY20-21
Figure 9 shows the budget allocation of TBID funds for
FY2020-2021. TBID’s 2019-2020 marketing efforts and
Advertising Outreach Tourism Plan
results are detailed on pages 20-22. Half of the total budget 7% 3% 5%
Admin
is marketing (49%), including the website, digital and print 7%
advertising, eNewsletter sent to potential travelers, blog Social Media
posts, social media marketing, and outreach. Approximately 23%
Fiscal Agent
7% of funds are budgeted for administrative costs like 18%
insurance, PO Box, phone, office supplies, Zoom, and
Submittable software for TBID fee reporting, 18% for fiscal
agent (Bitterroot RC&D, who administers and reports TBID
Website
fees and grants), and 21% for a part-time Coordinator (grant 16% Coordinator
21%
Bitterroot Valley Tourism Strategic Plan 2021-2025 16funding). Raising the TBID fee to $2.00 per night would greatly increase the TBID’s marketing reach. Indoor Venues for Groups and Events Enhance Off-Peak Growth The Bitterroot Valley has limited meeting space for conferences and events, especially in the north end of the Valley. The Bitterroot River Inn is the only hotel in Ravalli County with a formal conference center/ ballroom, supported by A/V equipment, a business center, and 65 guest rooms. But the conference center has less than 3,000 square feet, with a dining capacity of only 200 guests (or two rooms for 60 and 135 guests). The largest heated venue in the Valley is the 13,200-square-foot First Interstate Center at the Ravalli County Fairgrounds in Hamilton, which has a large stage, commercial kitchen, recently upgraded furnishings, dining capacity for up to 800 guests, and plenty of RV sites and public parking. It works well for craft fairs, gun shows, auctions, concerts, receptions, fundraising dinners, and other casual events. Development of market rate lodging and meeting space in the north end of the Valley (e.g., Stevensville) would increase the capacity for off-peak season tourism growth. Lodging for groups also would enhance the Valley’s ability to host sports tournaments, conferences, and events. Low Wages and High Housing Costs Affect Workforce Availability Ravalli County has one of the highest poverty rates in Montana, at 15.5% (2019). Poverty wages are defined as less than $14 per hour. Many tourism jobs pay less than $12, and are part-time or seasonal, with no “There are no bad jobs — benefits. Employee wages have a direct impact on employee only bad wages.” attitudes, absenteeism, retention, and turnover rates, which in turn High employee turnover has a direct impact on customer service, productivity, overhead, and increases labor costs by 20%. workforce training costs. Competitive wages are critical Bitterroot Valley living costs are high (housing, food, childcare). for good customer service, Workers often have multiple jobs to pay bills, increasing their stress employee retention, and affecting work performance. Affordable housing for low wage productivity, and profitability. workers is scarce, as many rental houses have been converted to vacation rentals (Airbnb/Vrbo). COVID added health risks and extra cleaning, sanitizing, mask-wearing, etc. The federal CARES Act provided supplemental unemployment benefits of $14 per hour to employees with health concerns, or who had to be home with kids when schools closed. The extra $600 per week was a disincentive for low wage workers to return to work, when employers offered only $10-$12 per hour. Employers complained about a lack of workers, yet many employers were unwilling or unable to raise wages to a competitive level. Bitterroot Valley Tourism Strategic Plan 2021-2025 17
Land Management Agencies Lack Sufficient Recreation Budgets, Wildfires are a Threat
Outdoor recreation on state and federal lands has been increasing for
decades but grew exponentially during COVID. Population growth also
puts more pressure on Valley public lands and facilities.
Both the Bitterroot National Forest (BNF) and Montana Fish Wildlife Who Manages What?
and Parks (FWP) have visitor data revealing increases of 70+% from
Visitors typically don’t know—or
2011 to 2019, with a significant jump in 2020. However, staffing levels
care—which agency manages
have not increased—and in some cases have declined—since 2011.
public lands (state, federal,
Maintenance budgets also have not kept pace with increased use, or USFS, USFWS, State Parks,
with modern needs like campsites for larger RVs, electricity, and wifi. DNRC). They just want to enjoy
As an example, the BNF must clean, maintain, stock, and pump 15-20 the experience. Sometimes state
vault toilets on each of its four ranger districts—a total of 60-80 toilets, and federal agency funding,
with enhanced cleaning protocols and increased use during COVID. overlapping management, and
ownership “silos” create
Recreation seasons are longer, extending far beyond the traditional situations that are inefficient and
Memorial Day to Labor Day: visitors seek reservations for a 7-9 month expensive logistically. Creative
season from March/April to October/November. However, agency solutions, with interagency
budgets for seasonal (summer) frontline employees don’t account for agreements, could result in
these longer seasons. A key goal of land managers is more frequent management efficiencies and
and consistent monitoring of visitation through vehicle/pedestrian enhanced customer service.
counters, surveys, and other data collection, in order to document and
predict peak times and future needs.
Public input indicates increased demand for trail systems—especially
loop trails—for hikers, bikers, cross-country skiers/snowshoers, and
OHV recreationists. Picnic shelters, swimming areas, and water access
(river, fishing streams, lakes) also are recreation priorities. COVID
highlighted a need for on-the-ground staff to guide and educate new
outdoor recreationists about public lands etiquette (pack-in, pack-out,
campfires, Leave No Trace). Agency staff also help disperse visitors to
avoid overcrowding in high demand areas. Too much peak season use
could mean future allocated use (permits, reservations) and fee increases
in high demand areas, as occurs in other states.
Philosophical differences among user groups sometimes creates
conflicts over management of specific sites or areas (rock climbing,
motorized vs. nonmotorized use, pedestrian vs. bicycle access, etc.).
Wildfires and smoke pose an ongoing threat to outdoor recreation,
further straining limited resources as budgets are reallocated to fires.
Locals and visitors alike appreciate and expect educational programs:
guided nature and interpretive hikes, self-guided scenic drives and Public education is essential to alert
map guides, interpretive signs, campfire programs, etc. Limited outdoor recreation visitors to
resources for staffing restrict these types of activities—though many dangers presented by the Bitterroot
visitors are willing to pay for them. River, wilderness, wildlife, mountain
weather, and avalanche hazards.
A collaborative effort to develop a valley-wide Recreation Plan could
leverage resources, build local support among user groups, and enhance
agencies’ ability to manage various facilities and services more
effectively.
Bitterroot Valley Tourism Strategic Plan 2021-2025 18Bitterroot Valley Character Creates Some Challenges
The Bitterroot Valley’s fiercely independent character creates
“Co-opetition”?
resiliency and an ethic of neighbor helping neighbor. The
independence also often fosters a lack of collaboration – where “The Bitterroot Valley needs
people work together to solve complex problems and leverage better cooperation and
collaboration—not compe-
resources.
tetion—among communities
Attitudes among some locals toward visitors and newcomers and nonprofit groups. We all
(identified by out of state plates) can be indifferent or even hostile— win if we work together.”
especially immediately after COVID closures were lifted and visitors Local Nonprofit
first began arriving. There were some reports of lodging guests being Executive Director
harassed because they looked different, were wearing face masks in
public, or were relocating from another state. Similar incidents were
reported in other parts of Montana as well.
However, most Valley residents are friendly and helpful, recognizing
that new residents and visitors represent new customers, volunteers,
taxpayers, and financial supporters of local causes.
Tourism does come with some costs to city and county services (road
and park maintenance, public safety, search and rescue, etc.), with no
direct tax revenue from tourism to offset increased local costs. The
state lodging tax provides funds for research and marketing, tourism-
related project grants, visitor center staffing, and state parks (see
chart, page 31), but only local-option sales taxes such as the Resort
Tax can be used to offset local property taxes and infrastructure
costs.
The Valley’s small towns and nonprofit organizations struggle to
support their festivals and facilities with volunteers and fundraising.
COVID was especially hard on attractions that rely on senior
volunteers to keep the doors open. Historic and cultural attraction
managers can work together to generate more support. Offering
incentives to local residents to bring their visiting friends/family
builds long-term relationships.
The production of Yellowstone Season 4 took the Valley by storm,
creating both economic benefits and challenges. Local governments
and residents were not prepared for the influx of people and
cultures, but many enjoyed the excitement of filming on location and
working as extras. Yellowstone staff made significant efforts to be
good neighbors, pouring millions of dollars into the local economy,
and helping Valley communities, residents, and businesses become
more “film friendly” as they better understand the production’s
needs—and vice-versa.
Bitterroot Valley Tourism Strategic Plan 2021-2025 19V. TOURISM MARKETING EFFORTS AND RESULTS
The Ravalli County Tourism Business Improvement District (TBID) is a
Destination Marketing Organization, or DMO. Its purpose is to
develop and promote tourism in the Bitterroot Valley through market
research, marketing, communications with private, public, and
nonprofit entities, tracking and reporting of results, and collaboration
on priority projects.
Tourism benefits the Bitterroot Valley economically, but it also
enhances quality of life for local residents by supporting services and
infrastructure such as trails and broadband that otherwise might not
be available.
TBID marketing efforts leverage state, regional efforts
• Marketing is built on three “brand pillars” (consistent with State,
Glacier Country):
o Spectacular unspoiled nature
o Charming small towns that serve as gateways to natural
wonders
o Breathtaking experiences by day and relaxing hospitality at
night
• Tag line: “Small Towns, Big Adventures”
• Popular Yellowstone TV series also has “branded” the Bitterroot
Valley, generating fan Facebook pages, inquiries about site tours,
and anything Yellowstone-related
• TBID marketing complements the marketing efforts of the State
and Glacier Country Tourism
Key elements of marketing strategy are digital, direct contact
• Website: VisitBitterrootValley.com (free listings for lodging
properties who collect TBID fees)
• Social media: Facebook page, Instagram, Twitter, Pinterest,
YouTube
• Consumer blogs: seasonal themes, itineraries, engagement
• Digital advertising: Glacier Country, social media
• Print advertising: Glacier Country Visitor Guide (co-op with
Bitterroot Valley Chamber)
• Printed materials: outdoor recreation and historic/cultural map
guides
• Email marketing (Visit Bitterroot Valley eNewsletters targeting
lodging owners, local partners, and those serving travelers)
• Montana Aware COVID materials, supplies, and messaging to
encourage safe travel and recreating
• Visitor assistance by phone, email
• Visitor Centers: collaboration with Bitterroot Valley Chamber of
Commerce
Bitterroot Valley Tourism Strategic Plan 2021-2025 20Target markets focus on interests that align with Valley attractions
• Geographic targets:
Figure 10: Primary Geographic Drive Markets
o Montanans (Flathead, Great Falls, Bozeman,
Billings)
o Surrounding states/provinces: Coeur d’Alene/
Spokane, Boise, Idaho Falls, Jackson, Bismarck,
Rapid City, Calgary
o Nearby states with direct flights to Missoula:
Seattle, Portland, Las Vegas, Salt Lake, Denver,
Lincoln, Minneapolis
o Other states with direct/seasonal flights to
Missoula: Dallas, Phoenix, Atlanta, Chicago, San
Diego, San Francisco, San Jose, LA, Oakland
• Demographic targets:
o Family and friends of Bitterroot Valley residents
(via residents)
o Couples (active matures age 55+, younger adventurers), singles
(age 30+, active, disposable income), families (multi-generational
groups with kids, active and affluent)
• Psychographic targets:
o Outdoor recreationists: hiking, biking, camping/RVing, fishing, “Visitors are willing to pay
wildlife viewing, motorcycling, road tripping, hunting, skiing, for quality experiences,
snowmobiling, snowshoeing appreciate extra COVID
o History/arts/culture: Native American culture, museums, art cleaning measures.”
galleries, photography, theaters, festivals, live music
o Authentic local experiences—seek quality, buy local: cuisine,
libations, Montana products, farmers markets, craft fairs
o Adventure: guided trips, experiential, independent, low impact
• Other targets:
o Repeat visitors, destination reunions and weddings, small
groups/meetings and specialty trade events, remote workers/learners
(“workations,” “schoolcations”), Yellowstone fans, film industry
representatives, travel writers/influencers, tour operators
Digital Marketing efforts show outstanding results
The TBID Board receives monthly reports from its website and social media
contractors, along with Google Analytics, to track marketing results. Table 1
below shows the reach/impressions and followers of the 2019-2020 marketing
campaign. Examples of social media posts are shown on page 22.
Table 1: Social Media Overview, Aug 2019 - Jan 2021
Media Reach Followers
Facebook 301,500 4,400
Instagram 121,500 950
Twitter 90,200 impressions 200
Pinterest 83,700 impressions 1,500 viewers
Bitterroot Valley Tourism Strategic Plan 2021-2025 21You can also read
