Oak Brook creating marketing manager job to promote village

Oak Brook officials expect to save about $200,000 a year by no longer using a consultant to handle the marketing of its seven hotels and, instead, creating a new staff position of marketing manager.

Village Manager Greg Summers said the village’s current hotel advertising program was budgeted at $500,000 annually, which was taken out of the funds generated directly from Oak Brook’s hotel tax and dedicated by state statute to hotel advertising.

“Research has shown comparable positions to be compensated at around $100,000 to $130,000 per year, plus benefits,” Summers said of the new position to be created. “Even adding $10,000 per month for an advertising media budget keeps the total cost at two-thirds of the prior spend, freeing $200,000-plus to be used for subcontracting and other purposes.”

Eight-five percent of the cost of the new marketing manager will be funded by the village’s hotel/motel tax revenue, with the village paying the additional 15%.

Summers said it was learned through experiences with multiple advertising vendors that the village’s annual spending allocation is too small to gather attention and priority from advertising firms that often have multi-million dollar clients.

“The village will not continue to be subordinate to other clients,” he said. “Instead, we have found that many suburban municipalities employ their own dedicated marketing person, one who is solely dedicated to the village and accountable for the success of the program.”

After terminating a relationship with a prior advertising agency due to a lack of performance and metrics to back its strategy, the village issued a Request for Proposals last year in hopes of finding a new consultant. Oak Brook’s Hotel Committee interviewed several new agencies, ultimately selecting a Chicago advertising firm with significant hotel promotional experience.

Due to the lack of performance by the prior vendor, a decision was made by Oak Brook officials to keep the new vendor on a short introductory contract, Summers said.

“Despite this, the new advertising partner failed to meet benchmark dates set for them and, even after being notified of the failures, did not rectify those issues,” he said. “The vendor also was reluctant to pursue several approaches suggested by the village, due to conflicts with other more prominent clients.”

As a result of these two issues, Summers said, a notice was issued to the vendor, terminating the partnership and a decision was made to begin pursuing new avenues with enhanced accountability.

“We are pursuing an eager, energetic and accountable marketing manager that can balance the needs of all seven hotels of Oak Brook, while also handling a consistent and deliberate brand message that resonates with consumers to drive proven results that boost overnight guest stays in Oak Brook,” Summers said.

Assistant Village Manager Joe Mitchell said creating a marketing manager position represents a strategic investment in the future growth and success of Oak Brook’s hospitality industry.

“By working collaboratively with the seven hotels, the marketing manager can elevate Oak Brook’s profile as a premier destination and drive economic prosperity for years to come,” he said.

Mitchell said a subcommittee to determine the annual marketing budget has been established and a budget amendment will be provided for approval at an upcoming Village Board meeting.

Village President Larry Herman agreed that the move to an in-house marketing manager with the dollars generated from Oak Brook’s hotel tax receipts would yield direct accountability and improved results, all at a much lower cost than the village’s past use of an outside advertising firm.

“My message to our residents has always been one of fiscally conservative spending with accountability and proven results,” he said.

Michael Manzo, Oak Brook’s longest-serving current Village Board member had the same take.

“The village has previously been down the road of advertising agencies and spent millions of dollars with no transparency and zero performance metrics,” he said. Repeating the mistakes of the past is unthinkable.

Chuck Fieldman is a freelance reporter for Pioneer Press.