15 Household Balance Sheets Are HealthyDebt service remains a manageable share of incomes, net worth has risen
16 Retail Sales Are ReboundingSpending is rising after stagnating in the first half of the year Retail sales have risen strongly over the past
three months, suggesting aggregate spending is back on track following a weak first half of the year.
17 K-shaped Trend in SpendingGrowth in consumer spending is being driven by higher-income households Higher-income households have a larger
financial cushion to absorb the effects of inflation, benefit from the wealth effect as asset prices rise, and are less impacted by the slowdown in hiring. Lower-income households are more susceptible
to the slowdown in hiring, and more exposed to the impact of tariffs because they spend a disproportionate share of their income on the most affected goods and have smaller savings buffers to withstand the hit to real incomes.
18 Businesses Take a Cautious Approach to Capital InvestmentWait-and-see approach due to a high level of uncertainty Businesses are being cautious when it
comes to capital spending. And when business investment weakens, business travel often weakens. Businesses adopted a cautious approach
due to:
higher input costs supply disruptions customers wary of committing to new orders
19 Fiscal policy will boost growth next yearLargest benefits will accrue to higher-income households By the middle of next year economic growth will
begin to benefit from the stimulus in the fiscal bill passed over the summer. Households will receive larger-than-average
refunds thanks to the new individual income tax cuts under the Republican fiscal package, and other fiscal measures will incentivize employers to hire and invest. However, higher income households will benefit
the most, and the K-shaped spending pattern is likely to persist next year.
20 Economic Growth Has Slowed in 2025Fiscal stimulus expected to kick in during 2026 The economy is vulnerable and has little margin
for error.
The economy will improve in the middle of next
year and into 2027, supported by tax cuts/extensions, reduced uncertainty, and the fading effects of tariffs on inflation.
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21 World Economic ProspectsOxford Economics Macroeconomic Outlook, Sept 2025The drag from tariffs is building, but recessions remain unlikely We forecast world GDP will expand by 2.5% in 2026, slightly weaker than this year's 2.7% gain. Global trade is expected to remain soft as higher US tariffs take effect, and the lagged consequences of heightened uncertainty are likely to suppress investment. We believe neither the US nor the global economy are on the brink of recession.
The AI boom in the US is expected to further boost domestic investment and drive demand for Asian-produced semiconductors. The delayed effects of previous policy rate cuts, a moderately favorable fiscal backdrop, and healthy household balance sheets should prevent prolonged contractions in activity. Canada: We've raised our GDP growth forecasts by 0.3ppts to 1.1% in 2025 and
0.5ppts to 0.9% in 2026. We've also lowered our CPI inflation forecasts by 0.1ppt to 2.1% in 2025 and by 0.2ppts to 2.4% in 2026. We've raised our aggregate 2026 growth outlook for LatAm’s six largest economies – Argentina, Brazil, Colombia, Chile, Mexico, and Peru – by 0.2ppts to 2.3% y/y. This still implies a moderation from a 2.8% y/y expansion this year. The region remains resilient to US tariffs as recent data suggested that most countries in the region face lower effective tariff rates than what was suggested by the US announcements. China: We've raised our 2025 GDP growth forecast by 0.1ppt to 4.8%, while keeping our 2026 GDP growth projection at 4%.
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Forecast Summary
US Economic TrendsUS Travel TrendsCalifornia Forecast HighlightsForecast Tables 12345
23 Air Travel Flat to Last YearGrowth in checkpoint volume has slowed after record-setting 2024 TSA Security Checkpoint VolumeRolling 12 months totals
Source: TSA
TSA checkpoint volume has plateaued in 2025
after setting a record in 2024 as the busiest year ever. TSA checkpoint volume in US airports has
experienced a modest rebound following a lull in the spring and early summer months. Compared to the same month last year, checkpoint volume rose 1.1% in July, 1.0% in August, and 0.5% in September.
24 US Hotel PerformanceRate growth lifting RevPAR and revenue U.S. Hotel Key Performance IndicatorsYTD August versus prior year Hotel demand and TSA checkpoint volume are
both essentially flat year-to-date, indicative of an overall plateauing of travel demand. The lack of demand growth, combined with
supply growth, is pushing down occupancy rates.
Falling occupancy rates limit pricing power,
leading to modest gains in ADR, RevPAR and room revenue.
Source: CoStar
25 Bifurcated Demand GrowthDemand growth in Luxury hotels U.S. Hotel Key Performance IndicatorsYTD August versus prior year Growth remains strong at the upper end of the
hotel spectrum, consistent with the k-shaped spending pattern favoring higher-income households.
Source: CoStar
26 Group Demand Weakened After the First QuarterMay reflect cautious approach to business spending Group occupancy was up 2.7% in the
first quarter of 2025.
However, group occupancy weakened in
the second and third quarters and was down 2.5% year to date through August.
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27 Overseas Arrivals Steadily FallingDeclines expected to persist through the end of the year Overseas arrivals have declined for four
straight months and six out of the last seven months.
Airline bookings for international travel
to the US in October and November are below the comparison to the same time last year, suggesting overseas arrivals will continue to decline through the fall.
Source: National Travel and Tourism Office
28 Steep Declines in US Visits from CanadaDeclines from Canada are the largest of any origin market Canadians are still traveling but are
seeking alternatives to the US in 2025.
Canadian travel to other world regions
has increased an estimated 6.6%.
29 Not All International Markets Are DecliningInbound arrivals continue to grow from some marketsSource: National Travel and Tourism Office, Tourism Economics Of the 15 largest origin markets to the
US, nearly half (7) are experiencing increased visits in 2025. While visits from Canada are down
sharply, visits from Mexico are up nearly 13%.
Forecast Summary
US Economic TrendsUS Travel TrendsCalifornia Forecast HighlightsForecast Tables 12345
31 Total California visitor volumeIndex, 2019=100Source: Tourism Economics Total California visitor volumeMillionsSource: Tourism Economics California Visitor ForecastForecast comparison: current vs. previous
32 In addition to the economic impacts of tariffs, policies, and pronouncements from the Trump administration have contributed to a growing wave of negative sentiment toward the US among potential international travelers. Heightened border security measures and visible immigration enforcement actions are amplifying concerns. These factors are creating additional barriers for those considering travel to the US and are contributing to declining international visits to the US in 2025. Trends in arrivals over the summer have allowed us to refine our international projections since the previous forecast. Arrivals in 2025 from markets such as India and Mexico are outperforming previous expectations, leading to upward revisions in the 2025 projections. The upward revision to Mexico is the primary reason the outlook for total international was revised upward.
On the other hand, origins including Germany, Japan, and Australia were revised down.
Inbound California visits forecast: 2025Index, 2019 = 100Source: Tourism Economics California International Visitor ForecastForecast comparison: current vs. previous
33 California international visitors in 2025Index, 2019 = 100Source: Tourism Economics Total visitors in CaliforniaIndex, 2019 = 100Source: Tourism Economics California Visitor ForecastRecovery to 2019
34 California Visitor ForecastBusiness vs. leisure
Business vs. leisurePercent change from prior year
Business vs. leisureMillions
Source: Tourism Economics Source: Tourism Economics
35 California Visitor ForecastDay vs. overnight
Domestic: day vs. overnightPercent change from prior year Domestic: day vs. overnightMillions
Source: Tourism Economics Source: Tourism Economics
36 California Visitor ForecastDirect visitor spending
Domestic vs. international visitor spendingBillions
Domestic vs. international visitor spendingIndex, 2019 = 100 Source: Dean Runyan, Tourism Economics Source: Dean Runyan, Tourism Economics
37 Spending Growth TrendsDomestic spending growth expected to lag pre-pandemic trend Total visitor spendingPercent change from prior yearSource: Dean Runyan, Tourism Economics Visitor spending by originCompound average annual growth rate (CAGR)Source: Dean Runyan, Tourism Economics
Forecast Summary
US Economic TrendsUS Travel TrendsCalifornia Forecast HighlightsForecast Tables 12345
39 Forecast Tables
Sources: Tourism Economics; STR; Longwoods (domestic); OAG (air traffic); NTTO (international); Dean Runyan (spending); BTS !
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Sources: Tourism Economics; NTTO; BEA; Dean Runyon
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43 For more information:[email protected] Economics is an Oxford Economics company with a singular objective: combine an understanding of the travel sector with proven economic tools to answer the most important questions facing our clients. More than 500 companies, associations, and destination work with Tourism Economics every year as a research partner. We bring decades of experience to every engagement to help our clients make better marketing, investment, and policy decisions. Our team of highly-specialized economists deliver: Global travel data-sets with the broadest set of country, city, and state coverage available Travel forecasts that are directly linked to the economic and demographic outlook for origins and destinations Economic impact analysis that highlights the value of visitors, events, developments, and industry segments Policy analysis that informs critical funding, taxation, and travel facilitation decisions Market assessments that define market allocation and investment decisionsTourism Economics operates out of regional headquarters in Philadelphia and Oxford, with offices in Belfast, Buenos Aires, Dubai, Frankfurt, and Ontario.Oxford Economics is one of the world’s foremost independent global advisory firms, providing reports, forecasts and analytical tools on 200 countries, 100 industrial sectors and over 3,000 cities. Our best-of-class global economic and industry models and analytical tools give us an unparalleled ability to forecast external market trends and assess their economic, social and business impact. Headquartered in Oxford, England, with regional centers in London, New York, and Singapore, Oxford Economics has offices across the globe in Belfast, Chicago, Dubai, Miami, Milan, Paris, Philadelphia, San Francisco, and Washington DC, we employ over 250 full-time staff, including 150 professional economists, industry experts and business editors—one of the largest teams of macroeconomists and thought leadership specialists.
About Tourism Economics
BUSINESS &
MARKETING PLAN
FY
26 A T T A C HMENT 3
Letter from the President & CEO ...................................................................................................3 Strategic Direction 2026 .....................................................................................................................4 Aligning the Vision................................................................................................................................5 Business & Marketing Plan..............................................................................................................6 Destination Partners..............................................................................................................................8 Key Moments FY 2025 ..........................................................................................................................9 Business & Marketing Landscape ..........................................................................................10 Travel Landscape................................................................................................................................14 SLO CAL Landscape...........................................................................................................................16 Why Tourism Matters.........................................................................................................................20 Travel Trends............................................................................................................................................22 Media Trends...........................................................................................................................................25 The Next Chapter of SLO CAL Brand Building..............................................................30 Brand Performance.............................................................................................................................36 The Next Chapter of the SLO CAL Brand Storytelling..............................................40 SLO CAL Brand Campaign...........................................................................................................46 FY 26 Integrated Program of Work..........................................................................................48 Integrated Marketing Objectives............................................................................................52 FY 26 Paid Media..................................................................................................................................54 Primary Target Audience...............................................................................................................55 Secondary Target Audience........................................................................................................58 Owned Media .........................................................................................................................................68 Earned Media..........................................................................................................................................72 Partnerships & Events........................................................................................................................74 Sales.................................................................................................................................................................78 Film SLO CAL............................................................................................................................................83 Experience SLO CAL 2050..............................................................................................................84 Advocacy....................................................................................................................................................85 Engage with Visit SLO CAL............................................................................................................86
Dear Visit SLO CAL Investors, Partners & Stakeholders,
Cathy Cartier
President & CEO, Visit SLO CAL
As we look forward to Fiscal Year 2026 (FY 26), I am energized by the opportunities that lie ahead for Visit SLO CAL. Our region has firmly established itself as a premium destination, consistently attracting visitors and driving tourism growth. This vibrant sector contributes more than $2.3B to our local economy. As we continue to share our unique story and diverse offerings, we remain committed to balancing the needs of our residents and enhancing their quality of life.
This past year, we reaffirmed our commitment to a shared purpose and direction. The results have been transformative. I’m proud of the progress we’ve made together shaping SLO CAL into a dynamic and resilient destination. The annual SLO CAL Summit was a key moment in this transformation. With the theme of radical collaboration, the sold-out summit set a new attendance record and brought together investors, partners and stakeholders from across the region to share challenges, discover solutions and reinforce the strength gained by working together toward a common goal.
Bringing together thought leaders from diverse sectors, we moved the discussions on workforce development and last-mile transportation challenges forward. The “My SLO CAL” nomenclature campaign has sparked a sense of pride and ownership among locals. Through a partnership with Visit California, VSC brought the Tourism Exchange to life, making our unique SLO CAL experiences bookable online and increasing domestic and international business opportunities.
Our hero brand campaign, “The Land Of…,” continues to generate top-of-mind brand awareness and drive engagement with destination partners. FY 26 will debut an evolution of brand campaign creative that will complement the tremendous brand equity already built, while continuing to promote our brand ethos Life’s Too Beautiful to Rush®.
We are thrilled to welcome Molly Cano as our new Vice President of Marketing. With her extensive experience and deep relationships in the region, Molly has already made a significant impact and is an invaluable asset to our team as we look to the future.
As we begin our work in the new fiscal year, the spirit of radical collaboration will remain at the heart of what we do. In light of current geopolitical challenges and a complex travel landscape marked by economic uncertainty, we are confident that our collaborative efforts can help us meet the challenges and opportunities ahead. By continuing to work together, we are certain that we will build on the momentum of this year and continue to strengthen SLO CAL as the destination of choice for travelers worldwide.
Thank you for your unwavering commitment to Visit SLO CAL. With your support, the year ahead holds unlimited potential.
LETTER FROM THE PRESIDENT & CEO
Strategic Objectives
Enhance our organizational effectiveness
Amplify and steward the SLO CAL brand
through unified efforts
Lead the county tourism industry in
fostering a vibrant destination
Demonstrate value to investors, partners,
stakeholders and communities
Visit SLO CAL (VSC) is a team of destination marketing professionals who work with, and on behalf of, its investors, partners, stakeholders and communities to promote SLO CAL (San Luis Obispo County, California) to both domestic and international visitors. As the countywide nonprofit destination marketing and management organization (DMMO) for SLO CAL, VSC’s goal is to collaborate with partners to build resident quality of life. Built on research with a strategy of continuous improvement, VSC aims to establish SLO CAL as a favorite West Coast destination known for its signature slower pace of life and unique mix of incredible, immersive guest experiences.
STRATEGIC DIRECTION 2026
Values
STEWARDSHIP
We value our people and care for our
community and resources
AUTHENTICITY
We strive to embody the SLO CAL lifestyle of
“people, place and pace”
INCLUSION
We engage and collaborate with an array of
voices and perspectives
EXCELLENCE
We are ambitious in our work and prioritize
initiatives to achieve results
FUTURE FOCUS
We deliver today with an innovative eye on
tomorrow Mission
Inspire travel, foster
our unique experiences,
and champion quality
of life to create life-long
ambassadors and
economic growth
for SLO CAL
Vision
A vibrant and
sustainable SLO CAL,
fueled by a
collaborative and
flourishing tourism
industry
4 Page 537 of 621 VISIT SLO CAL
Strategic Direction 2026 serves as Visit SLO CAL (VSC)’s north star. The Operational Plan and Experience SLO CAL 2050, the organization’s destination management strategy, works to inform the annual Business & Marketing Plan, which outlines the annual program of work. VSC sets Objectives and Key Results (OKRs) across disciplines, all of which align with the overarching organizational OKRs and tracks the progress of each department and team member. The impact of this work is seen through increased destination awareness, which drives the organization’s economic impact.
Strategic Direction 2026 (North Star)
Operational
plan
EXPERIENCE
SLO CAL 2050
Business &
MARKETING PLAn
DAILY SCOPE OF WORK
HOW WILL WE KNOW WE ACHIEVED OUR DESIRED RESULTS?
Enhance Organizational
Effectiveness
SD 2026 Action Items &
Milestones
Operations, Finance
& Human Resources
Project Management
Tracking
Amplif y & Steward
Brand Through Unified
Efforts
Annual Programming
Marketing &
Communications
OKR & Goal Performance
Lead the count y tourism
industry in fostering a
vibrant destination
30-Year Destination
Management Strategy
Sales
Demonstrate
Value
Partner
Engagement
Communit y Engagement
& Advocacy
Financial Results
ALIGNING THE VISION
BUSINESS & MARKETING PLAN FY 26 Page 538 of 621 5
BUSINESS &
MARKETING PLAN
Future Focused: The Roadmap to 2026
Objective 1:
Enhance our organizational
effectiveness
STRATEGIES:
• Advance processes, procedures and workflows
• Implement upskilling opportunities
and findings identified in the 2025 skills
assessment and talent mapping exercise
• Celebrate, recognize and develop the VSC
team
• Cultivate a values-centered culture reflective of
the SLO CAL lifestyle
KEY RESULTS:
• Finalize company standard operating
procedures by November 30, 2025
• Develop and publish an updated 4-year VSC
strategic plan, Strategic Direction 2030, by
June 30, 2026
• Maintain or grow annual employee
engagement and satisfaction scores over 2025
baseline by June 30, 2026
• Continuously evaluate and improve VSC’s
benefits, wellness offerings and career
development opportunities to remain
competitive with local market and industry
standards
Objective 2:
Amplify and steward the SLO CAL
brand through unified efforts
STRATEGIES:
• Continue to build on House of Brands
marketing strategy
• Increase share of voice through integrated
storytelling efforts
• Increase local adoption of SLO CAL
nomenclature
KEY RESULTS:
• Create and share eight paid partner
participation opportunities to collaborate on
VSC marketing efforts by September 30, 2025
• Update and execute second phase
nomenclature strategy by January 31, 2026
• Produce and launch new paid SLO CAL brand
campaign by February 28, 2026
• Develop and deploy a social-first content
campaign designed to support, enhance
and extend the reach of the brand platform
through social and earned channels by April
30, 2026
Visit SLO CAL (VSC) has defined four overarching organizational objectives in Strategic Direction 2026, including strategies and measurable key results. The FY 2026 strategies and key results for each department ladder up to these objectives. 6 Page 539 of 621 VISIT SLO CAL
Objective 3:
Lead the county tourism industry
in fostering a vibrant destination
STRATEGIES:
• Champion improvements in intra-county
transportation
• Finalize a Sustainable Tourism Strategy
for SLO CAL
• Implement a Regional Tourism Industry
Workforce Plan
KEY RESULTS:
• Launch SLO CAL Welcome 2.0 by July 1, 2025
• Implement Regional Tourism Industry
Workforce Plan by September 30, 2025
• Conduct visitor profile study to inform new
brand strategy and address increased lodging
inventory by October 31, 2025
• Continue collaborating with community
partners to finalize and implement a roadmap
for a regional sustainable tourism strategy by
December 31, 2025
Objective 4:
Demonstrate value to investors,
partners, stakeholders
and communities
STRATEGIES:
• Build awareness and deepen engagement
of investors, partners and stakeholders
• Build local understanding of positive impact
tourism has on community
• Advance efforts to educate, inform and
collaborate with our investors, partners
and stakeholders
KEY RESULTS:
• Conduct annual lodging forecast to inform
budget and direction by December 31, 2025
• Secure 50 local media stories to promote
positive impacts of tourism by June 30, 2026
• Achieve a 3% year-over-year increase in
investor, partner and stakeholder engagement
by June 30, 2026
BUSINESS & MARKETING PLAN FY 26 Page 540 of 621 7
DESTINATION PARTNERS
Representing the voice of the larger community, Visit SLO CAL (VSC) partners with organizations on a state and national level to foster the greatest impact for local destination partners and tourism businesses. VSC reviews the broad array of opportunities offered, strategically identifying the initiatives that will create the strongest return on investment and cascade those down to local communities. Having a seat at the table allows VSC to leverage opportunities in larger advocacy, marketing and sales initiatives while maximizing human and financial capital.
VISIT SLO CAL
VISIT CALIFORNIA
BRAND USA
TOURISM BUSINESSES
DESTINATION PARTNERS
8 Page 541 of 621 VISIT SLO CAL
In September 2024, Visit SLO CAL (VSC) hosted the annual SLO CAL Summit, drawing a recordbreaking sold-out crowd of over 250 tourism leaders, partners, investors and stakeholders from across the region. The event theme, “Radical Collaboration,” was brought to life by keynote speakers Geoff Freeman, President and CEO of the U.S. Travel Association, and Dr. Eric Solomon, CEO of The Human OS. Their remarks emphasized the vital role of innovative partnerships and community engagement in driving travel and tourism in the region.
In July and October, VSC conducted in-depth ethnographic research through intercepts at 10 key locations across the region. This initiative aimed to gain deeper insights into visitors’ perceptions of SLO CAL, exploring how they experience and engage with the destination. By capturing feedback during both peak and shoulder seasons, while visitors were in-market, this research provided valuable data used to inform and evolve the SLO CAL marketing and advertising campaign platforms.
In collaboration with six distinctive destinations across the region, VSC created and launched three episodes of “Unpacking SLO CAL”—an engaging social-first content series highlighting unexpected adventures in SLO CAL. This partnership highlights authentic adventures through the perspectives of travel-focused social media creators, emphasizing unique aspects of each destination while amplifying their reach through both owned channels and VSC’s paid media distribution.
The San Luis Obispo County Regional Airport (SBP) set a new record in 2024 with 746,764 passengers, marking a 13% increase from the previous record. Over the past decade, passenger traffic has grown by 144%, reflecting the successful partnership between the airport and VSC in promoting regional tourism and investing in airline route development.
VSC’s international strategy significantly boosted brand awareness for the destination. The Sales and PR teams embarked on a U.K. Sales and Media Mission during Brand USA’s Travel Week in October, meeting with over 140 representatives. Combined with IPW, other travel shows, and a dedicated UK agent, familiarity (FAM) trip in the fall, these efforts resulted in an 11% increase in brochure inclusion and over 40 articles with a reach of 25M.
1. 2.
3. 4.
5. KEY MOMENTS FY 2025
BUSINESS & MARKETING PLAN FY 26 Page 542 of 621 9
BUSINESS & MARKETING
LANDSCAPE
As the U.S. travel and tourism industry faces geopolitical headwinds and a shifting travel landscape, California’s leisure brand remains strong. Through strategic foresight and collaboration, the tourism industry has demonstrated its ability to navigate this evolving environment. By leveraging California’s status as a premier travel destination and the fourth largest economy in the world, the industry is well positioned to address challenges, seize opportunities and amplify the values that define the state.
U.S. ECONOMIC OUTLOOK
The policies and pronouncements of the U.S. federal administration have led to a shift in sentiment among international travelers, creating a negative outlook for travel to the U.S. The full impact on international visitation is expected to peak in 2025, with potential continued effects until 2028.
Key Drivers of Negative Sentiment
• Geopolitical tensions surrounding trade and national security policies • Charged rhetoric and unilateral posturing
• High visibility border security and immigration enforcement actions, which are expected to create uncertainty and discourage visitation
As part of the Tourism Economics Global Travel Service update released in March 2025, the forecast for inbound international travel to the U.S. was revised downward from an increase of 9% to a 9.4% decline in international visitor arrivals for the year, led by a 20.2% decrease in visitation from Canada, with risks still skewed to the downside.
IMPACT OF RECENT FEDERAL POLICY CHANGES
The executive branch’s April 2025 announcement of tariff hikes, surpassing previous assumptions, signals an even more aggressive trade policy and heightened international tensions. This shift reinforces concerns that the negative impact on U.S. inbound travel may be more severe than initially anticipated.
This elevated uncertainty is expected to result in reduced discretionary spending, including domestic travel, as households and businesses reassess their financial priorities.
MACRO ENVIRONMENT
BUSINESS & MARKETING PLAN FY 26 Page 544 of 621 11
VISITOR SPENDING DECLINE
• International visitor spending in the U.S. is expected to fall by 5.0% this year, translating to a $9B loss
• A significant portion of this decline is attributed to fewer Canadian visitors, accounting for $3.4B in lost spending
• Domestic travel spending growth in 2025 has been lowered to 3.9% U.S. DOLLAR APPRECIATION
The U.S. dollar has continued to appreciate since the presidential election, reaching its highest level in nearly 40 years. This has made the U.S. more than 25% more expensive as a destination compared to the average over the past 15 years, based on a tourism-weighted exchange rate. This lack of cost competitiveness has been a key factor in the subdued performance of U.S. inbound travel relative to other destinations.
CALIFORNIA TRAVEL FORECAST
There is strength in California’s brand, and research confirms that travelers remain drawn to the state’s spirit of adventure, freedom and diversity of experiences. California is wellpositioned to meet shifting demand and economic uncertainties.
While international tourism has long been a cornerstone of California’s economy, new political and economic headwinds are testing that momentum. Based on the updated national outlook from Tourism Economics, Visit California now projects $160B in total visitor spending—a modest 2.3% year-over-year increase, down from the $166B and 6.2% growth Visit California anticipated in early 2025.
California remains the No. 1 travel destination in the United States, and last year international travelers spent $26.5B at California businesses—a 17.5% increase over 2023. International travelers continue to show a deep affinity for California. While global sentiment toward U.S. travel is softening, California remains more favorable than the nation as a whole. 12 Page 545 of 621 VISIT SLO CAL
REGIONAL IMPACT ON SLO CAL
Despite broader travel challenges, SLO CAL remains resilient due to its strong reliance on regional domestic visitation. The region’s appeal as a road trip destination positions it for continued success.
SLO CAL’s scenic drives, authentic small-town charm and slower pace position the region as an ideal choice for travelers in Visit SLO CAL’s key fly/drive markets.
With the current global economic uncertainty, affordability and budget-friendly activities are among SLO CAL’s key strengths, with outdoor experiences like hiking, cycling and 80+ miles of pristine coastline in abundance at little to no cost. The region’s natural beauty and local attractions are accessible for all, making the region an ideal destination for those seeking budget friendly vacation destinations.
SLO CAL’s unique local experiences further enhance the region’s appeal, with vibrant food scenes, locally made craft products and family-friendly events that provide authentic, memorable visits.
Although international travel may be cooling, strong interest in U.S. travel from the UK and Ireland, a key market for SLO CAL, continues. Visitors from these regions remain positive about California travel, with interests that align well with SLO CAL’s offerings, including abundant sunshine, diverse outdoor experiences and wide-open scenic roads.
Source: U.S. Travel Association, Tourism Economics and Visit California BUSINESS & MARKETING PLAN FY 26 Page 546 of 621 13
$142.5
2022
$152.7
2023
$157.3
2024
$158.1
2025
$165
2026
$170.8
2027
$177.4
BILLIONS
98% 105% 109% 109% 114% 118% 122%
2028
$183.7
127%
2029
FORECAST
2022
93 63
112
2023
98 86
116
2024
100 93
116
2025
98 89
119
2026
103 97
123
2027
108 104
125
2028
112112
129
DOMESTIC LEISURE DOMESTIC BUSINESS INTERNATIONAL
(2019 = 100)
2029
115 121
133
CALIFORNIA’S TOURISM INDUSTRY
CONTINUES TO GROW
VISITOR
SPENDING $157B 2024
DOMESTIC LEISURE TRAVEL
DEMAND CONTINUED TO
state
recovery LEAD IN 2024
Total California Travel Spending
Recovery Percent relative to 2019
Source: Tourism Economics, May 2025
Forecast Comparison: Visitor Spend to California by key Sectors Source: Tourism Economics, May 2025
TRAVEL LANDSCAPE
The travel landscape has moved into a slower‑growth phase. Domestic demand is steady, but higher prices, inflation and tighter household budgets are limiting year‑over‑year gains, while a strong dollar, visa delays and trade frictions weigh on international arrivals. California’s large drive‑market and diverse offering provide resilience, yet analysts expect only modest growth as businesses reduce conference travel and consumers shorten trips and spending. Maintaining market share will require clear messaging, agile promotion and continual attention to visitor value. 14 Page 547 of 621 VISIT SLO CAL
2021 2022 2023 2024 2025 2026 2027
73 91 92 94 94 96 99 101
75 98
105 109 109
114 118
122
2028
103
127
2029
VISITATION RECOVERY INDEX SPEND RECOVERY INDEX
Recovery Index (2019 = 100)
2020 2021 2022 2023 2024 2025 2026 2027
47 68
86 88 89 86 88 89 90 91
47 73
98 105 109 109 114
122 118
127
2028 2029
TOTAL SPENDING, NOMINAL TOTAL SPENDING, REAL
Percent Relative to 2019
OCCUPANCY ADR REVPAR
63% 67% $159
$188
$100
$126
0% 0% 2% -1% 2% -1%
U.S. CALIFORNIA
December 2024 YTD
% CHG
YOY
BUT VISITOR VOLUME IS NOT
FORECAST UNTIL 2028
FULLY RECOVERED TO
2019 LEVELS IN 2023
OUTPERFORM THE U.S.
CALIFORNIA’S LODGING SECTOR
CONTINUED TO
VISITOR SPENDING (BEFORE
ADJUSTING FOR INFLATION)
ON KEY PERFORMANCE METRICS
BUT YOY GROWTH RATES SLOWED
AS PENT-UP TRAVEL DEMAND EASED
Visitation and Spend Forecast Comparison
Visitor Spending Recovery: The Impact of Inflation
U.S. & California Hotel Performance Metrics
Source: Tourism Economics, May 2025
Source: Tourism Economics, May 2025
Source: CoStar Group, STR, LLC., Tourism Economics.
Data as of April 2025.
R E A L V I S I TO R S P E N D I N G
IS PROJEC TED TO
REMAIN BELOW 2019 LEVELS
WHEN ADJUSTED FOR INFLATION,
THROUGH 2029
BUSINESS & MARKETING PLAN FY 26 Page 548 of 621 15
Data Insights
2020
0.06M
5.60M 2.00M
3.66M
5.66M
VISITORS
2021
0.30M
7.07M
2.27M
4.83M
7.1M
VISITORS
2022
0.08M
7.39M 2.4M
5.07M
7.47M
VISITORS
2023
0.09M
7.34M
2.45M
4.98M
7.43M
VISITORS
2024
0.1M
7.34M
2.5M
5.0M
7.44M
VISITORS
DAY OVERNIGHT INTERNATIONAL DOMESTIC
2019
0.30M
7.29M
2.74M
4.85M
7.59M
VISITORS
Visitor Trend data is based on calendar year. Source: Tourism Economics. Data as of April 2025.
Between 2025 and 2031, the total number of hotel and motel rooms under construction or in the planning pipeline across SLO CAL could increase lodging supply by 38.1%. Based on projections and publicly available development filings, delivery timelines and final counts may shift. With supply on the rise and travel demand normalizing post‑pandemic, generating destination demand becomes even more critical, especially as the region is already showing softer trends in visitor volume, occupancy, Average Daily Rate (ADR), Revenue Per Available Room (RevPAR) and Transient Occupancy Tax (TOT) as illustrated in the accompanying charts.
SLO CAL LANDSCAPE
Market & Performance Trends
16 Page 549 of 621 VISIT SLO CAL
BY POINT OF INTEREST
VISITOR Arrivals
% Share of Visitor Arrivals | April 2024 – March 2025
San Luis Obispo
Pismo beach
Paso robles
morro bay
atascadero
46 east paso wine country
arroyo grande
grover beach
cambria
nipomo
templeton
cayucos
Avila Beach
46 west paso wine country
oceano
los osos & baywood park
shandon
san simeon
edna valley
santa margarita
san miguel
cholame
creston
harmony
ragged point
22.1%
24.7%
18.6%
11.7%
9.6%
9.2%
6.2%
8.7%
5.8%
5.1%
4.7%
4.2%
4.2%
4.0%
3.4%
3.3%
2.2%
2.0%
2.0%
2.0%
1.9%
1.0%
0.7%
0.1%
0.2%
LOS ANGELES
ARRIVALS
Fresno / Visalia
San Francisco / Oakland / San Jose
BAKERSFIELD
Sacramento / Stockton / Modesto
MONTEREY / SALINAS
San Diego
Palm Springs
19.8%
18.4%
12.2%
9.2%
7.5%
3.7%
3.6%
2.5%
Santa barbara
phoenix, az
2.0%
1.8%
TOP TEN
ORIGIN Markets
April 2024 – March 2025
Source: Azira, Tourism Economics. Data as of April 2025.
POI boundaries were updated in FY 25 for greater geographic accuracy; data is not directly comparable to previous years.
Source: Azira, Tourism Economics. Data as of April 2025.
Percentage share of visitors and origin markets represents data from tracked devices and do not estimate total devices or total visitors.
CROSS-VISITATION LENGTH OF STAY
COMMUNITIES PER
UNIQUE ARRIVAL
April 2024 – March 2025
DAYS
April 2024 – March 2025
1.5 1.9
Source: Azira, Tourism Economics. Data as of April 2025.
0.0 0.2
inCREASE
YOY April-March
inCREASE
YOY April-March
BUSINESS & MARKETING PLAN FY 26 Page 550 of 621 17
HOTEL OCCUPANCY (OCC)
APR
2024 MAY2024 JUN2024 JUL2024 AUG2024 SEP2024 OCT2024 NOV2024 DEC2024 JAN2025 FEB2025
66.7% 65.3%
MAR
2025
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
SLO CAL
SANTA BARBARA
MONTEREY/ SALINAS
NAPA VALLEY
CALIFORNIA
72.8%
81.3%
74.5%
68% 66.6%
61.5%
54.2% 54.1% 58.4% 60.7%
AVERAGE DAILY RATE (ADR)
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
$550
APR
2024 MAY2024 JUN2024 JUL2024 AUG2024 SEP2024 OCT2024 NOV2024 DEC2024 JAN2025 FEB2025 MAR2025
SLO CAL
SANTA BARBARA
MONTEREY/ SALINAS
NAPA VALLEY
CALIFORNIA
$187 $192 $217
$230 $222
$196 $189
$180 $160 $149 $162 $165
Source: CoStar Group, STR, LLC., Tourism Economics. Data as of April 2025.
0.4 inCREASE
YOY April-March
0.6 inCREASE
YOY April-March
Source: CoStar Group, STR, LLC., Tourism Economics. Data as of April 2025.
SLO CAL LANDSCAPE
Market & Performance Trends (continued)
18 Page 551 of 621 VISIT SLO CAL
SLO CAL
0 $500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
$7,500,000
$8,000,000
$4.6m
$5.0m
$7.6m $7.4m
$6.3m
$5.5m
$4.8m
$4.1m $4.0m
$3.4m $3.3m
$4.2m
APR
2024 MAY2024 JUN2024 JUL2024 AUG2024 SEP2024 OCT2024 NOV2024 DEC2024 JAN2025 FEB2025 MAR2025
TRANSIENT OCCUPANCY TAX (TOT)
Source: Visit SLO CAL, Tourism Economics. Data as of May 2025.
REVENUE PER AVAILABLE ROOM (REVPAR)
0 $20
$40
$60
$80
$100
$120
$140
$160
$180
$200
$250
$300
$350
$400
$125 $126
$158
$187
$166 $134 $126
$111
$87 $81
$95
$100
SLO CAL
SANTA BARBARA
MONTEREY/ SALINAS
NAPA VALLEY
CALIFORNIA
APR
2024 MAY2024 JUN2024 JUL2024 AUG2024 SEP2024 OCT2024 NOV2024 DEC2024 JAN2025 FEB2025 MAR2025
0.9 inCREASE
YOY April-March
1.18 deCREASE
YOY April–March
Source: CoStar Group, STR, LLC., Tourism Economics. Data as of April 2025.
BUSINESS & MARKETING PLAN FY 26 Page 552 of 621 19
Data based on 2024 calendar year. Source: Visit SLO CAL, “The Economic Impact of Travel in California” from Dean Runyan Associates, Bureau of Economic Analysis, United States Census Bureau, U.S. Bureau of Labor Statistics, Tourism Economics, County of San Luis Obispo Department of Public Works
TRAVEL SPENDING INDUSTRY EARNINGS
$
2.4B
4.3 $ 953.1M
TOURISM PUTS
RESIDENTS TO WORK EACH DAY
TOURISM
COMPRISES
23,820
TOURISM CONTRIBUTES
IN TRANSIENT OCCUPANCY TAX REVENUE
$
60.1M
DIRECT SPENDING BY SECTOR
$
245.1M
$
269.9M
$
596M
RECREATION
RETAIL
FOOD SERVICE
$ LODGING 768M
TRAVEL
OF COUNTYWIDE GDP
SPENDING
TAX REVENUE
IN LOCAL
CREATED
$
105.6M
which could cover the expenses for
940 SALARIES
POLICE OFFICERS’
SALARIES
FIREFIGHTERS’ 1,419
RESURFACED ROADS
MILES OF 176
1,189 SALARIES
TEACHERS’
OR
OR
OR
WOULD NEED TO SPEND
AN ADDITIONAL
WITHOUT VISITORS
TO CREATE THE SAME ECONOMIC BENEFIT
for the community
EACH SLO CAL HOUSEHOLD
$
21,707
10.39%
WITHOUT STATE & LOCAL TAX REVENUE
GENERATED BY TRAVEL & TOURISM
in taxes
PAY AN ADDITIONAL
EACH SLO CAL HOUSEHOLD WOULD
$
1,855
$6.5M
a day
$273K
an hour
$4.5K
a minute
$75
a second
%INCREASE
YOY
2.6%
3.7%
INCREASE YOY
.04%
inCREASE YOY
INCREASE YOY
WHY TOURISM MATTERS
20 Page 553 of 621 VISIT SLO CAL
BUSINESS & MARKETING PLAN FY 26 Page 554 of 621 21
AWAYBORHOODS
Travelers are embracing the concept of
“awayborhoods” by seeking accommodations
in residential neighborhoods rather than
traditional tourist hotspots. This shift reflects a
growing interest in experiencing destinations
through a local lens, with activities such as
grocery shopping and visiting neighborhood
cafes providing cultural immersion.
CULINARY
Today’s travelers continue to seek a more
immersive experience through culinary offerings.
From a rise in the importance of hotel restaurants
to “agrihoods,” neighborhoods that integrate
agriculture, there is a growing interest in locally
sourced, farm-to-table dining and handson participatory experiences found across a destination and these are as significant as visiting
landmarks.
DETOUR DESTINATIONS
Travelers are increasingly interested in exploring
lesser known, off the beaten path destinations.
In the hunt for the less crowded and less wellknown, 63% of consumers express a desire to visit detour destinations on their next trip.
Detours can be a great way to experience
different aspects of a place, to get a more
authentic experience or try a new kind of
adventure they might not have otherwise.
FLOCKING
Gen Z, the most digitally connected generation,
is actively seeking offline experiences to build
meaningful, in-person connections. Unfulfilled
by the superficiality of online interactions, 74%
of Gen Z travelers are more likely to research
destinations that provide opportunities to
meet new people. Gen Z will be “flocking” to
destinations with communal spaces that offer
in-person activities to forge connection.
TRAVEL
TRENDS
“There has been
a notable shift
from focusing on
a trip to-do list
to an emphasis
on how one feels
during travel.”
— VIRTUOSO
Today’s
Travelers
Prioritize:
77% Curiosity
and Exploration
65% Joy and Happiness
57% Awe and Wonder
Source: Virtuoso
22 Page 555 of 621 VISIT SLO CAL
MULTIGENERATIONAL
TRAVEL EXPANDS
By 2025, seven generations will be traveling
together, marking a historical first. The youngest
of these, known as ‘Beta Babies,’ will be born to
Gen Z parents, while other traveling generations
will include Generation Alpha, Millennials,
Generation X, Boomers and ‘the Matures.’
OENOTOURISM & LESSER-KNOWN
WINE REGIONS
Curiosity about emerging wine regions is
growing as travelers move beyond traditional
destinations like Bordeaux, Tuscany, Napa and
Sonoma. Boutique wineries and immersive,
intimate wine experiences are on the rise.
SOUVEN-ERA & ART-VENTURES
A rise in “souven-era” tourism highlights
travelers’ desires to purchase locally crafted
goods, valuing unique, handmade items that
embody a destination’s culture. 49% of American
travelers choose destinations based on cultural
experiences, incorporating art-focused activities
into their itineraries. Promoting local markets,
galleries and cultural events can further enhance
a destination’s appeal, with an emphasis on
celebrating creativity and craftsmanship.
TOWNSIZING
There is a notable shift towards “townsizing,”
with travelers opting for small-town experiences
that offer charm, nostalgia and a relaxed pace.
Cozy destinations provide a sense of comfort
and simplicity, appealing to those seeking
respite from the busyness of urban life.
SLO CAL Opportunity
Today’s trends continue to reinforce Visit SLO CAL’s approach to marketing the region as a place where Life’s Too Beautiful to Rush®—a place with people and a pace that differentiates. SLO CAL offers travelers a unique opportunity for local immersion and discovery. Experiences that map to these trends are found across its individual communities, and storytelling has been developed to lean into local makers, from goods to culinary to wine and spotlight SLO CAL’s big-time natural beauty and adventure. Carrying forward this work and building upon it with fresh insight and marketing communications across channels is the opportunity ahead.
Sources: American Express, Condé Nast Traveler, Expedia, Forbes, Globetrender, Hilton, Pinterest, Priceline, Skyscanner, Virtuoso, World Travel & Tourism Council
BUSINESS & MARKETING PLAN FY 26 Page 556 of 621 23
MEDIA TRENDS: PAID
TREND IMPLICATIONS
Digital Media Commands Majority of Time Spent
• Time spent engaging with media has peaked
at 13+ hours per day
• Digital media: 8+ hours
• Traditional media: 4.5 hours
Maintain a digital first approach to most efficiently
reach consumers where they spend the most time,
while exploring traditional media to augment reach
where budget allows
A MEDIA LANDSCAPE MORE FRAGMENTED THAN EVER
• Media consumption is driven by mobile, traditional TV and subscription OTT (i.e., Hulu, Amazon)
• Audio streaming platforms and podcasts are growing
as time with social media plateaus
• Free ad supported streaming TV (FAST) has seen
considerable growth (i.e., Roku, Tubi, Pluto)
Continue to focus on a wide range of digital media
channels to account for variances in consumer
preferences while experimenting with new
opportunities (i.e., podcasts, FAST channels) to
extend reach and help elevate brand affinity
“TV” VIEWING VARIES BY GENERATION
• Older generations drive time spent with linear TV while younger audiences are driving connected TV growth
• Advances in technology are making both linear and
connected TV more targetable with opportunities for
better personalization
Connected TV remains the most cost-effective
approach for reaching the majority of SLO CAL’s
‘Purposeful Travelers’
LIKE TV, SOCIAL MEDIA USE ALSO VARIES BY AGE
• YouTube is the most widely used by all generations
• Younger generations favor Instagram and TikTok, while older audiences favor Facebook
Continue to lean into proven channels where SLO
CAL engagement is strong while keeping an eye on
secondary platforms with potential to reach a younger
traveler
PROLIFERATION OF DIGITAL OUT-OF-HOME (DOOH)
• More DOOH units come online every day allowing
marketers to extend deeper into daily life
• New programmatic technology has led to more
engaging and impactful environments for creative
messaging, while also driving more precise targeting
and better measurement
Explore new DOOH technologies in key markets
to showcase the SLO CAL experience and test
messaging prompts to stimulate interest and inspire
exploration (pending budget prioritization)
THE INTERNET WILL BE COOKIE FREE (AT SOME POINT)
• Google announced it would no longer deprecate
cookies in July 2024, shifting to a model that gave
consumers a choice (less than 20% of users accept
cookies)
• Other major browsers removed cookie targeting
years ago
Continue to explore opportunities to target without
cookies, leaning into partner provided first-party
options and building on pilot efforts where audience
scale was achieved without a decline in performance
ARTIFICIAL INTELLIGENCE WILL
CONTINUE TO BE A DRIVING FORCE
• Generative AI enhances the search experience,
providing users with more options
• Many media publishers are testing new AI tools to
personalize consumer experience
Continue to utilize AI to reach prospective travelers
and augment investment as additional technology
becomes available through media partners to enhance
paid activity
Source: eMarketer
BUSINESS & MARKETING PLAN FY 26 Page 558 of 621 25
MEDIA TRENDS: OWNED
TREND IMPLICATIONS
ORIGINALITY TAKES CENTER STAGE
• Instagram’s algorithm now prioritizes original
content, aiming to reduce the visibility of
reposted material and aggregator accounts
• Content is being served to broader audiences
beyond traditional follower bases, adopting
a discovery model like TikTok
The evolution of Meta’s algorithm increases the
need for original content to gain traction. VSC will
continue to prioritize bespoke, high-quality assets
that speak directly to the SLO CAL experience,
rather than repurposing existing material
AI’S DUAL ROLE IN CONTENT CREATION AND DISCOVERY
• Artificial Intelligence is reshaping both
the creation and curation of content
• Audiences, particularly Gen Z, show a strong
preference for authentic, human-led storytelling
AI has its place behind the scenes, but
audiences still crave authenticity
VSC will continue to develop human-led,
emotionally resonant content, using AI tools only
to support, not replace, creative storytelling
RESURGENCE OF LONG-FORM VIDEO CONTENT
• Platforms like Instagram are expanding
support for longer-form video content
• Long-form video generates more saves,
comments and discoverability
As audiences embrace longer video formats,
VSC will continue to develop content that
leans into longer-form storytelling
Content will adapt in line with platform
updates, offering viewers a richer
perspective of the SLO CAL region
THE RETURN OF SOUND IN SOCIAL MEDIA CONTENT
• A growing majority of Instagram Reels are
now watched with sound on, around 80%
• Captions remain critical for accessibility and retention With more users watching with the sound
on, VSC will continue to consider audiomusic, voiceover and ambient sound-as a tool to create more immersive content
Captioning remains essential for
accessibility and retention
COLLABORATIVE CONTENT AMPLIFIES REACH
• Posts with collaborators can generate
up to 5x the impressions
• Partnered content builds credibility and reach
Collaboration remains an efficient way to
increase reach and build engagement
VSC will continue to explore co-posting and
collaborative storytelling with partners and relevant
local organizations who share similar values
SOCIAL MEDIA AS A PRIMARY TOOL FOR TRAVEL DISCOVERY
• Gen Z prefers TikTok and Instagram
over Google for search
• Hashtag and location content
increasingly drive travel decisions
Social is now a key source of travel inspiration.
VSC will continue to craft content with discovery
in mind, using SEO-friendly captions, geotags and
the like to show up in traveler search journeys
Source: eMarketer
26 Page 559 of 621 VISIT SLO CAL
BUSINESS & MARKETING PLAN FY 26 Page 560 of 621 27
TREND IMPLICATIONS
Off the Beaten Path Destinations
• 63% of travelers say they are likely to visit a lesser known, less crowded destination on their next trip
• Traveling in 2025 is about lingering a
little longer and adding a smart side-trip
within easy reach of gateway cities
SLO CAL is the ideal detour destination from big
cities like San Francisco and Los Angeles, where
travelers can escape the “rat race” for a slower pace
and array of offerings not found in getaway cities
Already a topic Earned promotes to get drive
market media in destination, this new trend
provides a national media opportunity
Wine Tourism
• Travelers have long ventured to wine regions for
trips that are as indulgent as they are educational—
packed with tastings, winery tours, bucolic vineyard
scenery and shopping for cellar-worthy souvenirs
• However, while renowned regions such as
Bordeaux and Tuscany have been the traditional
targets, curiosity around lesser-known and reemerging wine destinations is growing Led by two world class AVAs, Paso Robles and San
Luis Obispo Coast, SLO CAL’s oenotourism is a perfect
alternative to “old world” CA wine regions like Napa
Leaning into SLO CAL’s laid back wine country
provides travelers and media an authentic
alternative to the exclusivity and high prices
of more traditional wine regions
Small Town Charm
• In the coming year, expect travelers to opt for
quaint, comfy respites in America’s small towns
• While Boomers are most likely to feel that small
towns are more relaxing, Gen Z is looking to
indulge in the charming, quaint moments-being
89% more likely than average travelers to seek out
a vacation that offers a “Nancy Meyers-lifestyle”
and 67% more likely to see a vacation as an
opportunity to live out their small-town fantasies
• 37% of young travelers believe that the neighborhood
they stay in impacts their vacation experience
Whether it be a cozy roadside motel or a
local’s favorite diner for breakfast, the distinct
communities of SLO CAL offer the best of
small-town charm for consumers and media
The “Townsizing” / “Awayborhoods” trend has
travelers and publications focused on smaller,
more remote destinations with opportunities for
major national coverage for smaller communities
Culinary Trends
• 60% of luxury travelers prioritize staying
at hotels with great restaurants
• Amongst Gen Z, “fisherman” core is sweeping the
fashion and design work, but this maritime-themed
trend can span into the travel and culinary space as well • “Farm-to-fork” is becoming more participatory,
as consumers seek bucolic country, farm
retreats and ways to immerse in the rural
upskilling in a trend coined, “Agrihoods”
SLO CAL’s culinary scene is one of the
region’s best assets, with “sea-to-spoon”
and “farm-to-fork” fare in abundance
Tapping into “fisherman core,” Earned can
promote immersive experiences like kelp foraging
tours and “U-Shuck” oysters and SLO CAL’s
“agrihoods” offer barn and farm experiences, plus
the vibrant Downtown SLO Farmers’ Market
MEDIA TRENDS: EARNED
Sources: Expedia, Hotels.com, Cision, Skyscanner, Axios, TIME 28 Page 561 of 621 VISIT SLO CAL
TREND IMPLICATIONS
Goods Getaways
• Open TikTok and you’ll see travelers packing
vacuum-sealed French butter into travel-size
coolers or stocking up on Korean “sheet masks”
• It’s all part of the new “souven-era,” where travelers are building getaways around getting the goods
• This trend is about maximizing the travel
experience, with travelers researching brands
as they set out to bring home the best their
vacation destination has to offer
SLO CAL is home to countless local craftspeople, this
trend allows the Earned teams to showcase the depth
of local artisans, including “SLO CAL Crafted” makers
Products found only in SLO CAL, Brown
Butter Cookie Co., Taddo’s Tallow, Pasolivo,
etc. draw in tourists and media alike
Art-Ventures
• Larger-than-life experiences that allow the audience
to step inside the canvas are becoming the norm
• 49% of American travelers say culture is the most
important reason for choosing a vacation destination
• How art is being consumed is changing
to become more immersive
This trend provides an opportunity to promote
experiences like Sensorio, Hearst Castle, San Luis
Obispo Museum of Art and more, allowing visitors to
explore the rich arts and cultural scene in SLO CAL
Sources: Expedia, Hotels.com, Cision, Skyscanner, Axios, TIME MEDIA TRENDS: EARNED
BUSINESS & MARKETING PLAN FY 26 Page 562 of 621 29
THE NEXT CHAPTER
OF SLO CAL
BRAND-BUILDING
NOR CAL
NOBODY CARES
SO CAL
NOR CAL
SO CAL
SLO CAL
LOVE
In 2021, Visit SLO CAL (VSC) established the SLO CAL BRAND BHAG (Big Hairy Audacious Goal)—for SLO CAL to become as well-defined, well-known, and well-loved as So Cal (Southern California) and Nor Cal (Northern California).
Over the past four years, a robust marketing program has been developed to tell the SLO CAL story and create meaningful content that connects with travelers and inspires them to visit, driving performance for the region’s assessed lodging businesses and local destination partners.
SLO CAL BRAND BHAG
(Big Hairy Audacious Goal)
BUSINESS & MARKETING PLAN FY 26 Page 564 of 621 31
BRAND CAMPAIGN LAUNCH HOUSE OF BRANDS SLO CAL CRAFTED
FY 22
Hero Brand campaign launch
FY 23
Expanded owned channels for
launch in paid program
FY 22
Developed suite of House of
Brands co-op assets
Each year, more depth and dimension
have been added to VSC’s brand arsenal
YEAR 1
“The Land of…”
Brand Campaign
“The Land of…” campaign
serves as the Hero brand
storytelling layer, showcasing
the region of SLO CAL and its
overarching consumer promise:
When you visit SLO CAL, it
feels like a land unto itself,
nestled somewhere between
excited anticipation and
relaxed contemplation. Closely
connected to nature yet far
beyond the reaches of our
frenzied everyday lives, it’s
home to a unique blend of
beautiful landscapes, warmhearted folks and surprising adventures just waiting to be
discovered. And when you
find yourself in this land—with
friends, family, loved ones or your
own thoughts—you’re inspired
to live life to its ‘vivid-est.’
YEAR 1
“The Land of…”
House of Brands
Working with each of the
region’s individual destination
partners, VSC developed a House
of Brands approach to unify and
connect each to the SLO CAL
brand in meaningful ways that
aid understanding by potential
travelers. Co-branded logo
lockups express that each unique
town contributes to the friendly
feeling of community among
the individual communities.
Through “The Land of…” coop, destination partners have dedicated storytelling assets
specific to their town, and these
are used as a secondary layer
of VSC’s brand campaign.
YEAR 2
“SLO CAL Crafted”
“SLO CAL Crafted” celebrates
local artisans and the unique
character of their locally made
products through custom
content that encapsulates the
people, place, and pace of the
region. Certification in the “SLO
CAL Crafted” program requires
businesses to locally make and
sell tourism-leaning products
or experiences available for
purchase in the county and
employ at least one resident
full time. Currently there are
more than 100 businesses
who celebrate being “SLO
CAL Crafted,” from Morro Bay
Oyster Company and Root
Elixirs to Pasolivo Olive Oil,
Surf Gems, and many others.
32 Page 565 of 621 VISIT SLO CAL
CROSS VISITATION & FAMILY SUSTAINABILITY LOCAL: MY SLO CAL FY 24
WTTC content partnership
FY 23
Expanded storytelling to build
greater understanding of proximity
and ease of experience
FY 24
Local nomenclature campaign
launched in service of the BHAG
YEAR 2
“The Land of…”
Cross-Visitation
Cross-visitation storytelling
was added to “The Land
of…” campaign to connect
experiences across SLO CAL
communities and reinforce the
proximity and ease of getting
around. Featuring distinct
experiences in two different
towns around the region with
a simple call to action to “start
planning your journey across
the land of SLO CAL now,” these
assets provide greater context
for the SLO CAL experience,
while the cross-visitation
messaging construct provides
an opportunity for destination
partners to engage with one
another across social channels
to demonstrate the proximity
and complementary nature
of their tourism offerings.
YEAR 3
“Sustainably
SLO CAL”
Beyond its breathtaking
landscapes, SLO CAL has
embraced a holistic vision
of sustainability that goes
beyond mere environmental
preservation to responsible
travel and community wellbeing. In a visionary alliance with the World Travel and Tourism
Council (WTTC), VSC illuminated
the region’s stewardship path
through a Destination Spotlight
program featuring content
that showcases sustainable
narratives, elevates sustainable
practices, and advocates for
responsible tourism through
empowerment of visitors and
residents alike. “Sustainably
SLO CAL” has expanded beyond
the initial WTTC content to
continue to shine a spotlight
on compelling stewardship
stories across communities.
YEAR 3
“My SLO CAL”
VSC serves as a community
connector, working in service
of all stakeholders across
the region. Introduced in FY
2024, “My SLO CAL” is a locally
focused effort that turns the
lens inward and exposes
residents to the SLO CAL brand
story. The strategy is to tap into
the deep sense of pride and
affinity that comes with being
a member of the SLO CAL
community with the intended
outcome to enhance adoption
of the “SLO CAL” moniker.
BUSINESS & MARKETING PLAN FY 26 Page 566 of 621 33
EPISODIC CONTENT WINE SUSTAINABILITY
FY 25
Influencer-led content series
FY 25
Social First Content Series
FY 25
Breaking down the basics of wine
YEAR 4
“Unpacking
SLO CAL”
The Land of SLO CAL offers
endless possibilities. In this
content series, travel-focused
social media creators choose one
of three mysterious suitcases
from the baggage carousel at
the San Luis Obispo Regional
Airport (SBP), each packed for a
different type of adventure. Each
episode follows them as they
pick a bag, then embark on a
scavenger hunt-style trip full of
experiences across the region.
Watching these influencers
embrace the unknown makes
for an intriguing journey and a
mix of filmed scenes and usergenerated content (UGC) adds an authentic, fun vibe to the series.
YEAR 4
“Wine-O-One”
An eight-episode video series,
“Wine-O-One” invites viewers
to meet friendly, approachable
winemakers who demystify wine
in a fun and interactive way.
With all the swirling, sniffing
and talk of tannins, wine can
feel intimidating, like there is a
secret rulebook you never got.
But here’s the truth—wine is
simply about enjoyment, about
finding something that tastes
good and letting it enhance
the moment. Developed
in partnership with Travel
Paso and Paso Robles Wine
Country Alliance these short,
approachable guides strip away
intimidation, helping viewers
learn the basics and talk about
what makes wine great—all set
against the stunning vineyards
and relaxed charm of SLO CAL.
YEAR 4
“Sustainably
SLO CAL”
An episodic social-first video
series as part of VSC’s ongoing
Sustainably SLO CAL initiative.
“Sustainably SLO CAL” celebrates
the region’s commitment to
environmental stewardship.
Through storytelling and local
voices, the series showcases
how sustainability is embedded
in the culture, businesses and
landscapes of the region. The
sustainability series invites
viewers to discover not only
the breathtaking beauty of
the region, but the people
and practices preserving it.
Even travelers who may not
seek out eco-tourism can feel
confident knowing their visit
supports a region that values
sustainability as a way of life.
34 Page 567 of 621 VISIT SLO CAL
BUSINESS & MARKETING PLAN FY 26 Page 568 of 621 35
BRAND PERFORMANCE
Visit SLO CAL (VSC) engaged Heart+Mind Strategies
in July 2022 and July 2023 to determine the impact of
the brand advertising campaign on key performance
indicators and assess the return on advertising investment.
The infographic on the following page highlights
the year-over-year success across all measures.
Mode Online Survey
Length 15 Minutes
Dates July 27 – August 9, 2023
Audience
(n=3,537)
18 years of age or older
Traveled 50+ miles for leisure travel
in past 12 months and stayed
overnight in paid accommodation
Geography Los Angeles (n=502)
San Francisco (n=403)
Phoenix (n=410)
Dallas (n=403)
Sacramento (n=304)
San Diego (n=306)
Seattle (n=303)
Portland (n=305)
Las Vegas (n=301)
Denver (n=300)
BUSINESS & MARKETING PLAN FY 26 Page 570 of 621 37
AWARENESS
UNAIDED RECALL Ad Favorability Reminds You that
12% 96% 89%*3
%
YOY
YOY NET
PROMOTER SCORE
IMPROVEMENTS TOTAL
+
9 TOTAL
AD AWARE
+
50 SLO CAL BRAND CAMPAIGN
TRACKING PERFORMANCE
JULY 2023
Brand Imagery Total Aware
of Ads
Is a friendly, accepting place 58% 81%
Is a place with many unique small towns 54% 75%
Is easy to get around 51% 74%
Is a place that has its own unique vibe, different from both Southern California and Northern California 66 % 80% Brand Imagery Total Aware
of Ads
A place that still embraces simple pleasures 63% 83%
Has small-town charm and big-time natural beauty 65% 82% A place for people who like to wander 62% 82%
You can enjoy many unique experiences in one trip 60% 79% A place filled with undiscovered gems 54% 77%
Perceptions of SLO CAL are far more positive among those who have seen the ads. *Indicates statistically significantly higher/lower vs. 2022 at 95% confidence level 35% Somewhat
Agree
54% Strongly
Agree
38 Page 571 of 621 VISIT SLO CAL
RETURN
ON
AD SPEND
5+ NIGHTS
3 – 4 NIGHTS
1 – 2 NIGHTS
12%
12%
32%
50% of total respondents
stayed 5 or more nights
2.7 MEAN #
OF NIGHTS 3.2 MEAN # OF NIGHTS
20%
36%
20% 42%
of those who recall the ads
stayed 5 or more nights
Number of Nights Stayed
$1,000+
MEAN SPEND
$500 – $999
$200 – $499
< $200
$1,042
TOTAL
22%
19%
26%
$1,147
TOTAL AWARE
OF ADS
26%
10%
24%
33% 38%
3.8 AWARE
OF ADS
3.3 NOT
AWARE
3.8 PAST 12MO
VISITORS
3.3 PRIOR
VISITORS
Total Trip Spend Average # of Locations Visited
2022 2023
Economic Contribution to SLO CAL $451 per ad dollar spent $364 per ad dollar spent Incremental Contribution for Visit SLO CAL $2.19 per ad dollar spent $1.91 per ad dollar spent Those aware stay more nights, spend more money, and visit more locations.
BUSINESS & MARKETING PLAN FY 26 Page 572 of 621 39
THE NEXT CHAPTER
OF THE SLO CAL
BRAND STORYTELLING
To refine and enhance its brand storytelling, Visit SLO CAL (VSC) conducted in-depth ethnographic research to better understand how the destination delivers on its promise of helping visitors “live vividly.” Through on-the-ground interviews with visitors across the region, emotional responses, motivations and perceptions of the SLO CAL experience were explored. This research included a mix of age, gender and ethnicity, as well as trip make-up (i.e., couples, families, friends, solo travelers).
ETHNOGRAPHIC RESEARCH
LIFE’S TOO BEAUTIFUL TO RUSH®
POSITIONING CONFIRMED (AGAIN)
The research reaffirmed that SLO CAL offers a distinct sense of pace—a slower, more intentional way of living that stands apart from the hustle and bustle found in other California destinations. Visitors repeatedly expressed how this unhurried atmosphere fosters relaxation, mindfulness and genuine connection with the surroundings and locals. The phrase Life’s Too Beautiful to Rush® remains a resonant reflection of this sentiment.
TIMELINE OF RESEARCH
JUL 2024
Conduct Phase 1
In-Market Research
OCT 2024
Conduct Phase 2
In-Market Research
Phase 2 Research
Debrief
Creative Strategy
and Concepting
Brief Refinement
AUG 2024
Phase 1 Research
Debrief
NOV 2024
Final Research Report
SEPT 2024
Creative Strategy
and Concepting
Brief Development
BUSINESS & MARKETING PLAN FY 26 Page 574 of 621 41
THE SLO CAL PACE
In a travel experience, “pace” can unlock a range of benefits: freedom to explore, serendipity, relaxation, adventure & thrills, connection and mindfulness.
The unique pace of life in SLO CAL fuels a unique style of exploration. It defines how one physically moves through the destination (stroll, wander, flow, cruise, ease, pop, bounce) and their mindset (on the fly, off script, improvising, going with the flow).
Visitors reported feeling comfortable exploring without strict itineraries, often discovering hidden gems and enjoying serendipitous moments. This spontaneous mindset not only adds joy and excitement to their journeys but also reinforces the region’s identity as a destination for adventure and authentic discovery. “It allows us to do
a ton of things in
one day, because
there’s no rush,
there’s no traffic.
You can really
bounce between
areas really
quickly.”
“We kind of go
with the flow.
We’re open to just
kind of walking
around and seeing
what we find.”
“We go off script a
lot. Like ‘hey, that’s
kind of cool. Let’s
go over there.’”
“We like
to pop
around.”
“We are
just kind of
strolling.”
“I think we
improvise as we go.”
“I don’t know everyone’s
pace, but we just
like to wander.”
FREEDOM
TO
EXPLORE
SERENDIPITY RELAXATION ADVENTURE &
THRILLS CONNECTION MINDFULNESS
“We’re just kind of
winging it.”
“I’d say we are off
the cuff more.”
“It’s easy to take
everything in. You
don’t feel rushed.
There’s always
something new
around every
corner.”
THE SLO CAL DIFFERENCE
Unlike the swifter pace of urban California destinations, SLO CAL offers a refreshing alternative. Visitors interviewed described the region as a place to pause, breathe and fully engage with the moment. This unique change of pace unlocks opportunities for spontaneity and unstructured exploration, with travelers often choosing to “go with the flow,” embracing unplanned and impromptu experiences. This unique freedom to explore contributes to a more memorable travel experience. 42 Page 575 of 621 VISIT SLO CAL
AUTHENTIC CONNECTIONS
WITH LOCALS
Another standout theme from the research
was the welcoming local community. Visitors
appreciated the genuine conversations and
recommendations offered by locals, enhancing
their sense of connection and belonging.
This sense of hospitality and pride further
differentiates SLO CAL, creating lasting
impressions for travelers.
“IT’S LIKE YOU’RE
IMMEDIATELY
WELCOMED INTO
THE COMMUNITY
AND THERE’S NO
GATEKEEPING. IT FEELS
LIKE ‘WE SUPPORT
EACH OTHER…WE’RE
ALL LOCAL.’”
AND THE PEOPLE
HERE LOOK
AT YOU AND
ACTUALLY HAVE A
CONVERSATION.
“THEY’RE ARTISANS TAKING PRIDE IN WHAT THEY DO.
THEY’LL SAY, ‘WHEN YOU GO TO THE NEXT TOWN OVER,
I KNOW THESE GUYS THERE. GO CHECK OUT THEIR SHOP.’
THEY’RE NOT HOARDING IT TO THEMSELVES.”
BUSINESS & MARKETING PLAN FY 26 Page 576 of 621 43
STRATEGIC INSIGHT:
SLO CAL SPONTANEITY
The research revealed an important nuance to the destination experience, that SLO CAL’s unique pace enables you to be spontaneous, giving you the freedom to go off script and embrace the unexpected.
With this learning, the SLO CAL brand architecture has been refined. While SLO CAL continues to be a place where Life’s Too Beautiful to Rush®, visitors feel a sense of freedom and spontaneity that is seen as unique to the region. VSC will harness this insight moving forward showcasing authentic moments of discovery and connection and inviting would-be visitors to experience the joy to be found going “off script.” “Spontaneity can be its own reward, like an amateur artist throwing paint at a canvas for fun, regardless of what’s produced.” — TIME 2024
44 Page 577 of 621 VISIT SLO CAL
SLO CAL
BRAND ARCHITECTURE
Brand Purpose
The action we carry out
in everything we do
To live in the moment
Brand Promise
What SLO CAL delivers to visitors
Life’s Too Beautiful to Rush®
Emotional Benefit
How visitors feel as an outcome
of their SLO CAL experience
A sense of freedom
and spontaneity
Functional Benefit
SLO CAL’s natural advantages
People + Place + Pace
Small town charm meets
big-time natural beauty
with a unique pace
Brand Personality
Qualities SLO CAL embodies &
expresses in all communications
Friendly, open-minded,
down-to-earth, genuine
BUSINESS & MARKETING PLAN FY 26 Page 578 of 621 45
“The Land of...” Hero and House of Brands
campaign assets connected with consumers,
achieving a near-perfect ad favorability rating
(96%) and effectively communicating the SLO
CAL experience. In the next iteration of creative,
VSC will continue to reflect the region’s promise
that Life’s Too Beautiful to Rush® and stay
grounded in authentic connections with nature
(place) and locals (people) while infusing fresh
energy into the storytelling through a sense of
adventure, discovery, playfulness and fun that
unfolds organically.
This evolution strategically ladders to California
as “The Ultimate Playground,” creating greater
synergy with VSC and Visit California marketing
messages.
Visit SLO CAL’s new brand campaign concept
is planned for production in fall 2025 with
debut in early 2026. Qualitative focus groups
were conducted in April to explore conceptual
directions. This research validated the appeal
of messaging around spontaneity and detours,
while also validating that travelers plan and
book key parts of their vacation prior to
travel including hotels and some restaurants,
excursions and events. Participants were
drawn to the unique pace of SLO CAL, ease
of interaction with locals and ability to go off
script and discover something new.
Like the initial brand campaign, the new
iteration will feature both Hero and House of
Brands assets, with VSC working closely with
its destination partners to showcase a range of
experiences across the region.
SLO CAL
BRAND CAMPAIGN
New for FY 26
Similar to the “Unpacking SLO
CAL” content series, the new
campaign will lean into the joy
that comes with embracing the
unknown and being spontaneous.
46 Page 579 of 621 VISIT SLO CAL
CAMPAIGN
CONCEPT
SLO CAL is a haven for travelers who deliberately
seek out the unexpected. With its unspoiled
natural beauty, winding roads, countless trails,
tucked-away towns and hidden gems, there are
endless opportunities to turn a detour into your
next great travel story.
Showcasing the relaxed pace and unique
flow of SLO CAL, the campaign will capture
the unplanned, unscripted and completely
unforgettable experiences awaiting visitors, from
coastal drives to sandy beaches, hidden coves to
rolling vineyards and charming towns to iconic
landmarks and everything in between.
Ever had a trip where the best part
is the part you didn’t plan? Here
in The Land of SLO CAL, it’s an
everyday occurrence.
The breathtaking views alone call
you to wander. An unexpected turn
leads to unspoiled beaches, tuckedaway towns, and hidden hot spots.
Sure, sticking to the plan is still
going to uncover plenty of surprises.
But why not wing it? Let spontaneity
take the steering wheel. And let
your whims do the wayfinding.
Odds are you’re going to like what
they find.
Maps might have the most direct
way to go, but if you’re up for
getting happily sidetracked, any
local’s going to offer reliable
directions.
Sure, this kind of up-for-anything,
free-flowing mindset might feel
like a bit of a detour from what
you’re used to...But if you’re open
to adventure, and ready to go
wherever the journey leads, we’d
like to welcome you, to SLO CAL.
BUSINESS & MARKETING PLAN FY 26 Page 580 of 621 47
FY 26 INTEGRATED
PROGRAM OF WORK
In FY 26, Visit SLO CAL (VSC) will approach its annual integrated program of work in two halves. The first half (1H) of the new fiscal year will continue to leverage “The Land of...” Hero brand and House of Brands assets as the foundation for paid media, with continued distribution of more immersive storytelling assets including “Unpacking SLO CAL” and “Wine-O-One” which were introduced last fiscal year.
These existing campaigns will continue to be executed using an omnichannel strategy across paid, owned and earned channels in 1H.
Looking ahead, “The Land of...” campaign will be replaced with a new brand campaign that embraces spontaneity as a point of differentiation and appeal. Launching in the second half (2H) of FY 26, Hero and House of Brands assets will invite travelers to experience SLO CAL, where Life’s Too Beautiful to Rush® and going with the flow leads to a new discovery around every corner.
In addition, VSC will be developing two new content series called “Where the Music Takes You” and “Tapped into SLO CAL”.
The FY 26 program of work has been planned with an eye
toward the challenges and opportunities in front of us. With more than 30% lodging inventory increases planned over the next four years, the continued closure of Highway 1 north of Ragged Point and the geopolitical reality of uncertainty, there will be significant headwinds to navigate. With those factors in mind, the budget and program plan allow for flexibility and maximizing opportunity to continue to establish SLO CAL as a place where Life’s Too Beautiful to Rush®, inviting visitors to take time out, relax and enjoy all the region has to offer. 48 Page 581 of 621 VISIT SLO CAL
Community
FeelingDrive TimeCross-VisitationGastronomyOutdoorsClimatesActivities PEOPLE + PLACE + PACE
SLO CAL BRAND STORYTELLING
FOUNDATIONAL CAMPAIGNS
SLO CAL BRAND STORYTELLING
FOUNDATIONAL MESSAGING PILLARS
Hero
Brand
SLO CAL REGION INDIVIDUAL
COMMUNITIES
House of
BRands
Cross-Visitation
1. 2. 3. 4.
My
SLO CAL
5. 6.
BUSINESS & MARKETING PLAN FY 26 Page 582 of 621 49
“WHERE THE MUSIC TAKES YOU”
As SLO CAL continues to promote its reputation as a destination rich in natural beauty and unforgettable experiences, there is an opportunity to further elevate a key dimension: the vibrant and varied cultural scene that runs through its communities. “Where the Music Takes You” will shine a brighter spotlight on the creative spirit of the region through a dedicated content focus that celebrates local artists, performers, venues and events.
Given the galleries to mural-lined streets and intimate music venues and festivals in the region, this new approach will help uncover the unique ways SLO CAL’s communities come together through culture. It will bring depth and diversity to VSC’s owned storytelling and expand the breadth of content across all channels, supporting a vertical that is both culturally rich and of keen interest to prospective travelers.
Importantly, this series will also highlight the destination’s growing nightlife and live music scene, a natural driver for overnight stays. By framing SLO CAL as a place where creativity flows after dark and cultural expression thrives year-round, first-time visitors and locals will see the region in a new light. It’s about highlighting another layer of what makes SLO CAL spontaneous, soulful and such an aspirational destination. 50 Page 583 of 621 VISIT SLO CAL
“TAPPED INTO SLO CAL”
As part of the updated SLO CAL Nomenclature strategy, a new content series that will speak straight to our senses and our community is being developed. “Tapped Into SLO CAL” will invite either a local maker, brewer, chef or creative to challenge themselves to distill the essence of SLO CAL into something tangible: a set of flavors. Whether it’s a drink, a dish, a scent or something entirely unexpected, each episode will explore how the spirit of the region can be captured and shared and, indeed, whether it’s even possible to define SLO CAL in just one way.
This series is designed to spark conversation across the county. What does SLO CAL taste like? Smell like? Feel like? Through this exploration, we’ll bring together the people who know it best, residents, to help shape a collective understanding of what makes this place so special. “Tapped into SLO CAL” is about celebrating the diversity of SLO CAL’s distinct communities, the richness of the landscape and the spontaneity of experience that SLO CAL invites, and, in doing so, deepens the meaning behind the name ‘SLO CAL’ not just as a destination, but as a shared identity.
BUSINESS & MARKETING PLAN FY 26 Page 584 of 621 51
INTEGRATED
MARKETING OBJECTIVES
OBJECTIVE
Amplify and steward the SLO CAL brand through unified efforts
STRATEGY KEY RESULTS
Continue to build on House of
Brands marketing strategy • Create and share eight paid partner participation opportunities to collaborate on VSC marketing
efforts by September 30, 2025
• Develop and deploy a Digital Asset Management
system (DAM) by January 31, 2026
• Produce and launch new paid SLO CAL
brand campaign by February 28, 2026
• Establish partner toolkits for brand campaign and
other marketing programs by program launch dates
Increase share of voice through
integrated storytelling efforts • Align storytelling across social, earned and owned channels through quarterly
coordination by August 31, 2025
• Develop and deploy a new resource on the website
for trip planning by December 31, 2025
• Enhance the comprehensive email marketing
strategy to further optimize user engagement
by using quality content by March 31, 2026
• Develop and deploy a social-first content
campaign designed to support, enhance and
extend the reach of the brand platform through
social and earned channels by June 30, 2026
• Secure 175 domestic and international articles
in alignment with brand objectives and SLO
CAL nomenclature by June 30, 2026
• Develop and implement a strategy for extending
and repurposing existing assets through
refreshed content series by June 30, 2026
Increase local adoption of
SLO CAL nomenclature • Update and execute second phase
nomenclature strategy by March 31, 2026
• Leverage three local partnerships to expand
nomenclature awareness by June 30, 2026
• Amplify SLO CAL Nomenclature through presence
at two signature events by June 30, 2026
• Cultivate partnerships for three SLO CAL
labeled products by June 30, 2026
52 Page 585 of 621 VISIT SLO CAL
OBJECTIVE
Demonstrate value to investors, partners, stakeholders and communities
STRATEGY KEY RESULTS
Build awareness and deepen engagement
of investors, partners and stakeholders • Achieve a 3% year-over-year increase in investor, partner and stakeholder engagement by June 30, 2026
• Execute three research program opportunities
for partner inclusion by June 30, 2026
• Execute the comprehensive sales strategy through
travel trade and meetings business segments
to drive midweek business by June 30, 2026
Build local understanding of positive
impact tourism has on community • Launch SLO CAL Welcome 2.0 by July 1, 2025 • Support six local events through the quarterly
In-Kind Event Sponsorship program
• Coordinate and participate in three relevant
working groups and taskforce meetings by
June 30, 2026, to advance the advocacy of
issues important to the tourism industry
• Secure 50 local media stories to promote
positive impacts of tourism by June 30, 2026
Advance efforts to educate, inform
and collaborate with our investors,
partners and stakeholders
• Produce the annual SLO CAL Summit
event by November 30, 2025
• Facilitate four “SLO CAL Crafted” workshops
to connect and inform local makers
• Execute bi-annual social summit to educate
and collaborate with countywide creators
• Host a quarterly meeting with hotel sales professionals to identify new pathways to increase midweek business
• Conduct annual lodging forecast to inform
budget and direction by January 31, 2026
BUSINESS & MARKETING PLAN FY 26 Page 586 of 621 53
FY 26 PAID MEDIA
PRIMARY TARGET AUDIENCE
The ‘Purposeful Traveler’ is curious, creative and open-minded, wanting to explore and learn about new things and seek stimulating experiences. They are in tune with nature and themselves, doing things because they like them and get enjoyment from them while also helping to preserve the environment and positively influence the betterment of society. Authenticity and being true to oneself while maintaining strong personal relationships with family and friends is particularly important.
THE PURPOSEFUL
TRAVELER
Creativity & Simplicity: Mindset CALIFORNIA
56% 13.1M
In FY 26 Visit SLO CAL (VSC)’s paid media plan will apply historical learning while continuing to focus on applied data sets to reach the core target audience, in key markets, with the greatest opportunity to drive awareness and visitation.
The paid media approach will consider the complexity of the landscape, trends in time spent across generations and technology as an efficacy enhancement where available and lean into channels with the ability to deliver impact and new program elements to foster deeper connection with prospective travelers.
The ‘Purposeful Traveler’ was defined in FY 22. This audience has proven not only to epitomize the SLO CAL brand but has also been incredibly receptive to messaging reflected in strong paid media engagement and ad tracking studies.
Leaning into key psychographic and demographic traits of this bespoke target will allow VSC to customize messages to drive greater engagement.
BUSINESS & MARKETING PLAN FY 26 Page 588 of 621 55
The Purposeful Traveler: TRAVEL PROFILE
# ROUND TRIPS
29%
<500
27%
500-999
41% 62%
28%
RENTAL
SERVICE
55%
HOTEL/
MOTEL
56%
29%
ALONE
54%
SPOUSE/MATE
22%
CHILDREN
11%
OTHER
11%
FRIENDS
1,000+ 17%
18%
UPSCALE
27%
UPPER
UPSCALE
3%
LUXURY
9%
ECONOMY
17%
MIDSCALE
21%
UPPER
MIDSCALE
ANNUAL TRIP
SPENDING
TRIP ACTIVITIES ANY TRIP
$1,497
AVG. ANNUAL
TRIP SPENDING
34%
<$2K
23%
$2-$5K
15%
$5K+
# NIGHTS AWAY VACATION
# TRAVEL PARTY ANY TRIPTRAVEL WITH LAST TRIP
ACCOMMODATIONS ANY TRIP
25%
1-2
1 40% 48%
3-6
go to beach 36%
fine dining 27%
attend event 24%
visit nat’l park 20%
cultural/historical site 18%
museum 18%
backpacking/hiking 17%
sightseeing tour 17%
outdoor sports/recreation 12%
2 43%
3 12%
4 9%
5+ 3%
20%
7-14
5%
15+
# MILES TRAVELED LAST TRIP MEANS OF TRAVEL ANY TRIP
23%
1 24%
2 24%
3 29%
4+
FLY
DRIVE
RENTAL
CAR
GENERATION
14%
GEN Z
1997-2010
38%
MILLENNIAL
1977-1996
18%
GEN X
1965-1976
25%
BOOMERS
1946-1964
5%
PRE BOOMERS
<1946
ETHNICITY
55%
White/Cauc.
18%
Hispanic
6%
Black/AA
8%
Asian
3.3%
Other
47% MALE 53% FEMALE
56% MARRIED 29% SINGLE
34% CHILDREN IN HOUSEHOLD
34% GRADUATED COLLEGE
47.4 AVERAGE AGE
$142.5K HOUSEHOLD INCOME
Source: MRI-SIMMONS FALL 2024 Doublebase: California Traveler Base The PURPOSEFUL TRAVELER: DEMOGRAPHICS
56 Page 589 of 621 VISIT SLO CAL
The PURPOSEFUL TRAVELER: Populations
OR
1.3M
WA
2.0M
TX
7.0M
CA
8.5M
NV
691K CO
1.5M
AZ
1.7M
*Estimate
KEY MARKETS
CALIFORNIA
LOS ANGELES 4.3M
SAN FRANCISCO 1.8M
SAN DIEGO* 1.4M
NORTHWEST*
SEATTLE 1.4M
PORTLAND 982K
MOUNTAIN*
LAS VEGAS 691K
DENVER 1.2M
PHOENIX 1.4M
TEXAS
DALLAS 1.9M
With nearly 54% of ‘Purposeful Travelers’ between the ages of 25 and 54, emphasis will be placed on reaching this demographic in the coming year. This target age group has an average household income of $155K compared to the 55+ demographic at $136K, indicating slightly greater spending power and the potential to be more resilient should economic headwinds be realized.
It should be noted that while the focus will be slightly younger, select opportunities to keep SLO CAL in the minds of older Generation X and Boomers will be incorporated.
The ‘Purposeful Traveler’ takes multiple trips per year, with one third embarking on four or more adventures in a 12-month period. Their means of travel vary by trip and data indicates there is a strong balance of jet setting (62% air travel) and road tripping (73% vehicle travel) making both fly and drive markets important to the plan. ‘Purposeful Travelers’ are concentrated in the West with 14.2M across California, Oregon, Washington, Nevada and Arizona. Most of the target lives in the major markets in each state. When expanding to Colorado and Texas, the pool increases by nearly 20%.
BUSINESS & MARKETING PLAN FY 26 Page 590 of 621 57
SECONDARY TARGET AUDIENCE
‘Purposeful Traveler’ Families are largely Millennial families and 59% have children in the household. Due to party size, their trip spending is nearly 25% higher. Whereas the majority of ‘Purposeful Travelers’ come from further away (1,000+ miles), families are more apt to travel shorter distances (500-999 miles). 15%
CALIFORNIA
3.4M FAMILIES
The Purposeful Traveler &
Travel With Children
GENERATION
13%
GEN Z
1997-2010
53%
MILLENNIAL
1977-1996
21%
GEN X
1965-1976
12%
BOOMERS
1946-1964
2%
PRE BOOMERS
<1946
ETHNICITY
49%
White/Cauc.
24%
Hispanic
4%
Black/AA
9%
Asian
14%
Other
47% MALE 53% FEMALE
62% MARRIED 27% SINGLE
59% CHILDREN IN HOUSEHOLD
47% GRADUATED COLLEGE
42.3 AVERAGE AGE
$155.3K HOUSEHOLD INCOME
Source: MRI-SIMMONS FALL 2024 Doublebase: California Traveler Base The PURPOSEFUL TRAVELER families: DEMOGRAPHICS
58 Page 591 of 621 VISIT SLO CAL
GEOGRAPHY
Source: Arrivals data sourced from Symphony. Spending for these markets will be adjusted based on opportunity and capacity.
FY 25 SLO CAL ARRIVALS BY ORIGIN MARKET
PRIORITY DESIGNATED MARKET AREA % OF TOTAL
ARRIVALS
% OF AIR
ARRIVALS
% OF
BUDGET
YOY BUDGET
ADJUSTMENT
Tier 1
Los Angeles, CA
83%
4.20% 25% +9%
San Francisco/Oakland/San Jose, CA 4.80% 11.5% +15%
Sacramento/Stockton/Modesto, CA N/A 7.0% +14%
San Diego, CA 9.10% 10.5% +17%
Tier 2
Phoenix, AZ 2.20% 10.70% 9.0% -10%
Seattle/Tacoma, WA 1.00% 9.20% 7.2% -5%
Portland, OR 0.90% 5.80% 5.4% -5%
Tier 3
Denver, CO 0.90% 5.20% 6.8% -15%
Dallas/Fort Worth, TX 1.50% 2.90% 12.5% -22%
Las Vegas, NV 1.80% 2.60% 5.1% -15%
Visit SLO CAL (VSC) will continue to prioritize geographic markets using a tiered system.
To strengthen its presence in select markets, the focus for FY 26 will be on markets with the greatest openness to visiting California. Tiers will be prioritized based on past visitation, familiarity with the destination and consideration to visit, balanced with load factor and changes to air service. Market tiers will remain consistent to FY 25 with the ability to optimize based on changes in visitation and/or air service.
Tier 3 markets
Less mature markets that have seen
growth and have potential as awareness
and familiarity increases
Tier 2 markets
Markets with good visitation,
prioritized for share of air arrivals
Tier 1 markets
Core drive or fly markets responsible
for driving the “lion’s share” of visitation
BUSINESS & MARKETING PLAN FY 26 Page 592 of 621 59
Market priorities will be fluid to account for potential economic headwinds facing the U.S. with 55% of the budget focused on core drive/fly markets within California which accounted for 83% of 2024 visitation to SLO CAL. The greatest opportunity volume of ‘Purposeful Travelers’ resides in California’s four largest markets (Los Angeles, San Francisco, San Diego and Sacramento).
Fly markets remain important, and air arrivals have been incredibly strong throughout 2024. Dedicated efforts in these markets were prioritized over the past year and proved beneficial as all markets increased their overall share of visitation. With pending economic uncertainty, the initial FY 26 media plan will dial the focus on fly markets back slightly to maintenance levels, affording more support in regions that have greater potential.
Geography (continued)
60 Page 593 of 621 VISIT SLO CAL
FY 26 PAID MEDIA OBJECTIVES
• Continue to drive awareness of the SLO CAL brand
• Foster consideration and drive engagement with SLO CAL brand content • Provide air service support by generating awareness of routes in key fly markets while driving demand for visitation
FY 26 PAID MEDIA STRATEGIES
• Explore new opportunities to connect with the ‘Purposeful Traveler,’ leaning into Millennials
• Maximize efficiencies by partnering with publishers with the ability to effectively reach Millennials while still maintaining exposure among older generations • Lean into awareness channels in fly markets, keeping a layer of activity to maintain SLO CAL presence while focusing on moving more drive market prospects to consideration and intent
• Maintain a layered media approach to reach ‘Purposeful Travelers’ across a diverse mix of media channels
• Weight media spending towards the second half of FY 26 to support launch of the new brand campaign, inclusive of an always-on layer and heavy-up flights to drive off peak visitation
FY 26 PAID MEDIA
OBJECTIVES & STRATEGIES
BUSINESS & MARKETING PLAN FY 26 Page 594 of 621 61
FY 26 PAID MEDIA MIX
& BUDGET ALLOCATION
The FY 26 media mix will meet ‘Purposeful Travelers’ where they are based on evolving media usage trends. Current campaign performance intelligence will drive partnerships across a range of awarenessdriving channels with opportunities for robust and highly engaging tactics. Video will receive the greatest budget allocation to continue to build familiarity while driving brand preference. This multifaceted paid media program will optimally deliver on the campaign objectives and strategies, and as new data is collected, the media mix will be optimized according to real-time Key Performance Indicators (KPIs).
FY 25 PAID MEDIA ENGAGEMENT
Campaign performance July 1, 2024 through March 30, 2025
31.6 Million
677,212
COMPLETED VIDEO VIEWS
SLOCAL.COM WEBSITE SESSIONS
SPENT WITH SLO CAL VIDEO CONTENT
ENGAGING WITH SLO CAL
WEBSITE CONTENT
996,512
Clicks
139,655 Hours
3,693 Hours
USERS SPENT
$
3.3M
62 Page 595 of 621 VISIT SLO CAL
FY 26 Paid Media Budget: $2,900,000
SOCIAL MEDIA
$435,000 / 15%
PAID SEARCH
$290,000 / 10%
DISPLAY
$290,000 / 10%
OUT-OF-HOME / OOH
$290,000 / 10%
CONTENT
$290,000 / 10%
MUSIC STREAMING / AUDIO
$435,000 / 15%
VIDEO
$870,000 / 30%
BUSINESS & MARKETING PLAN FY 26 Page 596 of 621 63
FY 26 Paid Media Flighting
Note: Brighter color bars indicate additional media spend 2025
July August September October November December
Land of SLO CAL & House of Brands
OOH
Video
Audio Streaming
Custom Content
Display
Social Media
Always On Content: SLO CAL Crafted, Sustainably SLO CAL, Unpacking, Wine-O-One, Where the Music Takes You, SLO CAL Co-op Video
Display
Social Media
Paid Search
SLO CAL Local Nomenclature
Video
Display
Social Media
OOH
64 Page 597 of 621 VISIT SLO CAL
2026
January February March April May June
New Hero & House of Brands Campaign
Always On Content: SLO CAL Crafted, Sustainably SLO CAL, Unpacking, Wine-O-One, Where the Music Takes You, SLO CAL Co-op SLO CAL Local Nomenclature
BUSINESS & MARKETING PLAN FY 26 Page 598 of 621 65
FY 26 PAID MEDIA MEASUREMENT
Each component of the paid media plan has a specific purpose and will be measured and optimized according to clearly defined KPIs.
Goals for each KPI will be established prior to
the launch of each phase using a combination of
historical SLO CAL campaign data and industry
benchmarks. These goals will be leveraged
throughout the campaign to provide insights and
guide optimizations.
The various methods of measurement noted
will provide insight into audience interest and
engagement with a direct correlation to media
placements.
INTENT
20%
CONSIDERATION
40%
AWARENESS
40%
Impressions
Video Completion
Rate
Content Views
PRIMARY KPIs
Video Views
Time with Content
SECONDARY KPIs
OOH
Video
Content
Audio Streaming
TACTICS
Click-Through Rate
Sessions
Time on Site
Engagement Rate
Rich Media
Native
Social
Partner Handoffs/
Referral Rate
Booking Searches/
Search Rates
Arrival Lift/
Arrivals per
1k impressions
Display
Social
Search
66 Page 599 of 621 VISIT SLO CAL
BUSINESS & MARKETING PLAN FY 26 Page 600 of 621 67
OWNED MEDIA
Visit SLO CAL (VSC) is set to optimize its owned media channels, such as its website, social media, email marketing and Customer Relationship Management (CRM) systems, aiming to maximize reach among potential travelers. This strategic enhancement seeks to deepen engagement, strengthen partner support and elevate SLO CAL’s status as a top travel destination. By focusing on measurable improvements, the strategy intends to promote cross-visitation and showcase the region’s diversity, catering to the varied interests of travelers.
OBJECTIVES
Identify opportunities for website development
Deploy optimization tactics to enhance user
experience and content on slocal.com
Increase share of voice through integrated
storytelling efforts on slocal.com
STRATEGIES KEY RESULTS
• Begin strategic planning for the
next iteration of slocal.com
• Integrate advanced interactive mapping tools to
improve utility and trip planning functionality
• Provide additional functionality for
the distribution of media assets
• Enhance content and improve the user
journey on slocal.com to better support
visitor trip planning and engagement
• Continuously monitor and optimize highpotential content to improve search rankings and surface new opportunities for growth
• Integrate new brand campaign
throughout slocal.com
• Elevate unique SLO CAL narratives—such as
sustainability and wine—through expanded
content and enhanced storytelling approaches
• Launch enhanced interactive mapping
functionality on slocal.com by December 31, 2025
• Develop and deploy a digital asset management
(DAM) system by January 31, 2026
• Complete website evaluation and
action plan by March 31, 2026
• Boost website-originated partnership
referrals by 5%, directing more visitors to
local partners’ sites, by June 30, 2026
• Increase overall organic sessions to slocal.com
by 3% year-over-year by June 30, 2026
• Launch three new or updated landing pages
promoting key SLO CAL stories by June 30, 2026
Website
BUSINESS & MARKETING PLAN FY 26 Page 602 of 621 69
OWNED MEDIA Continued
OBJECTIVES
Develop processes and procedures to improve
integration of social media into broader marketing
efforts for both internal and partner teams
Align the social strategy with new brand approach
to amplify the new brand campaign narrative
through social tactics and messaging
Increase the visibility of the SLO CAL region through a mix of “always-on” and campaign-driven content, prioritizing quality over quantity and ensure strategic messaging
fosters deeper engagement with the SLO CAL brand and
highlights the region as welcoming to all audiences
Create and implement new partnerships strategy to
ensure equitable representation of partners through
collaborative posting and content development
STRATEGIES KEY RESULTS
• Develop brand aligned content hooks and
social-first styles that maintain strong
messaging while engaging viewers for
longer viewership and wider reach
• Integrate the new Digital Asset
Management (DAM) system into social
content development processes
• Launch a “social summit” program to bring
partners together, aligns strategies and
inspire collaborative content opportunities
• Upskill interns and cross-train internal team
members to build confidence in social
content editing, brand messaging and
tactical execution on social platforms
• Maintain consistent posting cadence of 16-
18 posts monthly across all core platforms,
increasing ratio of campaign content to “alwayson” and support the new brand launch • Transition social messaging to include new
brand messaging with eight dedicated posts
and assets going live before June 30, 2026
• Engage and host two influencers, aligning
the narratives with Visit SLO CAL’s (VSC)
and ensuring content created reflects
the brand evolution by June 30, 2026
• Increase partner collaborations by launching the
dedicated partnership strategy and presenting
two social collaborations invitations each month
social Media
70 Page 603 of 621 VISIT SLO CAL
OBJECTIVES
Enhance the comprehensive email marketing strategy to
further optimize user engagement by using quality content Continue to grow the email subscriber base with highquality engaged users interested in SLO CAL
STRATEGIES KEY RESULTS
• Utilize strategic insights from previous
performance data, focusing on deeper
personalization and content refinement
• Expand segmentation based on
new behavioral data, campaign
interactions and subscriber interests
to deliver more relevant content
• Refine and expand automated journeys
across key user touchpoints, including
post-subscription, trip planning
and re-engagement phases
• Optimize newsletter sign-up touchpoints
across owned media channels to
strengthen conversion and engagement
• Drive subscriber growth through
compelling lead-generation campaigns
and strategic list-building opportunities
• Implement the strategy enhancements that
drive measurable conversions from email
marketing efforts by March 31, 2026
• Achieve a 6% year-over-year increase
in click-through rate on content
featured in email by June 30, 2026
• Increase newsletter sign-ups by 4%
year-over-year by June 30, 2026
Email Marketing
BUSINESS & MARKETING PLAN FY 26 Page 604 of 621 71
EARNED MEDIA
Visit SLO CAL (VSC) manages external communications
and media relations in collaboration with its PR and
Social Media agencies, as well as Visit California. Earned Media efforts focus on securing third-party endorsements through partnerships with destination partners to attract top-tier journalists, influencers and content creators. By emphasizing diversity and inclusivity, VSC highlights SLO CAL’s unique charm and expands global awareness through curated media and influencer FAM trips and engagement,
in alignment with paid and owned media strategies.
OBJECTIVES
Increase regional, domestic and international earned
media coverage to elevate the SLO CAL brand
Establish SLO CAL as a top-tier tourism destination
through strategic earned media storytelling
Demonstrate the impact of earned media efforts
with investors, partners and stakeholders
STRATEGIES KEY RESULTS
• Align owned, paid and earned media
efforts to integrate storytelling strategy
domestically and internationally
• Share compelling narratives that
demonstrate how tourism drives community
growth, supports local businesses and
enhances resident quality of life
• Increase visitation and length of stay
in SLO CAL by enhancing efforts in
domestic and international direct drive/
fly markets, including the UK and Ireland,
to boost global awareness of SLO CAL
• Offer destination partners collaborative
opportunities, networking events
and educational sessions to foster
engagement and knowledge sharing
• Develop an integrated media plan to
drive earned media placements and
brand recognition by June 30, 2026.
• Secure 50 local media stories highlighting
tourism’s positive impacts and reinforcing
the SLO CAL brand by June 30, 2026
• Secure 10 individual domestic traditional
media and two international social media
influencer FAM trips, plus one international
group FAM trip, each covering two or
more destinations with a minimum three
day stay in market by June 30, 2026
• Host four PR and social media mixers
and two media co-op initiatives to
strengthen partner relationships and
collaboration by June 30, 2026
BUSINESS & MARKETING PLAN FY 26 Page 606 of 621 73
PARTNERSHIPS
& EVENTS
Visit SLO CAL (VSC) continues to achieve success through strong partner networking and programming. By fostering relationships and enhancing collaboration, VSC is positioned to expand and evolve key initiatives, like “SLO CAL Crafted” and In-Kind Sponsorship. Looking ahead the organization remains committed to building partnerships that strengthen the SLO CAL region.
Through new and existing initiatives focused on community engagement, partnerships will continue to play a pivotal role in the SLO CAL ethos.
OBJECTIVES
Create value for investors, partners and stakeholders through new collaboration opportunities and engagement initiatives Strengthen partnerships to increase awareness of VSC
resources and storytelling initiatives, building a united community committed to advancing the SLO CAL mission
STRATEGIES KEY RESULTS
• Leverage marketing initiatives to foster
relationships and encourage participation
in VSC’s partnership opportunities to
demonstrate value to partners and raise
awareness of the SLO CAL brand
• Expand and refine VSC’s partnership
programs for supporting local events
• Develop an incubator for the “SLO CAL
Crafted” program to provide resources and
foster community-building opportunities
for certified local businesses
• Engage with 60 partners each quarter
using the CRM partner benefit summary to
demonstrate the value of VSC partnership
opportunities by June 30, 2026
• Formalize In-Kind Event Sponsorship as an
official program by July 1, 2025 and execute the
sponsorships selected for FY 26 by June 30, 2026
• Plan and host quarterly “SLO CAL Crafted” mixer
and workshop event series by June 30, 2026
Partner Engagement
PHOTOS COURTESY OF RUNAMUCK PHOTOGRAPHY AND SHABANG MUSIC FESTIVAL Page 608 of 621 75 76 PHOTO COURTESY OF SPARTAN RACE Page 609 of 621 VISIT SLO CAL
OBJECTIVES
Build awareness and support of SLO CAL
as a sought-after event destination
Demonstrate value to investors, partners, stakeholders and communities through maximizing event opportunities
Steward the SLO CAL brand through event activation
opportunities and local adoption of the SLO CAL nomenclature
STRATEGIES KEY RESULTS
• Provide value to industry investors,
partners, stakeholders and communities
through professional industry education
and information opportunities
• Continue to implement the Events & Festival
Strategy through cultivating partnerships that
increase awareness of SLO CAL locally and beyond
• Amplify SLO CAL nomenclature through
brand presence at community events
• Produce the annual SLO CAL Summit
event by November 30, 2025
• Successfully execute marketing and
brand presence at SLO CAL Open and
Spartan Race by March 1, 2026
• Exhibit at four SLO CAL supported
community events by June 30, 2026
• Pair at least two existing events to
promote collaboration and crosscommunity visitation by June 30, 2026 Signature Events
BUSINESS & MARKETING PLAN FY 26 Page 610 of 621 77
SALES
Visit SLO CAL (VSC) will continue to implement the adopted countywide sales strategy and to accelerate growth in the market. The strategy will continue to focus on building awareness of SLO CAL’s product and will support operations to increase bookable products. Building and strengthening connections between tour operators and meeting planners will be a key priority to drive midweek business to help offset the growth in inventory.
OBJECTIVES
Strengthen engagement between VSC and its lodging investors, partners and stakeholders to amplify countywide sales efforts Provide educational opportunities for lodging investors Assist lodging investors with identifying and developing key partnerships to increase midweek business
Increase bookable product available through
receptive tour operators and bed banks
STRATEGIES KEY RESULTS
• Engage with lodging investors, partners
and stakeholders to identify regional,
industry and property specific challenges,
strengths and opportunities
• Host a quarterly meeting with hotel sales
professionals to collaborate on pathways to
increase mid-week business by June 30, 2026
• Facilitate a minimum of two educational
workshops for lodging investors and partners
by December 31, 2025 and June 30, 2026
sales partner engagement
VSC’s proactive approach to build connections will include agent trainings, FAM tours, email drip campaigns, sales missions, attendance at key industry trade shows and more. By continuing to build awareness of SLO CAL’s bookable products, VSC aims to streamline the decision-making process, making SLO CAL the destination of choice for tour operators and meeting planners.
Amid an ever-changing global political climate, maintaining a strong international presence remains essential to increase international visitation. VSC will continue its strategic efforts in the international market but utilizing its efforts in the UK and Ireland by leveraging its network of strategic partners such as Hills Balfour and Visit California.
BUSINESS & MARKETING PLAN FY 26 Page 612 of 621 79
OBJECTIVES
Generate qualified group sales leads
Increase awareness of the destination amongst meeting planners Position SLO CAL as an ideal destination
for meetings and conferences
STRATEGIES KEY RESULTS
• Build and advance partnerships
with meeting planners
• Pinpoint education and collaboration pathways
for partners and meeting planners
• Identify key trade shows and conferences
where VSC can engage as an exhibitor
to increase lead generation
• Develop and deploy new compelling
content for a quarterly meeting planner
email campaign by May 31, 2026
• Collaborate with lodging investors, partners
and stakeholders to deliver a countywide
meeting planner FAM by June 30, 2026
• Participation in a minimum of three
meetings segment focused trade shows
and events by June 30, 2026
• Generate 30 sales leads by June 30, 2026
Meeting & Conference
80 Page 613 of 621 VISIT SLO CAL
OBJECTIVES
Build and nurture relationships with
international and domestic tour operators
Increase international visitation
Provide lodging investors and partners
opportunities to engage with the travel trade
STRATEGIES KEY RESULTS
• Identify trade shows and events where
VSC can showcase and increase exposure
to key international markets
• Participate in a minimum of one Visit
California co-op to engage with additional
international target markets
• Leverage VSC’s international representation agency
Hills Balfour to grow the UK and Irish markets
• Launch a VSC travel trade incentive strategy
to encourage international bookings in the
U.K. & Ireland and generate travel bookings
from 10% of the unique qualified operators as
identified in the FY 25 audit by June 30, 2026
• Host up to five product managers on a Reverse
Sales Mission by November 30, 2025
• Work with marketing to develop new
content for quarterly travel trade email
campaign by June 30, 2026
• Attend a minimum of three travel trade industry
shows or events and meet with over 100 operators by
June 30, 2026, generating 15 qualified business leads
travel trade
PHOTO COURTESY OF VISIT CALIFORNIA / MAX WHITTAKER Page 614 of 621 81
FILM SLO CAL
Film SLO CAL, acting as the San Luis Obispo County Film Commission, is dedicated to enhancing the SLO CAL region’s appeal as a premier filming destination. Through marketing and promotion outside and inside the region, the commission seeks to build relationships that increase overall production.
OBJECTIVES
Enhance Film SLO CAL’s digital infrastructure
to improve accessibility and efficiency
for filming professionals
Connect with filming professionals and
increase awareness of SLO CAL as a
premier California filming destination
Demonstrate the value of Film SLO CAL’s
work to local stakeholders, partners
and the broader community
STRATEGIES KEY RESULTS
• Expand and improve digital tools such
as the Film SLO CAL microsite, location
galleries and inquiry workflows
• Participate in film and media industry
events to foster relationships and
build awareness among location
scouts, producers and agencies
• Deliver in-market experiences
that showcase SLO CAL’s filming
potential to key decision-makers
• Share success stories to promote SLO
CAL’s production-friendly reputation
and filming opportunities
• Enhance the Film SLO CAL microsite
experience with updated location assets
and resource content by April 30, 2026
• Deliver a location FAM tour for at least five
film scouts, as well as an educational mixer
for permitting partners alongside the SLO
International Film Festival by April 30, 2026
• Share three produced videos with footage
filmed in SLO CAL to the Film SLO CAL
LinkedIn Page by June 30, 2026
BUSINESS & MARKETING PLAN FY 26 Page 616 of 621 83
Items Visit SLO CAL
will advance in FY 26
TALENT ATTRACTION,
DEVELOPMENT & CAREERS
With input from the workforce development
working group, VSC will facilitate the
implementation of a “Regional Tourism
Workforce Plan” to support countywide career
opportunities and advancement. The plan will
also include a marketing strategy for the updated
version of the SLO CAL Welcome training.
COUNTYWIDE TRAIL SYSTEM
VSC will advocate for raising awareness of lesserknown trails by utilizing existing data on the countywide trail network. To promote these
trails, VSC will develop a targeted storytelling
strategy that encourages year-round exploration
of these unique outdoor experiences.
SUSTAINABLE TOURISM
VSC will reinforce its commitment to sustainable
tourism in FY 26 by developing a sustainable
events toolkit, providing partners with resources to
promote eco-conscious practices across the region.
EXPERIENCE
SLO CAL 2050
Experience SLO CAL (ESC) 2050
is the destination management
strategy focused on improving
resident quality of life while
fostering robust economic
activity and sustainable
regional stewardship.
As part of the Strategic
Direction 2026, Visit SLO
CAL (VSC) will continue
advancing ESC 2050 initiatives,
with a focus on Industry
Advancement & Advocacy,
Infrastructure & Investment
and Experience Development.
84a Page 617 of 621 VISIT SLO CAL
ADVOCACY
Visit SLO CAL (VSC) advocates for a thriving, inclusive tourism industry by building strategic partnerships at the local and national levels. VSC champions policies supporting responsible development, workforce solutions and visitor infrastructure while ensuring SLO CAL remains a welcoming and accessible destination for all. Advocacy is crucial, now more than ever, to foster a sustainable future where tourism is a force for good, benefiting both visitors and residents.
OBJECTIVES
Advocate to legislators and transportation agency
administrators about the importance of Highway 1
to the region and the need for a long-term proactive
management strategy of the roadways
Advocate for countywide collaboration on
innovative solutions to connecting travelers’ last
mile, from airport terminal to lodging
Position travel as an essential asset by leveraging major global events to highlight the benefits of international tourism and advocate for policies that reduce barriers
to entry, enhance the visitor experience and strengthen SLO CAL’s competitiveness as a destination
Work proactively with partners to identify
legislative approaches that advance tourism
STRATEGIES KEY RESULTS
• Collaborate with partners and
stakeholders to advocate for a longterm, proactive management strategy of Highway 1 and highlight its importance
to the SLO CAL regional economy
• Educate investors, partners and stakeholders
about the importance of last mile
transportation and create opportunities
for discussion and collaboration
• Develop an advocacy campaign
highlighting the value of SLO CAL’s
tourism and its economic impact
• Lead an advocacy campaign regarding
Highway 1, resulting in at least three
engagements with key decision-makers
by April 30, 2026
• Work with stakeholders to create an
implementation strategy for a last-mile pilot
program that helps visitors travel between
SBP and SLO CAL by January 30, 2026
• Secure at least three legislative
endorsements, supporting tourism in SLO
CAL, through legislative action or public
comment, by June 30, 2026
BUSINESS & MARKETING PLAN FY 26 Page 618 of 621 85
ENGAGE WITH VISIT SLO CAL
SALES
Visit SLO CAL (VSC) provides opportunities
for lodging investors and partners to build
relationships and increase their exposure
through participation in industry trade
shows, sales missions, FAM tours and
more. Contact the team at sales@slocal.
com to learn more about ways to co-op.
Tour & Travel FAM Tours
VSC organizes FAM tours, which are designed
to educate travel trade professionals about
the destination’s unique selling points. FAM
tours provide travel agencies with firsthand
knowledge and experience of the destination,
which enables them to create customized travel
packages for their clients. VSC offers lodging
investors and partners the chance to showcase
their business to this exclusive audience by
offering complimentary or discounted products.
US Travel’s IPW Trade Show:
Chicago, IL, June 14–18, 2025
Join VSC as a booth partner at U.S. Travel
Association’s IPW, the largest tour and travel
trade show in North America. This five-day
international inbound travel trade show takes
place in Greater Fort Lauderdale, where SLO
CAL booth participants meet and network
with international and domestic tour operators
from over 60 countries. Co-op participants have
exclusive access to leads and appointment
notes for two weeks following the show before
being distributed to countywide partners.
Participation is limited to six partners.
MARKETING
VSC provides a variety of marketing
opportunities that are tailored to
partners’ specific goals. For more
information on the opportunities
below, email [email protected].
Official Visitors Magazine
Lodging investors and non-lodging partners
can advertise in VSC’s annual Official Visitors
Magazine. Copies are available inside and
outside the county at various distribution points.
Production is expected to begin in July 2025.
content calls
Throughout the year, VSC executes an array of
promotions based on seasonality, events and
holidays and is constantly looking for content,
imagery and videos to share. Keep up to date
with VSC content needs via SLO CAL’s weekly
industry email, This Week in SLO CAL (TWISC).
To subscribe, go to slocal.com/partners.
social media cross-promotion
VSC has a robust presence across a variety of
social media networks. Instagram in particular
is a top focus and in stories, partner content
is often shared. To get your content noticed
for potential cross sharing, make sure to tag
it @slocal and include the hashtag #slocal.
86 Page 619 of 621 VISIT SLO CAL
PUBLIC RELATIONS
VSC works with domestic and international
journalists on stories covering SLO CAL as
a primary travel destination. VSC provides
investors and partners the opportunity to
offer discounted or complimentary products
for FAM tours to have a better chance at
being featured in media coverage and media
leads for submission collaboration. For
more information, please visit slocal.com/
media, or reach out to [email protected].
FAM Tours & Press Trips
FAM tours are offered to media to familiarize
journalists with SLO CAL’s experiences and
offerings with the ultimate objective to earn media
coverage. Host a journalist at your business in
hopes of gaining valuable media exposure.
Media Pitches & Leads
Respond to media pitches and leads anytime through
postings in the weekly partnership newsletter
This Week In SLO CAL (TWISC). Leads are offered
by PR agency MMGY and with Visit California. To
subscribe to TWISC, visit slocal.com/partners.
FILM SLO CAL
Film SLO CAL is the film commission for the County
of San Luis Obispo and the point of contact for
film projects in SLO CAL. The commission’s role
is to promote the county as a premier filming
destination and to be the liaison between productions
and local businesses and governments.
LOCATIONS AND CREW DATABASE
Film SLO CAL keeps comprehensive databases
of potential locations, available crew and vendors
within the region and actively promotes them to
producers and location scouts. To be considered for
directory listings please apply via the forms found
at filmslocal.com or email [email protected].
Film Scout FAM Tours
Film SLO CAL hosts film industry professionals and scouts on an annual group FAM tour. If you are interested in
showcasing your venue on this tour and providing an
experience, send your information to [email protected].
DATA INSIGHTS
VSC has long been committed to collecting,
analyzing and sharing information to ensure a
high-functioning and collaborative travel and
tourism industry in SLO CAL. Hotel performance
data through STR, visitor volume and insightful
Business Intelligence Reports are made
available to lodging investors, partners and
stakeholders through SLO CAL Connection.
Business Intelligence Reports / Monthly
VSC has partnered with Tourism Economics to offer a
first-of-its kind data and insights dashboard available to all lodging investors, partners and stakeholders. This monthly dashboard aggregates community-specific and
countywide data from sources such as STR, VisaVue, and
others, providing necessary information to plan for the future of communities and a benchmark of how the travel and tourism industry is performing in communities.
Community Benchmark - Wine
Industry Report / Monthly
VSC has partnered with the Paso Robles Wine Country
Alliance and Community Benchmark to be the first
DMO to offer through Tourism Economics a detailed
report of wine sales, tasting room visitation and how
it compares to the other wine regions in California.
PARTNERSHIP
SLO CAL Connection
VSC works to represent lodging investors and all tourismrelated businesses, providing guests with relevant information about our destination. SLO CAL Connection
is your way to take control of your free online listing, add deals and events, access the most recent tourism
research, respond to media and sales leads, view coverage featuring your business and network with the community.
To sign up for a SLO CAL Connection account, visit slocal. com/partners or reach out to [email protected].
“SLO CAL Crafted”
“SLO CAL Crafted” celebrates the high quality of local
products made, farmed and crafted in SLO CAL. To be
certified as a “SLO CAL Crafted” partner, businesses
must be headquartered in SLO CAL, have primary design
and manufacturing done in SLO CAL, sell products
through a brick and mortar or retail location in SLO
CAL, have at least one full-time employee based in SLO
CAL and create a uniquely local product, experience
or service that enhances the tourism experience in
SLO CAL. Partners will be given opportunities for
additional exposure by certifying as “SLO CAL Crafted”
(at no charge) through a form that can be found on
VSC’s website or email [email protected].
BUSINESS & MARKETING PLAN FY 26 Page 620 of 621 87
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805-541-8000
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