Attachment A - FY 2023 and FY 2024 Destination Business Plan — Newport Beach City Council, July 26, 2022

DESTINATION

BUSINESS PLAN

A FRAMEWORK FOR TOURISM ECONOMIC RECOVERY
& ELEVATED LUXURY PRODUCTS & EXPERIENCES
FISCAL YEARS 2023 & 2024

NEWPORT BEACH & COMPANY

ATTACHMENT A
12-3

INTRODUCTION
04 EXECUTIVE SUMMARY
05 NEWPORT BEACH & COMPANY OVERVIEW AND AUDIENCE OVERVIEW 06 NEWPORT BEACH & COMPANY THREE-YEAR STRATEGIC PLAN 09 NEWPORT BEACH & COMPANY COVID-19 RESPONSE & ACTION PLAN

BUSINESS-UNIT PLANS
98 VISIT NEWPORT BEACH INC. - LEISURE MARKETING
108 VISIT NE
WPORT BEACH INC. - GROUP SALES
112 DINE NEWPORT BEACH
116 ENTERPRISE NEWPORT BEACH
120 CELEBRATE NEWPORT BEACH
122 VIDEO NEWPORT BEACH

GOVERNANCE
130 EXECUTIVE COMMITTEE & BOARD OF DIRECTORS
131 TBID BOARD OF DIRECTORS
131 MARKETING COMMITTEE
132 NEWPORT BEACH & COMPANY TEAM
134 NEWPORT BEACH & COMPANY ACCOLADES
136 INDUSTRY TERMS
140 REFERENCES

TABLE OF CONTENTS

AUDIENCE-BASED BUSINESS PLANS
22 LEISURE TRAVELER AUDIENCE BUSINESS PLAN
36 MEETING PLANNER AUDIENCE BUSINESS PLAN
46 LOCAL COMMUNITY AUDIENCE BUSINESS PLAN
54 CORPORATE AUDIENCE BUSINESS PLAN
67 DESTINATION RESEARCH, FORECASTS & BUSINESS INTELLIGENCE – LEISURE & MEETINGS
12-4
2 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 3 04 EXECUTIVE SUMMARY
05 NEWPORT BEACH & COMPANY
OVER

VIEW AND AUDIENCE OVERVIEW
06 NEWPORT BEACH & COMPANY THREE-YEAR STRATEGIC PLAN
09 NEWPORT BEACH & COMPANY COVID-19

RESPONSE & A

CTION PLAN

INTRODUCTION
RENAISSANCE.

RESILIENCE.REINVIGORATE.

RENAISSANCE.

RESILIENCE.REINVIGORATE.

N
W
E
S

RENAISSANCERESILIENCE REINVIGORATE RENAISSANCERESILIENCE REINVIGORATE 12-5
4 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 5 On the precipice of a new biennial business cycle, Newport Beach & Company reflects on the past cycle before entering the new two-year period. At this watershed point as we develop the new two-year Newport Beach & Company Destination Business Plan, there are three words when combined encapsulate our vision, mantra, spirit, and rallying cry for tackling the challenges and opportunities ahead over the next two fiscal years across six business units: RENAISSANCE. RESILIENCE. REINVIGORATE.

At this pivotal moment, we look back at the past two years before we look ahead.

COVID-19 reshaped the global economic landscape with the tourism-and-hospitality industry experiencing some of the greatest disruptions among impacted industries, worldwide including here in Newport Beach. Hotel Occupancy Rates were 15 percent of 2019 levels, while spending levels within Newport Beach dropped to 39 percent of 2019.

Recognizing COVID-19’s prolonged economic impact on the city and local businesses, Newport Beach & Company pivoted quickly and effectively to offset pandemic repercussions by implementing nearly 20 brand new programs, campaigns, tactics, and initiatives in real time. And at this moment, Newport Beach has withstood the storm as hotel-occupancy levels are at 82.8 percent of 2019 levels and continue to trend in a positive direction while spending levels for year-to-date 2022 have surpassed 2019 at 162 percent.

Average daily rate (ADR) is out-pacing nearly our entire competitive set, and we expect to fully recover by the end of this year and reach record-breaking heights in hotel occupancy.

With the horizon shining brightly, Newport Beach is also proud to enter a new era of reimagined, coast
al luxury. Undeterred by challenges, local investors and visionaries are reima
gining luxury hospitality starting with the exciting opening of the new VEA Newpor
t Beach, A Marriott Resort & Spa. In summer 2023 Montage International will open Pendry Newport Beach, which will bring even greater casual glamour and sophistication to the destination. And in 2024, the new 80,000-square-foot, four-story RH Newport Bea
ch, The Gallery at Fashion Island, will open with a stunning rooftop, ocean-view r
estaurant. Additional exciting developments are in the pipeline for opening in 2024 as w
ell.

It is the start of a dynamic new chapter for our destination, all fueled by local investor confidence in Newport Beach, resilient leisure traveler spending and a destination brand that commands excellence and higher rates. With the freedom to create and innovate, our hospitality partners are setting a new bar for California coastal luxury in Newport Beach.

Newport Beach & Company is also reimagining how we do business in this new COVID-19 era. We are just days away from breaking ground on an office renovation built to represent the Newport Beach brand that will catapult our company into a new era.

Newport Beach & Company looks forward to marketing and promoting our unprecedented luxury renaissance powered by resilient staff, partners and community that will reinvigorate our mojo, spirit, and destination brand to new heights in fiscal-years 2023 and 2024.

EXECUTIVE SUMMARY
WE’VE ARRIVED,

AUDIENCE OVERVIEW
Newport Beach & Company flips its strategic-planning process on its head and no longer creates future plans by functional departments or areas. Instead, the entire company looks at planning from its customers’ points of view vs
. internally looking out. For Newport Beach & Company, the organization interacts with four major customer/audience gr
oups: Leisure Travelers, Meeting Planners, Local Community Partners and Corporate.

Every
one from the receptionist all the way up to the President & CEO is placed onto four audience-based strategic-planning teams, which meet over the course of several months to re-imagine and re-invest in developing new objectives, strategies and tactics designed to generate incremental travel, meetings, partnerships or engagement with the organization and to Newport Beach,
California.

MEETING PLANNER
Meeting Planners manage
the planning and operations
for conferences, meetings,
events in Newport
Beach’s tourism business
improvement district (TBID)
hotels and hospitality
industry businesses.

LOCAL COMMUNITY
Members and leaders
of the Newport Beach
community from a
network of organizations
including City of
Newport Beach;
hospitality and tourism
businesses including
hotel, retail, restaurant,
attractions and
recreation; business
improvement districts
(BIDs), merchant
associations; event
organizers; destination
marketing organizations;
relevant associations;
local residents and
government officials.

CORPORATE
Newport Beach &
Company and Visit
Newport Beach staff,
executive team,
executive committee
and board of directors
comprised of the
destination’s
hospitality lea
dership.

LEISURE TRAVELER
Leisure travelers are
visitors who stay in
Newport Beach that
enhance the local
economy through direct
visitors spending at
businesses and through
transient-occupancy tax
(TOT) accommodations.

Gary C. Sherwin
, APR, CDME
President & CEO

Newport Beach & Company

NEWPORT BEACH
& COMPANY

FINANCIAL/

ADMINISTR
ATIVE
TEAM
BRAND

MARKETING TE
AM

VISIT NEWPOR
T
BEACH,INC.

GROUP
SAL
ES
NEWPOR
T

BEACH TV

LEISURE

MARKETING
LIFES

TYLE VIDEO

PRODUCTION
DINE
NEWPOR

T BEACH
VIDEO
NEWP

ORT BEACH

CELEBRA
TE

NEWPORT BEACH

ENTERPRISE
NEWPOR

T BEACH

PRESIDENT/CEO

BOARD OF
DIRE
CTORS 501(c)(6)
NEWPOR

T BEACH

FOUNDATION
501(c)(3)

COMMUNITY
L

EADERSHIP

DEVELOPMENT
RENAISSANCE.

RESILIENCE.REINVIGORATE.

RENAISSANCE.

RESILIENCE.REINVIGORATE.

N
W
E
S

RENAISSANCERESILIENCE REINVIGORATE RENAISSANCERESILIENCE REINVIGORATE Debbie Snavely

Chairperson
Newport Beach & Company
FY2023 & FY2024 MANTRA & THEME
RENAISSANCE: Celebrate
our luxury renaissance and
tell the story of our exciting
new-and-reimagined luxury
destination product that will
first launch with resort and
retail grand openings starting
in 2022, 2023 and 2024.

Continue to position destination
as a luxury product, weaving
in all partners throughout
Newport Beach. Key words:

Inspire, Celebrate, Educate
RESILIENCE:

Continue to
navigate COVID-19 economic-
recovery challenges including
staff and deployment shortages,
shipping cost overruns, supply
chain delays and ever-rising
inflation. Ever persistent
COVID-19 variants also pose
renewed set-backs with mask
and stay-at-home mandates.

Newport Beach & Company
will elevate, educate, and
engage our stakeholders and
partners to assure we are
resilient and always rise to
the challenge with smart
programming in the face of
the uncertainty.

Key words: Support,
Encourage, Problem-Solve
REINVIGORATE:

The team will also continue
successful efforts of generating
results from targeted campaigns
in key domestic local, fly and
feeder markets. Key words:

Leadership, Innovation,
Collaboration
12-6
6 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 7

ENTREPRENEURIAL
MINDSET/slash.caseBUSINESS
BRAND

CENTERED

STRUCTURE

TRANSPARENCY

ESSENTIALISM

GOVERNANCE
SYSTEM

FUNDING

FORMULA

OUR FORMULA FOR SUCCESS STHREE KEY AREAS OF NEW
STRA

TEGIC PLAN

CORPORATE MISSION

IGNITE GLOBAL PASSION

FOR NEWP

ORT BEACH
Newport Beach & Company is a creative
and focused community marketing
agency singularly committed to telling
the city’s integrated brand story.

It strengthens all its partners,
drives new revenue and
enhances Newport Beach’s overall
vibrancy through powerful storytelling
that unites neighborhoods, businesses
and individual voices to bring the
destination to life.

CORPORATE BRAND PROMISE

INNOVATIVE, ENTREPRENEURIAL
STEW

ARDS OF THE

NEWPORT BEACH BRAND
Newport Beach & Company is a
progressive, dynamic and innovative
marketing organization that brings a
results-oriented mindset and
forward-looking attitude to the
community it serves.

Embracing a learning-centered
environment, where ideas can develop
and be best used for the benefit of its
partners, Newport Beach & Company’s
team is a passionate steward for the
brand. It is resourceful in creating
meaningful marketing programs and
services, setting the standard for
outstanding destination leadership.

CORPORATE VISION
BE BOLD. BE SMART. GO BEYOND.

Newport Beach & Company aspires
to be the national model for outstanding
integrated community marketing and
brand leadership. As an
entrepreneurial leadership
organization, it is creative, innovative
and professional in building destination
awareness both locally and nationally.

It strives to do for its partners and
stakeholders what they cannot do
individually, driving business and
economic growth to benefit the entire
community it serves.

WE WANT TO BE ESSENTIAL TO THE NEWPORT BEACH BUSINESS

COMMUNITY
. WE DON’T WANT TO BE NICE TO HAVE, BUT ESSENTIAL

TO THE SUC
CESSFUL OPERATION OF THEIR BUSINESSES.

WE STRIVE TO DO FOR OUR STAKEHOLDERS WHAT

THEY CANNOT D
O FOR THEMSELVES.

WE WANT TO PUNCH AB
OVE OUR WEIGHT (THINK BIG!)

AS A SMAL

LER DESTINATION COMPETING AGAINST MUCH

BIGGER DESTINA
TIONS

DESTINATION BRAND LEADERSHIP
& ASSISTANCE TO KEY STAKEHOLDERS

IN CREATING INDIVIDU

ALLY BRANDED
PRODUCTS AND EXPERIENCES.

EXPAND DESTINATION PRODUCT

MARKETING TO MORE L
UXURY

AUDIENCES AND ASSIST

NON-LUXURY PRODUCTS ON HOW

TO CAPIT

ALIZE ON THESE

OPPORTUNITIE
S.

CONTINUE TO PROVIDE INNOVATIVE

LEISURE AND GROUP MARKE
TING
PROGR

AMMING FOR PANDEMIC
RECO

VERY BY ASSISTING

HOSPITAL

ITY BUSINESSES NOT

YET REC

OVERED IN BOTH
BUSINESS AND STAFFING.

Resp
ect • Wellness • Integrity
Employee Engagement • Learning
Knowledge • Adaptability
Innovation • Customer and
Stakeholder-cen tric

CULTURE/VALUES
FY2023 & FY2024

MANTRA & THEME
RENAISSANCE: Celebrate our
luxury r
enaissance and tell the story
of our exciting new-and-reimagined
luxury de
stination product that will
first launch with resort and retail
grand openings starting in 2022,
2023 and 202

4. Continue to position
destina
tion as a luxury product,
wea
ving in all partners throughout
Newport Beach. Key words: Inspire,
Celebrate, Educate
RESILIENCE:

Continue to navigate
COVID-19 economic-recovery
challenges including staff and
deployment shortages, shipping
cost overruns, supply chain delays
and ever-rising inflation.

Ever persistent COVID-19 variants
also pose renewed set-backs with
mask and stay-at-home mandates.

Newpor
t Beach & Company will
elevate, educate, and engage our
stakeholders and partners to assure
we are resilient and always rise to the
challenge with smart programming
in the fac
e of the uncertainty.

Key words: Support, Encourage,
Problem-Solve
REINVIGORATE:

Newpor
t Beach & Company will take
the lead in driving and developing
new strategies for partners to
re-engage key sectors including
the group business sector and
international leisure markets in
the post-COVID-19 world. The team
will also continue successful efforts
of gener
ating results from targeted
campaigns in key domestic local,
fly and feeder markets.

Key words: Leadership, Innovation,
Collaboration
RENAISSANCE.

RESILIENCE.REINVIGORATE.

RENAISSANCE.

RESILIENCE.REINVIGORATE.

N
W
E
S

RENAISSANCERESILIENCE REINVIGORATE RENAISSANCERESILIENCE REINVIGORATE

NEWPORT BEACH & COMPANY

THREE-YEAR STRATEGIC PLAN
2023-2025
1 2
3 OUR PRIORITY INITIATIVES
• WE WILL BE THE CITY’S BRAND “CONSULTANT”
• DEVELOP MORE CUSTOMIZED AND UNIQUELY NEWPORT BEACH

PRODUCT OFFERINGS
• ENC

OURAGE MORE INDIVIDUAL PROPERTY-BRANDED EXPERIENCES
• BEGIN TO REACTIVATE INTERNATIONAL MARKETS,

ESPECIALL

Y LUXURY CENTERED
• EXPLORE MORE LARGE-SCALE NEWPORT BEACH BRANDED EVENTS (I.E. NEWP

ORT BEACH FILM FESTIVAL, NEWPORT BEACH

CHRISTMA
S BOAT PARADE, ETC.)
• EXPLORE EVEN MORE WAYS TO ASSIST HOTEL SALES STAFFS WITH KEY

INITIATIVE
S AND PROGRAMMING THAT THEY LOST DURING COVID-19
• REACTIVATE MORE REGIONAL MARKETING OR OPERATIONAL MARKETING HOW WILL WE DO THIS?
• ENTREPRENEURIAL/BUSINESS MINDSET
• BRAND CENTERED
• NEWPORT BEACH & COMPANY

BUSINES

S-UNIT STRUCTURE
• TRANSPARENCY WITH STAKEHOLDERS
• STABLE, RELIABLE FUNDING
• STRONG GOVERNANCE SYSTEM
• ESSENTIALISM

OUR STRATEGIC INITIATIVES - PROMOTE NEW LUXURY

RENAISSANCE & GROW CONSULTING SERVICES
PROMOTE DESTINATION’S NEW LUXURY RENAISSANCE
• MARKET, PROMOTE AND SELL NEW AND RE-IMAGINED LUXURY HOTELS, RESORT
S AND RETAIL BUSINESSES.
• PULL THE NEW BRAND POSITIONING AND IDENTITY THROUGHOUT

THE DESTINA
TION AND ENTIRE COMMUNITY.
• ENHANCE SPECIAL-EVENT MARKETING.

GROW CORPORATE CONSULTING SERVICES
• BRAND POSITIONING & IDENTITY CONSULTING SERVICES

CUSTOMIZED, UNIQUELY NEWPORT BEACH BRANDED EXPERIENCES
(PRODUCT OFFERINGS
)
• CURATE NEW PROPERTY-SPECIFIC EXPERIENCES
• PRODUCT DEVELOPMENT WITH HOTEL PARTNERS
• MARKETING SUPPORT & STRATEGY
• ONGOING ORIENTATION WITH PARTNERS FEATURING PRACTICAL

EDUCATIONAL OPP
ORTUNITIES.
• ENSURE OUR PARTNERS AND COMPANY GET THE OPERATIONAL
FUNDAMENTALS RIGHT.
• REDEFINE AND ENHANCE NEWPORT BEACH & COMPANY’S

COMMUNITY MARKE

TING MODEL AND GOVERNANCE
• GENERATE DESTINATION DEMAND, OCCUPANCY

AND ENHANCED INCREMENTAL SPEND T

O POSITIVELY

IMPACT THE COMMUNITY
• PROMOTE DESTINATION LUXURY RENAISSANCE
• CORPOR

ATE COMMUNITY CONSULTANTS

OUR CORE FOCUS
12-7
8 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 9 From the onset of the pandemic in 2020 to May 2022, Newport Beach & Company and Visit Newport Bea
ch acted swiftly with a two-pronged approach: offset protracted negative economic impact on Newpor
t Beach hotels, restaurants and tourism-related businesses to re-think how to best position Newport Beach as an aspirational lifestyle destination.

As the onset of COVID-19 pandemic re-shaped the global economic landscape, the tourism, hospitality
, and service industries experienced the greatest disruptions and impact among all industries. This global health and economic crisis thrust Ne wport Beach and the entire travel
industry int
o unforeseen territory: hotel occupancy rates in the low teens to below 10 percent, the closure of Disneyland® Resorts, convention centers turned into shelters, and triage centers.

The meetings, events, and conferences side of the hospitality industry experienced the first and most drastic cuts. Large conventions, events, and conferences were immediately halted or outright cancelled, leaving hotels and meeting planners struggling to understand their contra
ctual “out clauses” for those meetings.

NEWPORT BEACH & COMPANY
COVID-19 PANDEMIC

RESPONSE & ACTION PLAN

A CASE STUDY ON DESTINATION MARKETING

DURING A PANDEMIC
MARCH 2020 – MAY 2022
12-8
10 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 11 COVID-19 QUARANTINE BEGINS (CA)

CA SCHOOLS CLOSE CA HITS
1M COVID-19
CASES

MASK MANDATE

BEGINS IN CA
NEW CA

STAY-AT-HOME
ORDERS
VA

CCINATIONS
BEGIN

BLACK LIVES MATTER

MOVEMENT

INDOOR DINING

AND BARS

ORDERED TO

CLOSE FOR
SECOND TIME2020 2020

JAN FEB MARCH APRIL MAY JUNE JUL Y AUG SEPT OCT NOV DEC #ANCHORDOWN

WITH LOVE NB

VNB LAUNCHES PUBLIC
SUPPORT CONTENT: #ANCHORDOWN,
UP-T
O-DATE COVID-19 INFORMATION

LANDING PAGE, CUSTOM VIDEO
AND NEW “WITH LOVE NB”

BRAND IDENTITY

NB COMMUNITY
LEADER
S ROLL

OUT SAFE
HEALTH

INITIATIVE
PLEDGE

TO ENCOURAGE

BUSINESSES

TO CONTINUE

SAFE PRACTICES

THROUGH
WINTER
SE
ASON

HOLIDAY PASS

LAUNCHED

FIRST-EVER

HOLIDAY PASS

WHERE VISITORS

ACCESSED

HOLIDAY

PROMOTIONS

FROM OVER
50 BUSINESSES

NB&CO TRANSFORMS

THE DESTINA
TION

TO DIGITAL

FEATURING SMALL

BUSINESSES, LIVE

CAMS OF THE BEACHES,

LIVE CLASSES (ART DEMOS,

COOKING CLA
SSES,

EDUCATIONAL, WORKOUT

CLASSES), PARTNER

SOCIAL TAKEOVERS,

ZOOM BACKGROUNDS,

QUARANTUNES
PLAYLIST AND MORE!

ECONOMIC

DASHBOARD

LAUNCHED
WEEKLY

ECONOMIC

INSIGHTS

NEWSLETTER
WITH

HOSPITALITY

PERFORMANCE

AND ECONOMIC

FIGURES
MEET

SAFELY VIDEO
COLLECTION:

GROUP SALES

PRODUCES

CUSTOM VIDEO

AND SOCIAL

CONTENT

CREATED TO

ENCOURAGE

A SAFE RETURN

TO MEETINGS

TBID PROPERTY
SOCIAL DISTANCE GRAPHICS:

GROUP SALES PRODUCED, DISTRIBUTED

AND DONATED FLOOR DECALS, ELEVATOR

SIGNS AND FITNESS EQUIPMENT STICK -
ERS, ALONG WITH BRANDED “TO-GO”

FOOD STICKERS FOR INTERNAL

DINING OPTIONS
SUMMER

RECOVERY

CAMPAIGN
FILMED

A SUMMER

COMMERCIAL
AND

EXECUTED

MULTI-TOUCH

AD CAMPAIGN

LAUNCHED

A FALL EXPEDIA

CAMPAIGN

SPOTLIGHTS

DESTINA

TION AND HOTEL

PARTNERS MEDIA

EVENT HELD

HOLIDAY
PASS

VISIT NEWPORT BEACH

FOR YOUR

DIGITAL

PASS NOW

VISIT SAFE

LEISURE

MARKETING

CUSTOM VISIT
SAFE
PSA

GRAPHICS

AND CONTENT

CREATED AND

ROLLED OUT
2020-2021

DESTINATION

BUSINESS PLAN
AND FY2021
BUDGET

COMPLETELY REWRITTEN,

PRODUCED, PRESENTED AND

BOARD-APPROVED IN ONLY

ONE MONTH AFTER

PANDEMIC BEGINS

UNTIL WE MEET

AGAIN EMAIL
CAMPAIGN:

GROUP SALES BRINGS

THE DESTINATION TO

THEIR PLANNERS

WITH SUPPORTIVE

MESSAGING,

VIDEO CONTENT,

DOWNLOADS
AND MORE!
HOAG DONATION:

NEWPORT BEACH

MARRIOTT HOTEL &

SPA AND NB&CO
PARTNERSHIP;
DONATION OF 8,000

ROLLS OF TOILET
PAPER TO 500

FRONTLINE

HOAG WORKERS

SUGAR N SPICE

PARTNER

APPRECIATION
INITIATIVE:

GROUP SALES SHOWED

THEIR SUPPORT OF

TBID HOTEL ST
AFF

WITH AN ONSITE

VISIT, DELIVERING

FROZEN TREATS AND
BOOS

TING MORALE

FASHION ISLAND

VISITOR

CENTER CLOSED
3 CONCIERGE

EMPLOYEES LAID OFF
1 TOT EMPLOYEE LEFT

TO TAKE ANOTHER JOB
5 TOT EMPLOYEE LAYOFFS
3 TBID EMPLOYEE LAYOFFS
3 TBID FURLOUGHED EMPLOYEES BROUGHT BACK
APRIL 1, 2020
MAY 1, 2020
JUNE 1, 2020 NET

INCOME OF
$942,097
for TBID
NET

INCOME OF
$698
,319
for TOT

NEWPORT BEACH

RESTAURANT MONTH

FIRST-EVER RESTAURANT

MONTH DEBUTS, DROVE

THOUSANDS OF DINERS

THROUGH THE DOORS OF
LOCAL RESTAURANTS. SAFE
AND INNOVATIVE “DRIVE IN
AND DINE” MEDIA

EVENT HELD

NEWPORT BEACH & COMPANY
COVID-19 PANDEMIC
RESPONSE & ACTION PLAN YEAR 1

VNB IS THE FIRST TO

LAUNCH A ONE-STOP
DINING HUB:

TAKE OUT, CURBSIDE

PICK-UP AND DELIVERY

NEWPORT BEACH & COMPANY KEY PANDEMIC METRICS

NEWPORT BEACH & COMPANY

RESPONSE
COVID-19 EVENT

ADMINISTRATION

GROUP SALES

LEISURE MARKETING
12-9
12 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 13

CA OPENS WITH NO

CAPACITY/RESTRICTIONS

GOVERNOR ANNOUNCED THE

REOPENING OF CA TOURISM

INDUSTRY AND LED WITH THE

DREAM VACATIONS PACKAGES DELTA VARIANT

NEWPORT BEACH

RESTAURANT WEEK
TWO-WEEK DINE LOCAL.

SUPPORT LOCAL. NBRW

PREMIERS WITH DIGITAL

PASS FOR DINERS
MEETINGSNB.COM

SITE LAUNCH

COMPLETELY REIMAGINED
SITE. FEATURES INCLUDE

PARTNER LISTINGS WITH

FLOORPLANS AND CAP

CHARTS APPROPRIATE FOR

POST-PANDEMIC PLANNING,

EXPANDED MEDIA LIBRARIES,
VIDEO CONTENT AND MORE!
1,000 REASONS

TO MEET IN

NEWPORT
BEACH

PROMOTION

OFFERED A
$1,000 AMEX

GIFT CARD FOR

PROGRAMS

SOURCED BY
7/15/21 AND

ACTUALIZED
BY 12/31/21

EXPEDIA
SPRING

CAMPAIGN

LAUNCHED A

SPRING EXPEDIA

CAMPAIGN WHICH

SPOTLIGHTS

VISITATION FOR

DESTINATION AND

HOTEL PARTNERS

VNB CREATES

FIRST-EVER JOB FAIR
TO AS

SIST WITH

HOSPITALITY

LABOR SHORTAGE
LOCAL

TASTEMAKERS

CAMPAIGN

DIGITAL CONTENT

CAMPAIGN CREATED

TO SPOTLIGHT LOCAL

RESTAURANTEURS

LOVE MEETINGS

CAMPAIGN

GROUP SALES

KEEPS MEETINGS

SAFE BY SENDING

GIFT PACKAGES TO

LOCAL PLANNERS

WITH BRANDED VNB

MASKS AND

PERSONALIZED

OUTREACH

MESSAGES
2021 2022

JAN FEB MARCH APRIL MAY JUNE JUL Y AUG SEPT OCT NOV DEC JAN FEB MARCH

MASK MANDATE

ENDS IN CA

FLOAT WITH US

SPRING CAMPAIGN

MULTI-CHANNEL

CAMPAIGN WITH

BROADCAST, OOH AND

DISPLAY ADVERTISING

LEVEL UP

PROMOTION

FIRST-EVER THIRD-PARTY

PROMOTION OFFERING

ADDITIONAL REWARDS

DIRECTLY TO THE

PLANNER
APRÈS SKI SEA

WINTER CAMPAIGN

ROBUST AD CAMPAIGN

EXECUTED IN

STRATEGIC DRIVE

MARKETS

NEWPORT BEACH

CHRISTMAS BOAT PARADE

RETURNS WITH MEDIA EVENT

AND FIRST-EVER HOLIDAY

MARKET ON OPENING NIGHT

NEW TRADESHOW
BOOT
H

RETURN TO IMEX

WITH REBRANDED

TRADESHOW

BOOTH LOOK-AND-FEEL

AND FULLY-STAFFED TEAM
BALBOA BAY RESORT | HYATT REGENCY JOHN WAYNE AIRPORT NEWPORT BEACH | HYATT REGENCY NEWPORT BEACH LIDO HOUSE | NEWPORT BEACH MARRIOTT BAYVIEW | RENAISSANCE NEWPORT BEACH HOTEL | VEA NEWPORT BEACH EXCLUSIVE OFFER FOR 3RD P ARTIES!
READY TO EARN MORE AND LEVEL UP WITH US? VISIT NEWPORT BEACH VALUES OUR 3RD PARTY CLIENTS.

NOW, MORE THAN EVER, YOU DESERVE SOME EXTRA RECOGNITION WITH OUR NEW ELEVATED OFFER! BEGIN EARNING WITH OUR SIGNATURE RFP PROMOTION:

BOOK YOUR MEETING
Book an event* sourced through Visit Newport Beach
and you’ll receive a $300 AMEX gift card.
... THEN, LEVEL UP!
Earn your final gift card once your program actualizes.

NEW! THE $500/$1,000/$1,500 AMEX GIFT CARD OFFER:
3RD party clients receive additional gift card rewards based on total contracted rooms when program actualizes:
$500: 75-250 rooms $1,000: 251-500 rooms $1,500: 501+ rooms

SUBMIT YOUR RFP
Receive a $50 Target gift card just for submitting a qualified RFP* requiring 75 cumulative rooms or more. Simply copy Visit Newport Beach in Cvent or upload your RFP by visiting MeetingsNB.com.
*A qualified RFP consists of 75 rooms or more for a single meeting, converted to a viable lead in a participating Newport Beach hotel. RFP must be sourced directly to Visit Newport Beach. A maximum of 3 RFP gift cards will be given to any one planner per year. A qualified event must be booked at a Visit Newport Beach partner hotel. Level Up offer valid for 3rd party planners only. Gift card amount may be subject to change based on room night performance. Some limitations apply. Subject to change without notice. Sponsor: Visit Newport Beach, Inc.

OFFER VALID FOR NEW MEETINGS BOOKED JANUARY - SEPTEMBER 2022.

MEETING MAY ACTUALIZE AT ANY FUTURE DATE.

WITH REWARDS FOR Y O U.

LEVEL UP

MID-WEEK
SUMMER

CAMPAIGN

CUSTOM VIDEO,

ADS AND CONTENT

CREATED TO DRIVE

MID-WEEK HOTEL

OCCUPANCY

MIC DENVER

FIRST TRADESHOW

WITH BOOTH

PRESENCE SINCE

BEGINNING OF
PANDEMIC.

A TOTAL OF 6 SHOWS

WERE ATTENDED
BETWEEN 2020
AND 2021

OIL SPILL RECOVERY

CAMPAIGN

ORANGE COUNTY COASTAL

TOURISM ALLIANCE
FORMED WITH OC DMOs;

RESOURCE LANDING

PAGE BUILT

ANCHOR NB

RESTAURANTS

CAMPAIGN
DINE LOCAL.

SUPPORT LOCAL.

CAMPAIGN CREATED

WITH A CALL TO

COMMUNITY TO

SUPPORT LOCAL

DINING INDUSTRY

VACCINE

AVAILABLE
TO 16+
APRIL19- MA Y 2,2021
DINE LOCAL. SUPPORT LOCAL.

NEWPOR T BEACH

RESTAURANT
WEEK
DINENB.COM @DINENEWPORTBEACH
ONE
WEEK
LEFT

P ASS TODA Y!

OMNICRON VARIANT
COVID-19 BOOSTER

AVAILABLE
STAY + PLAY
HOTEL

SUPPORT

CAMPAIGN

DIGITAL

CONTENT

CAMPAIGN
VIDE
O
PACK
AGE

CREATED
FOR EA
CH

NB HOTEL

VNB IS IN THE
SPOTL
IGHT

WITH CUSTOM

CINEMATIC

COMMERCIAL

AIRED DURING
OSCARS®

NEWPORT BEACH & COMPANY KEY PANDEMIC METRICS

NEWPORT BEACH & COMPANY

RESPONSE
COVID-19

ADMINISTRATION

GROUP SALES

LEISURE MARKETING
19 NEW CAMPAIGNS

CREATED AND

LAUNCHED
76 WEEKLY

INSIGHTS
EMAILS
BLOGS
238
192

NEWSLETTERS
1,591
MEDIA

PLACEMENTS

NEWPORT BEACH & COMPANY
COVID-19 PANDEMIC
RESPONSE & ACTION PLAN YEARS 2 & 3
12-10
14 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 15 2020 RESPONSE TO COVID-19 IMPACT

IN NEWPORT BEACH WAS IMMEDIATE

NEWPORT BEACH & COMPANY

DEVELOPED THREE PHASES FOR
CO
VID-19 IMPACT RECOVERY
RECOVERY IN 2021 WAS ACHIEVED THROUGH
STR

ATEGIC RESILIENCE USING AGILE AND

DECISIVE S

ALES AND MARKETING
/zero.case./zero.case%
/one.case/zero.case./zero.case%
/two.case/zero.case./zero.case%
/three.case/zero.case./zero.case%
/four.case/zero.case./zero.case%
/five.case/zero.case./zero.case%
/six.case/zero.case./zero.case%
/seven.case/zero.case./zero.case%
/eight.case/zero.case./zero.case%
/nine.case/zero.case./zero.case%
/zero.case
/dollar.case /two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /four.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /six.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /eight.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/four.case/zero.case,/zero.case/zero.case/zero.case

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

OCCUPANCY
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING
/zero.case./zero.case%
/one.case/zero.case./zero.case%
/two.case/zero.case./zero.case%
/three.case/zero.case./zero.case%
/four.case/zero.case./zero.case%
/five.case/zero.case./zero.case%
/six.case/zero.case./zero.case%
/seven.case/zero.case./zero.case%
/eight.case/zero.case./zero.case%
/nine.case/zero.case./zero.case%
/zero.case
/five.case/zero.case
/one.case/zero.case/zero.case
/one.case/five.case/zero.case
/two.case/zero.case/zero.case
/two.case/five.case/zero.case
/three.case/zero.case/zero.case
JAN /two.case/zero.case/one.case/nine.case MAR /two.case/zero.case/one.case/nine.case MAY /two.case/zero.case/one.case/nine.case JUL /two.case/zero.case/one.case/nine.case SEP /two.case/zero.case/one.case/nine.case NOV /two.case/zero.case/one.case/nine.case JAN /two.case/zero.case/two.case/zero.case MAR /two.case/zero.case/two.case/zero.case MAY /two.case/zero.case/two.case/zero.case JUL /two.case/zero.case/two.case/zero.case SEP /two.case/zero.case/two.case/zero.case NOV /two.case/zero.case/two.case/zero.case JAN /two.case/zero.case/two.case/one.case MAR /two.case/zero.case/two.case/one.case MAY /two.case/zero.case/two.case/one.case JUL /two.case/zero.case/two.case/one.case SEP /two.case/zero.case/two.case/one.case NOV /two.case/zero.case/two.case/one.case JAN /two.case/zero.case/two.case/two.case OCCUPANCY RATE /parenleft.case%/parenright.case REVPAR
/zero.case
/five.case/zero.case
/one.case/zero.case/zero.case
/one.case/five.case/zero.case
/two.case/zero.case/zero.case
/two.case/five.case/zero.case
/three.case/zero.case/zero.case
/three.case/five.case/zero.case
/four.case/zero.case/zero.case
JAN /two.case/zero.case/one.case/nine.case MAR /two.case/zero.case/one.case/nine.case MAY /two.case/zero.case/one.case/nine.case JUL /two.case/zero.case/one.case/nine.case SEP /two.case/zero.case/one.case/nine.case NOV /two.case/zero.case/one.case/nine.case JAN /two.case/zero.case/two.case/zero.case MAR /two.case/zero.case/two.case/zero.case MAY /two.case/zero.case/two.case/zero.case JUL /two.case/zero.case/two.case/zero.case SEP /two.case/zero.case/two.case/zero.case NOV /two.case/zero.case/two.case/zero.case JAN /two.case/zero.case/two.case/one.case MAR /two.case/zero.case/two.case/one.case MAY /two.case/zero.case/two.case/one.case JUL /two.case/zero.case/two.case/one.case SEP /two.case/zero.case/two.case/one.case NOV /two.case/zero.case/two.case/one.case JAN /two.case/zero.case/two.case/two.case

ADR REVPAR
/zero.case./zero.case%
/one.case/zero.case./zero.case%
/two.case/zero.case./zero.case%
/three.case/zero.case./zero.case%
/four.case/zero.case./zero.case%
/five.case/zero.case./zero.case%
/six.case/zero.case./zero.case%
/seven.case/zero.case./zero.case%
/eight.case/zero.case./zero.case%
/zero.case
/dollar.case /five.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/five.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /two.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /two.case/five.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /three.case/zero.case/zero.case,/zero.case/zero.case/zero.case JAN
/two.case/zero.case/two.case/zero.case PEAK SPEND

FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
/zero.case./zero.case%
/one.case/zero.case./zero.case%
/two.case/zero.case./zero.case%
/three.case/zero.case./zero.case%
/four.case/zero.case./zero.case%
/five.case/zero.case./zero.case%
/six.case/zero.case./zero.case%
/seven.case/zero.case./zero.case%
/eight.case/zero.case./zero.case%
/zero.case
/five.case/zero.case/zero.case/zero.case/zero.case
/one.case/zero.case/zero.case/zero.case/zero.case/zero.case /one.case/five.case/zero.case/zero.case/zero.case/zero.case /two.case/zero.case/zero.case/zero.case/zero.case/zero.case /two.case/five.case/zero.case/zero.case/zero.case/zero.case /three.case/zero.case/zero.case/zero.case/zero.case/zero.case /two.case/zero.case/one.case/nine.case
AVG/colon.case JAN/hyphen.caseDEC
/two.case/zero.case/two.case/zero.case
AVG/colon.case JAN/hyphen.caseDEC
/two.case/zero.case/two.case/one.case
AVG/colon.case JAN/hyphen.caseDEC
/two.case/zero.case/two.case/two.case
AVG/colon.case JAN/hyphen.caseMAR
/bullet.case MASK MANDATE BEGINS
/bullet.case SUMMER CAMPAIGN BEGINS
/two.case/zero.case/two.case/zero.case
/bullet.case DRIVE & DINE
/bullet.case EXPEDIA CAMPAIGN
/bullet.case LIVE CAMS
/bullet.case VIRTUAL CLASSES

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING

STAY & PLAY
BEGINS

CHRISTMAS
BOAT
PARADE

EXPEDIA
SPRING

CAMPAIGN
BEGINS

RESTAURANT
WEEK
BEGINS
SUMMER

CAMPAIGN
BEGINS
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING
/two.case/zero.case/two.case/one.case

QUARANTINE
/zero.case./zero.case%
/one.case/zero.case./zero.case%
/two.case/zero.case./zero.case%
/three.case/zero.case./zero.case%
/four.case/zero.case./zero.case%
/five.case/zero.case./zero.case%
/six.case/zero.case./zero.case%
/seven.case/zero.case./zero.case%
/eight.case/zero.case./zero.case%
/nine.case/zero.case./zero.case%
/zero.case
/dollar.case /two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /four.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /six.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /eight.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/four.case/zero.case,/zero.case/zero.case/zero.case

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

OCCUPANCY
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING

STAY & PLAY
BEGINS

CHRISTMAS
BOAT
PARADE

EXPEDIA
SPRING

CAMPAIGN
BEGINS

RESTAURANT
WEEK
BEGINS
SUMMER

CAMPAIGN
BEGINS
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING
/two.case/zero.case/two.case/one.case

QUARANTINE
SOURCES: STR, ZARTICO
SOURCES: STR, ZARTICO

RESPOND
Manage revenue continuity with
innovative marketing tactics that
drive business to Newport Beach
within the mandated Federal
and State regulations.

RECOVER
Re-imagine marketing with
search for ne
w opportunities to
build resilience to navigate
future shocks while

becoming stronger
.

THRIVE
Plan and execute
imaginative marketing
to expand and
amplify success in the
”new normal”
Newport Beach & Company, Visit Newport Beach, and its business-units sprang into action—protect our staff, inform visitors and meeting planners, preserve the budget, renegotiate contracts, execute contract “out clauses,” filter out false information and rumors, close international offices and Fashion Island Visitor C
enter, write a new COVID-19 Business Plan and sadly furlough or reduce staff, reduce salaries, cut bonuses and temporarily remove non-essential benefits. These swift actions led to a financially solv
ent organization that led its peers in average daily rate and, in many cases, occupancy rates during some of the most difficult circumstances.

The unprecedented global pandemic brought ever-changing restrictions, closures, mask mandates, beach closures, capacity limits, quarantines, and travel bans. These orders and restrictions led to traveler confusion, cancellations and introduced many new visitor concerns.

During that first summer of the pandemic, r
acial tensions escalated as the Black Lives Matter
movemen
t went global, including marches in Corona del Mar and Balboa Peninsula following the murder of George Floyd by Minneapolis police officers. Protests, combined with the politicization of masks, an incumben
t president facing impeachment, and a chaotic election season, all combined for a very tricky and tenuous messaging tight rope for Newport Beach & Company.

In early Spring 2021, widespread vaccine distribution enabled state and local municipalities to lift some travel restrictions, which raised hope of a new normal and released pent-up travel demand.

Summer 2021 served to be a stronger-than-expected leisure travel season for Newport Beach.

Carefully crafted messaging and promotional-driven marketing, 365-days-a-year ad campaigns, and safely attended tradeshows became the standard as Newport Beach & Company started its new fiscal year during the pandemic. Ho
wever, variants like Delta and Omicron became more than speed bumps and nearly shut down many t
ourism and hospitality sectors in January 2022.

As many Americans begin receiving their third vaccine booster shots, this new normal provides hope for the next few years. Still, glimmers of an economic slowdown begin to surface through slower home sales, rising inflation, and the constant threat of more lethal and communicable variants. 12-11
16 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 17

NEWPORT BEACH THRIVED THROUGH

AN UNDERSTANDING AND ANSWERING

OF DEMAND SIGNALS
/zero.case./zero.case%
/one.case/zero.case./zero.case%
/two.case/zero.case./zero.case%
/three.case/zero.case./zero.case%
/four.case/zero.case./zero.case%
/five.case/zero.case./zero.case%
/six.case/zero.case./zero.case%
/seven.case/zero.case./zero.case%
/eight.case/zero.case./zero.case%
/nine.case/zero.case./zero.case%
/zero.case
/dollar.case /two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /four.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /six.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /eight.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/four.case/zero.case,/zero.case/zero.case/zero.case

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

OCCUPANCY
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING

STAY & PLAY
BEGINS

CHRISTMAS
BOAT
PARADE

EXPEDIA
SPRING

CAMPAIGN
BEGINS

RESTAURANT
WEEK
BEGINS
SUMMER

CAMPAIGN
BEGINS
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING
/two.case/zero.case/two.case/one.case

QUARANTINE
SOURCES: STR, ZARTICO
Category spend is outpacing 2019 levels
Occup
ancy rates are trending in a positive direction
with str
ong run rates based on 4Q2022
2022 run rates reflect continued pace of increased
spend and Oc
cupancy Rates (%)

SUCCESS DURING RESPONSE AND

RECOVERY CAN ALSO BE FOUND IN HOTELS
/zero.case./zero.case%
/one.case/zero.case./zero.case%
/two.case/zero.case./zero.case%
/three.case/zero.case./zero.case%
/four.case/zero.case./zero.case%
/five.case/zero.case./zero.case%
/six.case/zero.case./zero.case%
/seven.case/zero.case./zero.case%
/eight.case/zero.case./zero.case%
/nine.case/zero.case./zero.case%
/zero.case
/dollar.case /two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /four.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /six.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /eight.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/two.case/zero.case,/zero.case/zero.case/zero.case /dollar.case /one.case/four.case/zero.case,/zero.case/zero.case/zero.case

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

OCCUPANCY
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING

STAY & PLAY
BEGINS

CHRISTMAS
BOAT
PARADE

EXPEDIA
SPRING

CAMPAIGN
BEGINS

RESTAURANT
WEEK
BEGINS
SUMMER

CAMPAIGN
BEGINS
SPEND
OCCUPANCY RATE /parenleft.case%/parenright.case

OCCUPANCY ACCOMODATIONS RETAIL SPECIALTY RETAIL DINING
/two.case/zero.case/two.case/one.case

QUARANTINE
SOURCES: STR, ZARTICO
The transition of COVID-19 from pandemic to endemic has created a new normal for Occupancy, ADR and RevPAR:
• Lower Occupancy Rates (%) in January may be attributed to new COVID-19 variants for 2 years running. • Although the latter half of 2020 reflected a muted recovery, 2021 established an increased trend of higher than 2019 ADR. • RevPAR is moving at a slower pace than ADR, but the progress continues to move in a positive direction 12-12
18 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 19 RENAISSANCE.

RESILIENCE.REINVIGORATE.

RENAISSANCE.

RESILIENCE.REINVIGORATE.

N
W
E
S

RENAISSANCERESILIENCE REINVIGORATE RENAISSANCERESILIENCE REINVIGORATE 22 LEISURE TRAVELER AUDIENCE BUSINESS PLAN
36 MEETING PLANNER AUDIENCE BUSINESS PLAN
46 LOCAL COMMUNITY AUDIENCE BUSINESS PLAN
54 CORPORA TE AUDIENCE BUSINESS PLAN
67 DESTINA TION RESEARCH, FORECASTS &
BUSINE

SS INTELLIGENCE - LEISURE & MEETINGS

AUDIENCE-BASED

BUSINESS PLANS
12-13
20 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 21

LOCAL COMMUNITY
Members and leaders of the Newport Beach community from a network of organizations including City of Newport Beach; hospitality and tourism businesses including hotel, retail, restaurant, attractions and recreation; business improvement districts (BIDs), merchant associations; event organizers; destination marketing organizations; relevant associations; local residents and government officials.

CORPORATE
Newport Beach & Company and Visit Newport Beach staff, executive team, executive committee and board of directors comprised of the destination’s hospitality leadership.

Leisure travelers are visitors who stay in Newport Beach that enhance the local economy through direct visitors spending at businesses and through transient
-occupancy tax (TOT) accommodations.

LEISURE TRAVELER
Meeting Planners manage the planning and operations for conferences, meetings, events in Newport Beach’s tourism business improvement district (TBID) hotels and hospitality industry businesses.

MEETING PLANNER

AUDIENCES

OVERVIEW
12-14
22 NEWPORTBEACHANDCO.COM 23FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

LEISURE

TRAVELER

AUDIENCE
FUTURE
MAP
S.W.O.T ANALYSIS

NATURAL RESOURCES
• Newport Harbor/Beaches
• Crystal Cove State Marine
Conservation Area
• Back Bay – local estuary

YEAR-ROUND

OUTDOOR WEATHER
• Biking/Hiking
• Boating/Kayaking
• Parasailing/Surfing

NEW AND REVITALIZED PROPER
TIES
• VEA Newport Beach,
A Marriott R
esort & Spa
• Pendr
y Newport Beach
• Ritz-Carlton Residences
• Restoration Hardware

VISITOR OFFERINGS
• Award-winning hotels and resorts
• 450 Restaurants, Celebrity chefs
• High-end, unique retail and
boutiques, including Fashion Island
and Lido Marina Village
• World-renowned events
• Engaging activities for all ages
• Near world-class attractions

GOVERNMENT & COMMUNITY

DEVELOPMENT
• Safe community
• Well-maintained infrastructure
• Diverse neighborhoods
• Clean, efficient airport (SNA)
• Moderate distance from
LAX, LGB and ONT

TRAVELER PATTERNS
• Short length of stay
• High rate of day-trip versus overnight
• Low winter occupancy

LIMITED BEACHFRONT HOTELS

PARKING AND PUBLIC

TRANSPORTATION OPTIONS

LIMITED IN-CITY ATTRACTIONS

LIMITED NATIONAL/INTERNATIONAL

AWARENESS
.............................................................. ..........................................................................................................................................

EXPANDED VISITOR MARKETS
• Second-and Third-tier domestic markets
• International efforts
• Niche audiences
• Business/Frequent Individual Traveler (FIT)

LEISURE / SALES PARTNERSHIPS

STATE AND NATIONAL TOURISM

MARKETING EFF
ORTS

ACCLAIMED EVENTS

VISITING FRIENDS AND
RELA

TIVES (VFR) TRAVEL

CONSUMER/TRAVEL SENTIMENT

WARD TRAVEL

NEW TRAVEL TRENDS

SHARING ECONOMY
TEMPERATE COVID-19

RES

TRICTIONS VERSUS

S ANGELES

VISITOR-TRANSPORTATION

OPPOR

TUNITIES
(TROLLEY)

WEATHER AND ENVIRONMENTAL

HAZARDS

COASTAL COMPETITION/NATIONAL

COMPETITION

ECONOMIC UNCERTAINTY
TRA

VEL BANS, LAPTOP BANS,

VISA APPROVALS,

IMMIGRATION ISSUES
CO
VID-19 & FUTURE PANDEMICS
• Future possible variants being
vaccine resistant
• Vaccine hesitancy in U.S.
population
• Va
ccine availability and usage in
top international in-bound markets
• Requirements for “Vaccine Passports”
from/to international markets
• Requirements for “Vaccine Passports”
to attend large-scale
ev
ents/meetings
• Pandemic - Induced Recession
• Pandemic shutdowns/Quarantines
• Travel Bans on international travel

ECONOMIC INFLATION OR

STAGNATION
WORKFORCE: COMPETITIVE SALARIES

AND LIMITED STAFF

ORANGE COUNTY/HUNTINGTON

BEA

CH PERCEPTIONS/

MISPERCEPTIONS

INTERNATIONAL CURRENCY

EXCHANGE RATE FLUCTUATIONS

POLITICAL UNCERTAINTY/INSTABILITY
.......................................................... ......................................................... ...........................
...................................

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS
12-15
24 NEWPORTBEACHANDCO.COM

FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

LEISURE TRAVELER AUDIENCE

BUSINESS OBJECTIVES
Tourism plays a vital role in the Newport Beach economy via its positive impact on employment opportunities, income generation, infrastructure development and improvement in social services such as telecommunications and banking services.

Visitors to Newport Beach spend significant dollars at hotels, restaurants, attractions, retail and local businesses making tourism one of the purest and most lucrative forms of economic development.

As we pivot as an organization to new leisure marketing challenges and opportunities, Newport Beach & Company looks forward to generating incremental visitor spending by emphasizing the luxury renaissance in our hotel, resort, and retail product, while promoting and marketing our resilient partners, hotels, local investors and residents that will reinvigorate our mojo, spirit and results as destination marketers in fiscal years 2023 and 2024.

Newport Beach & Company will fully utilize its cross-functional leisure traveler marketing to accomplish the objectives set forth in this plan. Marketing, communications, advertising, digital, media relations and meetings services will leverage their relationships to work together to keep Newport Beach at the forefront of travel trends and drive incremental visitation and spend to Newport Beach.

By leveraging all of the marketing team’s resources, the cross-departmental team developed this integrated business plan for the leisure traveler customer segment where objectives are quantifiable goals, strategies are executed to objectives through imaginative marketing, and tactics are projects that support overarching strategies.

OBJECTIVE 1

GENERATE INCREASED

LEISURE TRAVEL SPEND
OBJECTIVE 3

GO GLOBAL
OBJECTIVE 4

GO DIGITAL
OBJECTIVE 2

SPARK A PASSION FOR

NEWPORT BEACH
25 12-16
26 NEWPORTBEACHANDCO.COM 27FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN STRATEGY 2:

Leverage organic social media to increase reach to target audience TACTICS:
• Plan and execute highly targ eted influencer marketing to coincide with paid media campaigns to generate increased earned media exposure and boost brand awareness.
• Leverage Newport Beach & Company owned digital assets to extend customer engagement. • Deploy stimulating and compelling content to advance search engine optimization (SEO) for higher results ranking.
• Strengthen customer engagement with useful and stimulating content.

STRATEGY 3:

Convert day-trippers to overnight guests

TA
CTICS:
• Expand marketing to feeder markets leveraging proximity to John Wayne Airport to convert awareness to overnight visitation • Develop packages with hotel, retail, and dining partners to offer vacation packages during need periods.
• Include new destination fea tures in media messaging to create emotive desire to stay.

STRATEGY 1:

Re-imagine marketing to develop integrated multi-media campaigns that highlight Newport Beach as a desired destination.

Utilize quantitative and qualitative data to develop highly targeted and cohesive marketing campaigns to con
vert consumers to Newport Beach overnight visitors.

TA
CTICS:
• Plan and execute imaginativ e marketing executions that will increase reach and frequency of Newport Beach brand as a desired destination.
• Optimize media placement using industry resources for strategic placement of messaging to new and existing Newport Beach leisure targets.
• Ensure all marketing creative encourages visitors to travel mid-week, specific holiday and slower periods when Newport Beach hotels and resorts need business the most. • Leverage media relationships to spread message through media sources while promoting participating partners.
• Elevate marketing execution with test marketing and by prioritizing and tiering feeder markets. • Plan quarterly marketing calendar to g uide strategy, messaging and timing of all tactics.

OBJECTIVE 1 - LEISURE TRAVELER
GENERA

TE INCREASED LEISURE

TRAVEL SPEND

IMPLEMENT MULTI-CHANNEL MARKETING EXECUTIONS TARGETING LEISURE TRAVELERS TO GENERATE AT LEAST $40M IN ECONOMIC IMPACT TO NEWPORT

BEACH VIA HOTEL, SHORT-TERM RENTALS, RETAIL, RESTAURANTS AND OTHER VISITOR-SUPPORTED BUSINESSES.
12-17
28 NEWPORTBEACHANDCO.COM 29FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN STRATEGY 1:

Promote Newport Beach’s Luxury Renaissance through Targeted Marketing, Content, Adv
ertising and all Communications
TACTICS:
• Leverage emotive and visual creative within appropriate media channels that will best sho
wcase Newport Beach and its new luxury hotel, resort and retail partners. • Utilize revised demographic profile and elevated personas in all advertising plans to reach ultra-high net worth travelers.
• Understand awareness pain points and address within creative with visuals and language. • Develop smaller marketing plan targeting the luxury traveler and luxury travel agent partner who best matches our new luxury product offering. • Host Visit California’s Luxury Forum in 2024.
• Create clear differentiation from competing destinations to generate interest that will motiv
ate action.
• Employ imaginative marketing tactics to increase reach and frequency of paid ads. • Position Newport Beach as a distinctive and unique destination to satiate post COVID-19 pent up desire to travel.
• Integrate and leverage new luxury destination assets in communications and collateral.

STRATEGY 2:

Expand avenues for engagement by leveraging organic social media to extend and height
en brand awareness
TACTICS:
• Utilize each platform to deliver on its unique purpose and distinct demographics to strengthen customer engagement with Newport Beach.
• Communicate brand values to create a personalized connection via regularly scheduled content and messaging.
• Deliver brand validation as a desired destination through visual storytelling, updated posts and blogs.
• Extend customer engagement and develop followers’ invested interaction in Newport Beach brand.
• Advance SEO rankings with consistent and steady posts.

STRATEGY 3:

Digital destination storytelling in paid, owned and earned media to increase brand aw
areness and destination knowledge
TA CTICS:
• Re-think, re-design and re-ignite VisitNewportBeach.com homepage with reima
gined digital storytelling that will guide visitor from interest to action. • Create emotionally impactful content to fuel desire.

OBJECTIVE 2 - LEISURE TRAVELER

SPARK P

ASSION FOR

NEWPORT BEACH

INCREASE BRAND AWARENESS FOR NEWPORT BEACH AND ITS

LUXURY RENAISSANCE THROUGH EMOTIVE AND ACTION-DRIVEN

INITIATIVES THAT INCREASE BRAND AWARENESS AND VISITATION OBJECTIVE 3 - LEISURE TRAVELER

GO GLOB
AL
UNCAP NEWPORT BEACH’S GROWTH POTENTIAL WITH

INTERNATIONAL MARKETING
STRATEGY 1:

Prioritize, explore and activate re-entry into the top international feeder markets to Newport Beach to increase international visitation and visitor spending within destination TA
CTICS:
• Through big data, credit-card tracking reports, trends and visitor profiles, evaluate opportunities to executive imaginative marketing that will best showcase Newport Beach as destination.
• Explore new public relations and travel-trade representation firms in those top chosen markets to find the best capable and more equipped agency to generate the most brand awareness and travel to Newport Beach in the post-Covid-19 world. • Explore expansion of marketing footprint reach in existing international markets (China, Middle East and United Kingdom).
• Deploy consumer advertising campaigns and events prior to need periods to accommodate travel time.
• Explore expansion of marketing into new global markets.

STRATEGY 2:

Educate international travelers on newport beach and drive incremental visitation from ea
ch target international market
TACTICS:
• Expand digital marketing to a global scale to create a greater impact through visual story-telling. • Develop and deploy in-language website landing page to increase awareness and trust. • Re-imagine and develop marketing opportunities London’s Newport Beach Film Festival U.K. Honours event leading up to the British Academy of Film & Television Arts (BAFTA) Awards. 12-18

30 NEWPORTBEACHANDCO.COM 31FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN STRATEGY 1:

Utilize multiple digital marketing channels to maximize two-way communications and improve ROI for Newport Beach
TACTICS:
• Adapt creative to different platforms to better tailor the advertising to different individual guests rather than a large coherent audience.
• Set SMART (specific, measurable, actionable, relevant, and time-bound) objectives to define customer-centric value proposition (wellness, luxury, retail, outdoor sports, family, etc.). • Transition mass email to micro-targeted email marketing to provide a direct, but personalized communication to further increase loyalty and awareness. • Continue to enhance and expand all metrics and analytics to better understand the destination’s key customers and implement appropriate digital marketing strategies that address consumer searches.

STRATEGY 2:

Use digital marketing to communicate a visually evocative reason to visit while building awareness
TACTICS:
• Leverage programmatic, organic and social media to initiate an emotional connection and create an incentive for visitation.
• Increase Video advertising for destination storytelling to stimulate the senses and create a sensory response that results in visit to Newport Beach. • Utilize multiple platforms to promote events, news and incentives. • Address increased device usage by using dynamic digital marketing to retain focus on the Visit Newport Beach narra tive.

STRATEGY 3:

Establish a new personalized digital connection via new destination website and mobile-based platform
TACTICS:
• Develop and launch a completely new destination website that is also dynamic for mobile devices to enhance and elev ate the customer’s online experience within www.VisitNewportBeach.com
• Develop content marketing including new luxury content, stories, videos and blogs to offer helpful information that will hold customer attention with goal of influencing visitation as well as create destination awareness.
• Leverage Ask Marina within new website to create and cement an AI-based, personalized concierge service for discovery of Newport Beach.

OBJECTIVE 4 - LEISURE TRAVELER

GO DIGITAL

LEVERAGE DIGITAL MARKETING TO REACH CUSTOMER THROUGH

ENGAGEMENT TO INCREASE VISITATION TO NEWPORT BEACH

BY PROVIDING PERSONALIZED INFORMATION FOR TARGETED
CUSTOMERS BASED ON THEIR SPECIFIC ACTIVITIES AND SEARCHES. 12-19

32 NEWPORTBEACHANDCO.COM 33FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN FY2023 & FY2024

LEISURE TRAVELER AUDIENCE

INITIATIVE CALENDAR
4TH OF JULY LABOR DAY THANKSGIVING CHRISTMAS/HANUKKAH MLK DAY PRESIDENT’S DAY ST. PATRICK’S DAY EASTER/PASSOVER MEMORIAL DAY 2023 & 2024 POLITICAL WINDOW: GENERAL 2024 POLITICAL CAMPAIGN WINDOW: PRIMARY 2024 POLITICAL WINDOW: GENERAL

EMMY AWARDS BAFTA AWARDS ACADEMY AWARDS

SUMMER BREAK WINTER BREAK SPRING BREAK

WAVE & SKI SEASON

FIRE SEASON HURRICANE SEASON & FIRE SEASON SKI SEASON BLIZZARD SEASON FIRE SEASON COVID-19 VARIANT SEASON

SUMMER PEAK SEASON (STRONG PERIOD) FALL SHOULDER SEASON (SOFT PERIOD) WINTER OFF SEASON (NEED PERIOD) WINTER OFF SEASON (NEED PERIOD) SPRING SHOULDER SEASON (SOFT PERIOD) SUMMER PEAK SEASON (STRONG PERIOD)

VISIT NEWPORT BEACH

BRAND ADVERTISING CAMPAIGN BRAND ADVERTISING CAMPAIGN BRAND ADVERTISING CAMPAIGN BRAND ADVERTISING CAMPAIGN BRAND ADVERTISING CAMPAIGN BRAND ADVERTISING

CAMPAIGN

SUMMER LEISURE CAMPAIGN FALL LEISURE CAMPAIGN WINTER LEISURE CAMPAIGN WINTER LEISURE CAMPAIGN SPRING LEISURE CAMPAIGN SUMMER LEISURE

CAMPAIGN

NEWPORT BEACH FILM

FESTIVAL

NEWPORT BEACH

CHRISTMAS BOAT
PARADE

HOAG CLASSIC

CORONA DEL MAR

RESTAURANT WEEK

NEWPORT BEACH

JAZZ FESTIVAL

PENDRY NEWPORT

BEACH HOTEL OPENING
SUMMER 2023

VEA NEWPORT BEACH
OPENING JUNE 2022

CLASSIC

JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE

HOLIDAYS, NATIONAL, EVENTS,

SEASONALITY & WEATHER
RH GALLERY FASHION ISLAND OPENS SPRING 2024

MARKETING CAMPAIGN HOLIDAYS EVENTS
FY2023 FY2024
12-20

34 NEWPORTBEACHANDCO.COM 35FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

NEW LEISURE TRAVELER

PERSONAS
Newport Beach & Company partnered with Destination Analysts to conduct market research to identify and develop key audience personas. Once the preliminary information was collected from 14 feeder markets, insights were filtered against the GlobalWebIndex marketing research tool to gain additional insights for persona development. Seven high-value prospect groups emerged as the most likely to be attracted to Newport Beach destination vacation offerings.

Drawn to beach destinations and activities,
these family travelers pursue vacations
that align with their active outdoor lifestyle.

While interested in the quintessential
California beach experience, they also have
a willingness to invest in Newport Beach’s
premium experiences when it comes to
dining out, cultural outings and more.

Highly educated with postgraduate degrees,
this group ranges between 45-54 and are
married with 1-2 children.

BEACH GOERS/FAMILY
Characterized by their desire to seek out
notable, exclusive destinations, this audience
lives for on-trend experiences that can
be showcased on their expertly curated
social media feeds. They are exhilarated by
spontaneous opportunities to try something
new, from Instagram-worthy accommodations
to culinary hot spots. Nightlife, exceptional
restaurants and premium products in
Newport Beach are of great interest for this
group, which ranges from 25-54 but skews
slightly younger.

BUZZ BOUND
An accomplished, well-educated group
with discerning taste, these travelers are
drawn to the luxe amenities and bespoke
offerings of Newport Beach’s five-star
resorts. They are willing to invest in
high-end experiences across all luxury
categories, from exceptional cuisine to
exclusive designer fashions to premium
products that showcase the region’s
unique culture and traditions. This affluent
group, which skews toward the 35-54 age
range, has an HHI upward of $200K.

THE LUXURY TRAVELER
This persona finds joy in discovering
regional and local cuisine, documenting
each experience on social media to bring
followers along on their culinary travels.

Dining out is more than just an activity
for this group; it is a journey that begins
with significant research into restaurants
with the most unique atmospheres and
food not readily available in their area.

Once committed to a destination, they are
likely to become brand evangelists who
return to explore the ever-evolving culinary
landscape. Though demographics fall in the
35-54 range and a majority are married with
children, all ages are represented in this
audience segment.

CULINARY CONNOISSEUR
12-21

36 NEWPORTBEACHANDCO.COM 37FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

MEETING

PLANNER

AUDIENCE
FUTURE
MAP
S.W.O.T ANALYSIS

STRONG HOTEL SUPPORT OF

TBID AND VISIT NEWPORT BEACH

SALES TEAM

EXPERIENCED INTERNAL SALES

STAFF PROVIDING CONTINUITY/
TENURE

REVITALIZED HOTEL PRODUCT,

INCLUDING NEW PREMIUM

OFFERINGS

STRONG, ROBUST THIRD-PARTY

PARTNERSHIPS

DESTINATION APPEAL
• Outdoor experiences
• Newport Harbor and beaches
• Coastal chic properties
• Luxury shopping

BOUTIQUE DESTINATION TREND,

EVEN MORE SO POST-PANDEMIC

ACCESSIBLE/AFFORDABLE LUXURY

CELEBRITY APPEAL

BRAND RECOGNITION FOR DISTINCT

HIGH-END EXPERIENCES AND

UNIQUE COASTAL APPEAL

NO CENTRAL, WALKABLE

NIGHTLIFE DIRECTLY

ACCESSIBLE FROM MEETING SPACES

LIMITED ORANGE COUNTY

AIR ACCESS TO

SOME MAJOR MARKETS

LACK OF VARIETY OF HOTEL

PROPERTIES
• Only two TBID hotel brands in the
destination (Marriott, Hyatt)
• No TBID five-star resort properties
or beachfront hotels

LIMITED NUMBER OF UNIQUE, OFF-SITE

VENUES FOR LARGE GROUP
LACK OF “HIGH-TOUCH”

EXPERIENCES

COMMISSION STRUCTURE OF

PORTFOLIO

NO ONSITE GOLF AT TBID HOTELS

AND RESORTS

................................................................. ............................................................................ ............................................................... .............................................................................................

EXPANSION OF CORPORATE END-USERS

IN SOUTHERN CALIFORNIA REGION

ONBOARDING AND CONTINUED

ENGAGEMENT WITH NEW AND EXISTING

TBID PARTNERS

INCREASED CUSTOMER AWARENESS OF

DESTINATION LOCATION FOR MEETINGS

EXPANDED AIRLIFT/DIRECT FLIGHTS

(SNA, LGB)

BROADENING EXPOSURE FOR OUR

HIGH-END HOTELS, NOW INCLUDING

VEA NEWPORT BEACH, A MARRIOTT

RESORT & SPA AND PENDRY

INTEGRATED MARKETING CAMPAIGN

TARGETING LUXURY AUDIENCE

LEVERAGING ALL INDUSTRY

PARTNERSHIPS

ENHANCED INCENTIVES FOR

THIRD PARTIES

UNCERTAINTY OF HOW PLANNERS

AND ATTENDEES DETERMINE SAFETY

OF TRAVEL AND MEETINGS
COVID-19: IMPACT OF VARIANTS,

VACCINES, STATE/FEDERAL

MANDATES

NEIGHBORING/LOCAL FIVE-STAR

PROPERTIES COMPETITORS OFFERING

ADDITIONAL FINANCIAL SUPPORT,

LEVERAGING HIGH-PROFILE

PARTNERSHIPS, ETC.

LOCAL ASSETS LEVERAGED BY

COMPETITORS

LACK OF DIFFERENTIATION WITH

LOS ANGELES COUNTY

........................................................... .......................................................... ..........................................
..................................

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS
12-22

38 NEWPORTBEACHANDCO.COM 39FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN OBJECTIVE 1

GROW CONFIRMED LUXURY

MEETING BOOKINGS
OBJECTIVE 3

UNDERSTAND AND ELEVATE

PLANNERS THROUGH DATA

INTELLIGENCE
OBJECTIVE 2

ESTABLISH AND REINFORCE

VISIT NEWPORT BEACH AS AN

ESSENTIAL BUSINESS PARTNER

MEETING PLANNER AUDIENCE

BUSINESS OBJECTIVES
Newport Beach & Company and Visit Newport Beach, Inc. jointly present this fully integrated group sales, meeting services, marketing, digital marketing, public relations and communications plan to attract meetings and conferences and subsequent economic impact to Newport Beach and its Tourism Business Improvement District (TBID) hotel partners for fiscal years 2023 and 2024.

The challenges set by the lingering effects of the COVID-19 pandemic and its dramatic, negative impact on live, in-person meetings and conferences have completely changed the meetings, conferences, and convention landscape in our industry— perhaps for the long-term. The transition to hybrid meetings (both virtual and live, in-person meetings) may be here to stay. Videoconferencing and the new era of Zoom meetings—also may have permanently changed the way groups, companies and associations conduct future meetings or large gatherings of employees, attendees or stakeholders.

The evergreen opportunities of the increasing role of intermediaries in the meeting-planning process, combined with the constant struggle to always establish the value of partnership with a DMO, continue to be a balancing act in third-party partnerships, marketing and messaging the value proposition of working with Visit Newport Beach, Inc. Group Sales Team.

Given these headwinds, the future is bright for Newport Beach TBID hotels and resorts. The changing local hospitality landscape with TBID hotel closures and renovations has positioned our meetings product offering for a once-in-a- generation luxury renaissance. The reimagination of the new, stunning VEA Newport Beach Resort & Spa in 2022 combined with the dramatic repositioning of Fashion Island Hotel into Pendry Newport Beach in 2023 will elevate our hotel meetings product while simultaneously raising the group rate at these two TBID hotels. Compression from these two re-imagined Newport Center hotels will push group rates and occupancy higher throughout the TBID hotel inventory.

As we pivot as sales and marketing organization to meet the new challenges or opportunities, Visit Newport Beach, Inc.

Group Sales & Marketing looks forward to growing awareness of the benefits of working with our Group Sales team and showcasing our partner’s luxury meetings renaissance, which showcases the hard work of our resilient hotel partners, sales teams and more. All these new luxury meetings touchpoints and campaigns will reinvigorate our spirit and pride in our amazing meetings and conferences destination.

Visit Newport Beach, Inc. (TBID) Group Sales & Marketing Team is uniquely positioned to capitalize on this meetings recovery, which is coming at the perfect time as the reimagination and elevated meetings product comes online in 2023 and 2024. The elevated rates at VEA Newport Beach Resort & Spa and Pendry Newport Beach will add to the strength and power of the TBID budget, its hotel partners, and the Visit Newport Beach Group Sales & Marketing Team.

The cross-functional, sales and marketing teams developed this integrated business plan for the meeting-planner customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form the strategic approaches to reaching the benchmark objectives, and tactics are projects that support overarching strategies.
12-23

40 NEWPORTBEACHANDCO.COM 41FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN STRATEGY 1:

Generate content, sales support materials and targeted promotions TACTICS:
• Prioritize storytelling and destination positioning with unique itineraries (activities, dining, etc.) via website content, blogs and email communications. • Create and promote third-party planner promotions, engendering loyalty and providing extended value to the planner.
• Active SEO strategies with informative, impactful content to meet planners at each stage of their planning journey and inspire conversion.
• Email communications to deliver curated content that aligns with tradeshow participation, seasonal offers and unique destination offerings.

STRATEGY 2:

Reinforce and expand in-person and virtual tradeshow and industry partner engagement to expand awareness and build relationships.

TACTICS:
• Return to signature targeted tradeshows and industry events while investing in new luxury-focused shows with refreshed booth presence and iSales app content. • Invest in strategic event sponsorships and speaking opportunities to establish a strong continuity of industry support and expand brand presence. • Maximize tradeshow adv ertising opportunities across multiple tactics to engage pre-event, onsite and post-event.
• Leverage paid and owned PR and media opportunities to deliver dynamic and timely destination and team developments to boost planner awareness. • Engage planners with social posts featuring in-person show activities, event sponsorships and destination partner engagements.

STRATEGY 3:

Deliver highly desirable lead engagement and TBID partner support

TACTICS:
• Execute elevated familiarization tours (FAMs) with curated, branded experiences and high-touch service from destination professionals and partners. • Continue highly successful gift programs that delivers a high-impact brand presentation with personalized messaging to encourage site visits.
• Pursue viable leads via funnel outreach, incorporating tactics aimed to pull leads through the funnel. • Create targeted email campaigns, templates and curated support materials for one-to-one lead communications.
• Support TBID partners via assets, collateral and sales efforts for continued collaboration.

OBJECTIVE 1 - MEETING PLANNER

GROW CONFIRMED LUXURY

MEETING BOOKINGS

SEAMLESS INTEGRATION OF BRANDING, MESSAGING, PLANNING SUPPORT,

AND ONLINE AND OFFLINE TOUCHPOINTS AS LEADS MOVE DOWN THE SALES FUNNEL, ENABLING AN INSPIRED AND INFORMED PLANNER EXPERIENCE.

EFFORTS WILL RESULT IN $24M+ REVENUE EARNED VIA BOOKED MEETINGS

AND EVENTS, IMPACTING TBID HOTEL, RETAIL, RESTAURANT, AND GROUP EXPERIENCE DESTINATION PARTNERS.
12-24

42 NEWPORTBEACHANDCO.COM 43FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN STRATEGY 1:

Position Visit Newport Beach as an invaluable resource throughout all stages of the planning journey
TACTICS:
• Conduct ongoing exploration of post-pandemic planner and group needs and support. • Promote differentiation with competing DMOs via accredited and experienced team members, elevated service, etc.
• Create innovative solutions to address program pain points via destination partnerships and extended value propositions.
• Promote seasonal and signature offers across planner types and sponsorships that extend an event’s bottom line.

STRATEGY 2:

Expand awareness among destination partners and engaged leads

TACTICS:
• Launch targeted email communications to key market segments that follow a lead’s unique planning journey.
• Translate destination and team values using visual storytelling, templated messaging and blog content.
• Demonstrate partnership case studies via social channels and email communications. • Sustain ongoing engagement with destination partners with lead assists, FAMs, collateral and curated support.
• Continue ongoing communications with TBID partners regarding marketing, event and partnership opportunities.

STRATEGY 1:

Incorporate data from industry partnerships, studies and platforms to enhance sales strategies

TACTICS:
• Obtain information on group meetings from the live database provided by membership software program Knowland (lead assessment).
- Apply filters for comp set ho tels as determined in each search — meeting dates, size, location of ac counts, vertical markets, etc.
- Use softw are to identify the most relevant customers and make decisions on advertising, deploymen t, trade shows and events.
• Use the Cvent dashboard (competitive analysis, market trends, team efficiencies) for data on RFP and ADR performance YOY , or as measured in our comp set. Maximize other software capabilities to break down geographic regions, market segments, meeting types, sizes and times of year to help analyze where efforts and resources should be directed. • Closely follow industry studies on trends and planner insights from sources like Northstar, PCMA, MPI and Destination Analysts, as well as others, to obtain the research needed on the macro scale to bump against destination- or regional-specific perspective.

STRATEGY 2:

Translate learnings from digital marketing platforms to deliver effective messaging and experiences

TACTICS:
• Leverage Act-On email analytics for lead journey mapping, market segmentation, etc. • Optimize website via SEO and digital campaign tracking using strategic UTM tagging, etc. • Continue to enhance and expand all metrics and analytics to better understand the destination’s key customers and implement appropriate digital marketing strategies that address consumer searches.

OBJECTIVE 2 - MEETING PLANNER

ESTABLISH AND REINFORCE

VISIT NEWPORT BEACH AS AN

ESSENTIAL BUSINESS PARTNER

REINFORCE THE VALUE OF ENGAGING THE VISIT NEWPORT BEACH

SALES TEAM THROUGH COMPELLING INITIATIVES THAT PROVIDE
PROOF POINTS OF PARTNERSHIP.

OBJECTIVE 3 - MEETING PLANNER

UNDERSTAND AND ELEVATE

PLANNERS THROUGH DATA

INTELLIGENCE

LEVERAGE QUALITATIVE AND QUANTITATIVE DATA GAINED THROUGH DIGITAL

ENGAGEMENT TO DELIVER EFFECTIVE MARKETING AND MEET PLANNERS WHERE THEY ARE IN BOTH LOCATION AND PLANNING JOURNEYS.
12-25
44 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 45

JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE TRADESHOWS

CONFERENCE DIRECT ANNUAL

PARTNER MEETING

FINANCIAL & INSURANCE

CONFERENCE PLANNERS

ANNUAL NEWSNET STRATEGIC

PARTNER PROFILE
IMEX

CBI PHARMA FORUM

CALSAE SEASONAL SPECTACULAR

FICP FALL SYMPOSIUM

HPN ANNUAL PARTNER MEETING
FICP 2022 ANNUAL CONFERENCE

SITE SOCAL HOLIDAY EVENT

CONFERENCEDIRECT FORUM

PRESTIGE NATIONAL SALES MEETING

DESTINATION SHOWCASE
CalSAE ELEVATE

MEETING INDUSTRY COUNCIL

FICP EDUCATIONAL FORUM

HELMSBRISCOE ANNUAL MEETING

NORTHSTAR INCENTIVE LIVE

DESTINATION CALIFORNIA

DESTINATION WEST

CONNECT MARKETPLACE

PROMOTIONS & INITIATIVES

VNB GROUP NEWSLETTER

1,000 REASONS TO PARTNER

WITH VNB (SPRING/SUMMER

PLANNER PROMO)

HOLIDAY CLIENT EVENT
3RD PARTY CLIENT FAM

FALL/WINTER BOOKING PROMO

INCENTIVE CLIENT FAM

SPRING/SUMMER PLANNER

PROMOTION

FY2023 MEETING PLANNER AUDIENCE INITIATIVE CALENDAR
12-26

46 NEWPORTBEACHANDCO.COM 47FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

LOCAL COMMUNITY

AUDIENCE
FUTURE
MAP
S.W.O.T ANALYSIS

EXPLOIT STRENGTHS

STRONG, CREDIBLE CITY

AND DMO REPUTATION
• City staff, civic leaders, civic organization
• Visit Newport Beach Inc.,
Newport Beach & Company

POSITIVE FINANCIAL IMPACT THROUGH

BRAND DEFINING EVENTS UNITED UNDER

COHESIVE MARKETING, PR AND MEDIA

BUYING FOR ALL BUSINESS UNITS

DESTINATION APPEAL FOR STRONG
RECOVERY: ABUNDANT NATURAL

OUTDOOR SPACES AND OFFERINGS
COMPELLING TOURISM PRODUCT:

AIRPORTS, TRAIN, RESTAURANTS,

RETAIL, HOTELS, HARBOR, BEACHES,

WEATHER, NEAR ATTRACTIONS

DIVERSE NEIGHBORHOODS TO APPEAL

TO VARIOUS INTERESTS
DIVERSE HOTEL/ACCOMMODATIONS:

FIVE-STAR RESORT TO SMALL INNS &

VACATION RENTALS

HOSPITALITY-FORWARD FIRST
RESPONDERS: POLICE, FIRE AND

LIFEGUARD DEPARTMENTS

ENGAGED LOCAL MEDIA WITH STRENGTH TO

REACH RESIDENTS VIA NEWPORT BEACH TV
(GOVERNMENT-ACCESS TV CHANNEL)

STRONG PARTNER COMMUNITY

ACCESS TO VACCINES AND MEDICAL CARE

ROBUST HOSPITALITY AND

RESTAURANT COMMUNITY

DYNAMIC ECONOMIC DEVELOPMENT BASE

MIXED SUPPORT FOR TOURISM

LIMITED CONVENTIONS, MEETINGS

EXHIBIT AND EVENT FACILITIES/VENUES

BENEFITS THE CITY

LACK OF SPORTS AND RECREATION

FACILITIES

AIR ACCESS FROM SOME MAJOR

MARKETS

LIMITED MOBILITY AND ACCESS
(LOCAL TRANSPORTATION WITHIN CITY)

LIMITED CITYWIDE COMMUNICATIONS

AND INTERNET INFRASTRUCTURE

NO CENTRAL, WALKABLE NIGHTLIFE

LIMITED OCEANFRONT/BEACHFRONT
HOTELS

PERCEPTION OF BEING TOO EXPENSIVE

LACK OF NATIONAL/INTERNATIONAL

AWARENESS
WORKFORCE: COMPETITIVE SALARIES

AND LIMITED STAFF
.................................................................. ......................................................................... .............................................................. ....................................................................................................

EMERGING NEW TBID PARTNERS

REVITALIZED HOTELS AND RESORTS

GROWING PROMINENCE OF
NEWPORT BEACH EVENTS:

FILM FESTIVAL, HOAG CLASSIC

EXPANDED AIRLIFT/JOHN WAYNE

AIRPORT CAPACITY CAP INCREASE

MOBILIZING STATE AND COUNTY

TO SUPPORT LOCAL

RESOURCE TO PARTNERS AND

COMMUNITY FOR AD HOC

CONSULTING

NEW ECONOMIC TOOLS AND

RESOURCES FOR PARTNERS

INCREASED CORPORATE

COMMUNICATIONS

NIMBLE AND INNOVATIVE

INTERNAL TEAM

SHARING ECONOMY

ECONOMIC AND POLITICAL

UNCERTAINTY/INSTABILITY
COVID-19: VARIANTS, VACCINES,

STATE/FEDERAL MANDATES

HURDLES TO INTERNATIONAL
ACCESS INTO THE UNITED STATES:

LAPTOP/TRAVEL BANS, VISA ACCESS
U.S. INTERNATIONAL PERCEPTION/
IMAGE

ONLINE SOURCING PLATFORMS

MAKE IT EASY TO CIRCUMVENT

NEWPORT BEACH

NATURAL WEATHER-RELATED

DISASTERS
CALIFORNIA “FIRE SEASON”

THIRD-PARTY COMMISSION

STRUCTURES

LIMITED CAPACITIES AT ATTRACTIONS

AND TOURISM/HOSPITALITY

BUSINESSES

INCIDENTS GOING VIRAL ON

SOCIAL MEDIA CAUSING NEGATIVE
SENTIMENT/”CANCEL CULTURE”

TOWARD DESTINATION OR LOCAL

BUSINESSES

SUPPLY-CHAIN CRISIS IMPACTING

TOURISM-RELATED RESOURCES
........................................................... ............................................................ ............................................
....................................

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS
12-27

48 NEWPORTBEACHANDCO.COM 49FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

LOCAL COMMUNITY AUDIENCE

BUSINESS OBJECTIVES
Newport Beach & Company leads the charge for the entire hospitality and tourism industry in Newport Beach by providing value for businesses, acting as a HQ for information, creating resources, and amplifying the importance of the tourism, hospitality, and meetings industry on the world stage. Building off a turbulent two years, Newport Beach & Company will continue its important work on behalf of the community. The organization is partner-and-stakeholder driven by servicing small business to luxury resorts and all visitor-facing businesses in between. Through advocacy work, partner communications and corporate communications, Newport Beach & Company puts business first to demonstrate economic impact, jobs creation and the significance of the industry.

Newport Beach & Company is the “glue” that unites the community from a marketing, economic and hospitality standpoint. The organization connects the dots and is a resource for a variety of key stakeholders: local residents, partners, City of Newport Beach, City Council, civic organizations, hotels, businesses, merchant associations, regional destination-marketing and other regional/local influential community organizations.

Newport Beach & Company and its six unique, standalone business units are a community-marketing agency for the City of Newport Beach, California benefiting local residents, partners, City of Newport Beach, City Council, civic organizations, hotels, businesses, merchant’s associations, regional destination-marketing organization and other regional/local influential community stakeholders. Leveraging this model, Newport Beach & Company plans to engage the local community in new, innovative ways to promote the value of tourism, Newport Beach & Company, and the Newport Beach brand to even greater heights.

Newport Beach & Company developed this integrated business plan for the local-community customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form the strategic approaches to reaching the benchmark objectives, and tactics are projects that support overarching strategies. The following plan encompasses the following five initiatives to generate awareness and continue to provide value to the City of Newport Beach and key stakeholders.

OBJECTIVE 1

DISTRIBUTE DATA-DRIVEN

REPORTS
OBJECTIVE 2

COMMANDING CORPORATE

COMMUNICATIONS
OBJECTIVE 3

CREATIVE COMMUNITY

CONSULTANTS
OBJECTIVE 5

REIMAGINED

BUSINESS UNITS
OBJECTIVE 4

PARTNERSHIP EDUCATION
& NETWORKING
12-28

50 NEWPORTBEACHANDCO.COM 51FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

STRATEGY
Newport Beach & Company has amassed cutting-edge intelligence and data information pertinent to business and civic entities in the destination. Assemble vital information from economic health to visitor profiles and disseminate to partners on a weekly and ad hoc basis.

The goal is be a resource for partners, taking the lead on business intelligence to assist local partners with important decisions and their own marketing plans.

TACTICS:
• Deploy a robust weekly insights email brimming with economic information and data points to illustrate the economic health of the destination.
• Through new Zartico software system, provide City Council and City of Newport Beach staff with data visualization on visitor flow, volume and other valuable insights. • Conduct Newport Beach Economic Impact Study & Visitor Profile to measure true visitor volume, economic impact, visitor spending and visitor demographic profile information to local civic leaders and partners.
• Continue to be the lead resource for data and intelligence in the destination. • Create custom intelligence reports for partners on request. • Continue to define visitor profile and key audiences for local partners to roll-out within their marketing plans.

STRATEGY
Newport Beach & Company’s corporate communications strategy takes a three-prong approach, amplifying key information to three audiences: media, partners/community and internal staff. Corporate communications will take a more central role in the public relations department over the next fiscal years by implementing a robust communications strategy and schedule to disseminate information to targeted audiences in a timely manner.

TACTICS:
• Refresh robust corporate communications plan to include business information sharing to media, partners/community and internal staff.
• Showcase wins, the team will enhance partners communication to illustrate Newport Beach & Company’s creative and results-driven campaigns and programs with case studies and other forms of communication
• Increase LinkedIn communications to key community well-informed of the work we do. • Deepen relationships with key business media reporters and editors. • Ideate and implement unique break-through ways to tell the Newport Beach & Company story and greater hospitality story to the world.
• Continue weekly CEO Guest Column in StuNewsNewport.
• Identify thought-leadership opportunities for case studies, blog posts and guest columns. • Apply for industry and association awards.
• Continue to achieve industry accreditations and certifications, e.g. Destination Marketing Accreditation Program (DMAP), etc.

OBJECTIVE 1 - LOCAL COMMUNITY

DISTRIBUTE DATA-DRIVEN

REPORTS
OBJECTIVE 2 - LOCAL COMMUNITY

COMMANDING CORPORATE

COMMUNICATIONS
RESEARCH AND DATA ARE KEY TO BUSINESS SUCCESS.

NEWPORT BEACH & COMPANY IS LEVERAGING ITS NEW BUSINESS

INTELLIGENCE PLATFORM AND OTHER DATA REPORTS TO AGGREGATE

COMPREHENSIVE WEEKLY DASHBOARD SHOWING THE ECONOMIC HEALTH OF NEWPORT BEACH—INCLUDING MEDIAN HOME PRICES, # DAYS TO SELL,

UNEMPLOYMENT RATE, HOSPITALITY/TOURISM UNEMPLOYMENT DATA, PERCENT OF RESTAURANTS OPEN, # OF SEATED DINERS, HOTEL OCCUPANCY, ADR AND MORE BY DAY, MONTH AND WEEK.

THROUGH CORPORATE COMMUNICATIONS, NEWPORT BEACH & COMPANY WILL

CONTINUE TO STRONGLY ADVOCATE FOR TOURISM, HOSPITALITY, MEETINGS

AND DESTINATION MARKETING INTO THE NEXT TWO FISCAL YEARS AND BEYOND. THESE VITAL INDUSTRIES POSITIVELY IMPACT ALL CORNERS OF THE

DESTINATION BY POURING MILLIONS OF DOLLARS INTO THE CITY OF NEWPORT BEACH’S GENERAL FUND, CREATE JOBS AND KEEP SMALL BUSINESSES OPEN. 12-29

52 NEWPORTBEACHANDCO.COM 53FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

STRATEGY
Serve as marketing, branding and sales consultants to local businesses, hotels, restaurants and civic organizations to enhance results, produce and sales/marketing efforts.

TACTICS:
• Build on Newport Beach & Comp any’s new role in 2020-2021 as community consultant for various ad hoc marketing and sales needs for local businesses, civic organizations, neighborhood associations, restaurant association, and City of Newport Beach. • Position organization as the community “go-to” for various needs, e.g., marketing plans, communication strategy, branding, marketing, crisis communications, brainstorming, etc. • Maximize opportunities for par tner win-wins for Newport Beach & Company and partners. • Create a more tailored and enhanced partnership model as needed. • Advise hotel sales and marketing leaders on property-specific sales and marketing plans. • Provide graphic design, art direction and video-production services to local businesses and partners. • Provide economic resources and marketing toolkits for partners and community.

STRATEGY
Create and host Newport Beach & Company networking and educational events for all partners, businesses, civic leaders and civic organizations to showcase the hard work and results of the company and tourism/hospitality industry partners as well as provide educational insights to the local Newport Beach economy.

TACTICS:
• Hold Annual Marketing Outlook Breakfas t, Annual Dinner & Tourism Awards and Annual Holiday Partner Event.
• Create first-ever Visitor Choice Awards recognizing top partners and businesses at the newly reimagined annual dinner.
• Continue Rosalind Williams Service Excellence Award and Dennis O’Neil Partner in Progress awards as well as Local Tourism Hero Award.
• Develop, update and present semi-annual Hospitality Training Program seminars, classes and training videos to educate local partners, city staff, Newport Beach Police Department staff, and Newport Beach Fire & Lifeguards.
• Update partners with new brand creative and other marketing tools.

STRATEGY
Re-engage and revisit all Newport Beach & Company business units: Visit Newport Beach, Inc. TOT and TBID Business Units, Dine Newport Beach, Celebrate Newport Beach, Enterprise Newport Beach and Video Newport Beach.

TACTICS:
• Evaluate and evolve Newport Beach & Company model with innovative “2.0” business models that are self-sustaining and provide sustaining methods, staffing and seek additional revenue streams.
• Rebuild internal staff and extended team with top freelancers and contractors. • Imagine new ways to provide an “umbrella” organization for the culinary community. • Assemble neighborhood advisory taskforce, address needs and implement cutting-edge marketing and branding campaigns to drive awareness and visitation to all corners of the destination.
• Consult with marketing and communications services for marquee brand-defining community events.

OBJECTIVE 3 - LOCAL COMMUNITY

CREATIVE COMMUNITY

CONSULTANTS
OBJECTIVE 4 - LOCAL COMMUNITY

PARTNERSHIP EDUCATION &

NETWORKING
OBJECTIVE 5 - LOCAL COMMUNITY

REIMAGINED BUSINESS UNITS

CONTINUE NEW ROLE AS COMMUNITY CONSULTANTS FOR PARTNERS,

HOTELS, RESTAURANTS AND LOCAL CIVIC ORGANIZATIONS TO ELEVATE THEIR BUSINESSES AND DRIVE ECONOMIC GROWTH.

CREATE AND HOST NEWPORT BEACH & COMPANY NETWORKING AND

EDUCATIONAL EVENTS FOR ALL PARTNERS, BUSINESSES, CIVIC LEADERS AND

CIVIC ORGANIZATIONS TO SHOWCASE THE HARD WORK AND RESULTS OF

THE COMPANY AND TOURISM/HOSPITALITY INDUSTRY PARTNERS AS WELL AS PROVIDE EDUCATIONAL INSIGHTS TO THE LOCAL NEWPORT BEACH ECONOMY.

IMPACTS FROM THE AND CIVIC DECISIONS HAVE GIVEN WAY TO NEW OPPORTUNITIES

TO REIMAGINE NEWPORT BEACH & COMPANY AND ITS BUSINESS UNITS FOR THE FUTURE. EVOLVE AND EXPAND THE ENTREPRENEURIAL, COMMUNITY-MARKETING

ORGANIZATION MODEL AT NEWPORT BEACH & COMPANY THROUGH ITS UNIQUE

BUSINESS UNIT STRUCTURE ENCOMPASSING COMMUNITY-WIDE MARKETING,

BRANDING, PUBLIC RELATIONS, DIGITAL MARKETING, SOCIAL MEDIA AND

SPONSORSHIP ACQUISITION THROUGH ONE SINGLE, INNOVATIVE COMPANY WITH SIX DISTINCT BUSINESS UNITS.
12-30

54 NEWPORTBEACHANDCO.COM 55FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

CORPORATE

AUDIENCE
FUTURE
MAP
S.W.O.T ANALYSIS

COMMITTED STAFF, EXECUTIVE

COMMITTEE AND BOARD OF DIRECTORS

STRONG CITY COUNCIL AND CITY STAFF

ACCREDITED DESTINATION- MARKETING

ORGANIZATION (8 YEARS WITH DISTINCTION)

CERTIFIED DESTINATION MANAGEMENT

EXECUTIVE (CDME) TEAM

INDUSTRY LEADERS

SMALL BUT MIGHTY MARKETING AND

SALES EXPERTS

INNOVATIVE COMMUNITY- MARKETING

ORGANIZATION MODEL, STRONG COMPANY

CORE VALUES, BENEFITS, EDUCATIONAL

OPPORTUNITIES, TEAM SPIRIT, OFFICE SPACE,

COMPANY EVENTS AND COLLABORATION

RESULTING IN AMAZING WORK

PRODUCTIVITY, RESULTS AND

ACHIEVEMENTS

PREMIER DESTINATION PRODUCT
10-YEAR TBID AND TOT CONTRACTS

WITH THE CITY OF NEWPORT BEACH

APPEALING OFFICE INFRASTRUCTURE,

ENVIRONMENT AND SCENIC LOCATION

VISIT CALIFORNIA, A MARKETING

POWERHOUSE THAT LEADS AND SETS

THE AGENDA FOR ALL DMO’S IN STATE

VIDEO/TELEVISION STUDIO

HIGH-TECH, DIGITAL VIDEO EQUIPMENT
(DRONE, VIRTUAL-REALITY AND

HIGH-DEFINITION 4K CAMERAS)

HIGHLY COMPETITIVE TOT AND TBID
BUDGETS EVEN WITH COVID-19 REVENUE

REDUCTIONS

ABILITY TO PIVOT, PLAN FOR

WORST-CASE SCENARIOS

CHANGING LANDSCAPE THAT WILL

GENERATE INCREASED REVENUE VIA

LUXURY HOTELS AND RETAIL STORES

ADJUST TO REDUCED STAFF DUE TO
COVID-19 REVENUE SHORTFALLS

COMPETITIVE JOB MARKET, SALARY

EXPECTATIONS

NO CENTRALIZED HUMAN RESOURCES/

INFORMATION TECHNOLOGY

DEPARTMENTS

MIXED SUPPORT FOR TOURISM

LIMITED CONVENTION, MEETING AND

EVENT FACILITIES/VENUES

LIMITED AMATEUR SPORTS FACILITIES

STRONG ECONOMY MAKES COST OF

SERVICES MORE EXPENSIVE

HOTEL CLOSURES CONTINUE DUE

TO COVID-19 PANDEMIC (AFFECTING

REVENUE)

HOTEL CLOSURES DUE TO

RENOVATIONS

(AFFECTING REVENUE)

COMPETITIVE PARITY VS OTHER DMO

BUDGETS FOR MARKETING AND BUSINESS

EXECUTIONS

.................................................................. .......................................................................... ............................................................... .......................................................................................

CITY AND BOARD OF DIRECTORS’

ENGAGEMENT

PARTNER VENDORS AND PARTNERS TO

NEGOTIATE BEST PRICE

MAXIMIZE EFFICIENCIES

LEADER IN THE DMO INDUSTRY

STRONG INDUSTRY REPUTATION, STAFF

EXPERTISE, TEAM AND ORGANIZATION,

CREDENTIALED STAFF, ACCREDITED

COMPANY

EVOLVE TECHNOLOGY USED

CONTINUE TO MAINTAIN

POSITIVE CULTURE

REPORTS AND DATA THAT PROVIDE

INSIGHT ON VALUE OF TOURISM

NEWLY RENOVATED, ELEVATED

HOTELS: VEA NEWPORT BEACH, A

MARRIOTT RESORT & SPA AND PENDRY

REPORTS AND DATA THAT PROVIDE

INSIGHT ON VALUE OF TOURISM
BOARD REPORTING:

MAKING CONTENT ENGAGING AND

RELEVANT TO BOARD MEMBERS

ADVOCATE FOR NEW HOTEL,

TRANSPORTATION AND EVENT VENUES

TO 2024 WORLD CUP AND 2028 SUMMER

OLYMPICS ALL IN AND AROUND

LOS ANGELES METRO AREA

MARKETING CONSULTANCY AND

EXPERTISE TO BENEFIT PARTNERS
GLOBAL PANDEMICS, COVID-19

VARIANTS/NEW STRAINS, TRAVEL BANS &

QUARANTINES

ECONOMIC RECESSION, INFLATION,

STAGNATION

ECONOMIC AND POLITICAL

UNCERTAINTY/INSTABILITY/PROTESTS

FLUCTUATING FOREIGN-EXCHANGE
RATES

TRIBAL POLITICAL DISCOURSE

SHARING ECONOMY (SHORT-TERM

RENTALS/RIDESHARE)

VALUE-ADDED TAXES (VAT) ON SERVICES

PURCHASED OVERSEAS

INCREASED LOCAL COMPETITION
(EXAMPLES: WALDORF-ASTORIA, JW

MARRIOTT REBRANDS IN DANA POINT)

HOTEL UPGRADES, NEW HOTELS

AND MEETING VENUES

THIRD-PARTY COMMISSION STRUCTURES

NATURAL/WEATHER-RELATED DISASTERS

HIGH COST OF EMPLOYEE BENEFITS
(HEALTHCARE, DENTAL, VISION, LIFE AND
DISABILITY INSURANCE; 401K, ETC.)

COMPETING GLOBAL DESTINATIONS WITH

NEW HOTELS AND NEW MEETING SPACE

SIGNIFICANT HOTEL LEADERSHIP

CHANGES

ADA COMPLIANT WEBSITES AND

THREAT OF LAWSUITS

RUSSIA-UKRAINE WAR AND ITS GLOBAL

IMPACT ON ECONOMY AND TRAVEL
........................................................... .......................................................... .....................
....................

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS
12-31

56 NEWPORTBEACHANDCO.COM 57FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN For the past two years, the world has faced the greatest workplace disruption in generations.

Newport Beach & Company is committed to meeting this watershed moment by rolling out a variety of new ways we do business, from hybrid scheduling to a complete office renovation.

Newport Beach & Company and Visit Newport Beach, Inc. jointly present this integrated administration, information-technology, finance, marketing, and group sales and services plan to meet the moment in workplace and business changes in a post-COVID-19 world, deepen engagement levels with the staff and boards of directors of both companies and the TBID board of directors and invest in people and culture to increase productivity; generate efficiencies; reduce costs and attract, satisfy and retain quality employees and board members for the two organizations.

Newport Beach & Company plans to engage its employees, committees, and boards of directors in new, innovative ways to ensure the long-term viability, success and results of Newport Beach & Company and its six subsidiary business units:
• Visit Newport Beach, Inc. TOT (tourism-occupancy tax drives incremental tourism) • Visit Newport Beach, Inc. TBID (tourism business-improvement district generates incremental meetings business)
• Dine Newport Beach (former partnership with the Newport Beach Restaurant Association—reimagined into culinary/restaurant tourism marketing) • Enterprise Newport Beach (new Neighborhood Advisory Taskforce/economic development)
• Celebrate Newport Beach (brand-defining events): Newport Beach Film Festival (NBFF), NBFF Fall Honors/Variety 10 Act ors to Watch, Christmas Boat Parade, Newport Beach Restaurant Week (possibly renewed), NBFF U.K. Honours/ Variety 10 Actors to Watch (London), and Hoag Classic.
• Video Newport Beach/Newport Beach TV (Video production/government-access television channel)
The cross-functional planning team developed this integrated business plan for the organization and board-of-directors customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form the strategic approaches to reaching the benchmark objectives, and tactics are projects that support overarching strategies.

CORPORATE AUDIENCE

BUSINESS OBJECTIVES
OBJECTIVE 1

ENHANCE BOARD

ENGAGEMENT
OBJECTIVE 3
PEOPLE + CULTURE
OBJECTIVE 2

A MODERN WORKPLACE TO

MEET THE MOMENT & THE
FUTURE
12-32

58 NEWPORTBEACHANDCO.COM 59FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

STRATEGY
Develop a communications-and-outreach strategy to board members of all three of our companies/organizations in an effort to increase board engagement, attendance and commitment to each organization.

TACTICS:
• Re-imagine the Annual Marketing Outlook Dinner into two separate events to showcase the “look ahead” in early summer partner breakfast meeting when the new two-year Destination Business Plan is unveiled, and a “Year in Review” event and tourism awards reception in the fall.
• June 2023: Newport Beach & C ompany Annual Marketing Outlook Breakfast (VEA Newport Bea ch, A Marriott Resort & Spa)
• October 2023: Newp ort Beach & Company Annual Dinner & Tourism Awards (VEA Newport Bea ch, A Marriott Resort & Spa)
• Continue quarterly e-Newsletters with messaging from the president and CEO to partners, board members and community leaders.
• Continue weekly insights newsletter with economic dashboard to provide up-to-date vital research and data.
• Bring in board members for f ocus group and task forces where needed. • Review functionality of processes for board meetings. • Continue to create engaging board meetings with guest speakers. • Create a short, highlight video about the companies, business units, mission, vision and economic impact to the destination.

STRATEGY
Centralize several employee benefits, offer letters and employee-facing information into a formalized process with clear accountability.

TACTICS:
• Leadership to continually review and reinvest in company culture and employees to retain and attract top talent.
• Continue to assess company morale to ensure a healthy workplace. • Continue wellness benefits and stay and play benefits. • Continue annual retreats to brainstorm ways to continually improve • Continue the employee value-proposition report showing each employee’s total compensation (including base salary, bene fits, payroll taxes and other hidden compensation), so employees know their total monetary value to the company.
• Prepare the report for each employee and deliver that report following their annual performance reviews.
• Continue successful holiday lunch.
• Continue infusing the company’s core values into everything we do. • Continue to look for enhancements, features and new tools to maximize return on investment. • Continue to support external, job-related educational opportunities for all employees.

STRATEGY
Given the new luxury renaissance the destination is experiencing, Newport Beach & Company is refreshing its HQ with a brand-new space that reflects the Newport Beach brand and functions for its new hybrid work schedule, while saving on annual lease expenses. The team will also look to improve company efficiency and performance with new cutting-edge technology solutions to function in the hybrid work environment.

TACTICS:
• Create an immerse and reinvigorating HQ environment that brings the Newport Beach brand to life and energize employees with open seating to encourage cross-department collaboration. • To protect the safety of the employees and community, mandatory vaccine status is required for employment with Newport Beach & Company.
• Discover best-in-class computers, cloud-based platforms and software to give employees resources to function in new hybrid environment.
• Monitor all processes for project-and-time-management critical paths throughout the company to find gaps, bottlenecks or issues that impede successful outcomes. • Explore new time-management software solution to manage and approve paid-time-off requests and hourly employee timecards.

OBJECTIVE 1 - CORPORATE

ENHANCE BOARD ENGAGEMENT
OBJECTIVE 2 - CORPORATE

A MODERN WORKPLACE TO

MEET THE MOMENT
OBJECTIVE 3 - CORPORATE
PEOPLE + CULTURE

ENHANCE ENGAGEMENT WITH THE BOARDS OF DIRECTORS OF
NEWPORT BEACH & COMPANY, VISIT NEWPORT BEACH, INC., AND THE TOURISM BUSINESS IMPROVEMENT DISTRICT TO AIM FOR 100-PERCENT

PARTICIPATION AT BOARD MEETINGS, ANNUAL MARKETING OUTLOOK DINNER AND OTHER COMPANY FUNCTIONS.

A COMPLETE REIMAGINATION OF HOW WE DO BUSINESS WILL BE UNVEILED THIS

FISCAL YEAR, FROM THE ADOPTION OF THE HYBRID SCHEDULE TO A NEWLY

RENOVATED OFFICE WITH OPEN-PLAN SEATING TO ENCOURAGE COLLABORATION AND IDEATION. WITH THE NEW HYBRID MODEL, EXAMINE AND POSSIBLY

REINVENT ALL BUSINESS TECHNOLOGY PROCESSES, WORKFLOW AND PROJECT MANAGEMENT THROUGHOUT THE COMPANY.

TO COMPETE FOR AND RETAIN TALENT, BECOME THE PREFERRED REGIONAL DMO EMPLOYER.

FOSTER A CULTURE TO INCREASE EMPLOYEE PERFORMANCE, MORALE AND RETENTION AND OTHER MEASURES OF EMPLOYEE SATISFACTION.
12-33

60 NEWPORTBEACHANDCO.COM 61FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN FY2023 CORPORATE AUDIENCE

INITIATIVES CALENDAR

JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE COMPANY EVENTS

CHRISTMAS BOAT PARADE

BOARD MEETINGS

EXECUTIVE COMMITTEE MEETINGS
NEWPORT BEACH FILM FESTIVAL U.K.

HONOURS/VARIETY 10 BRITS TO WATCH

NEWPORT BEACH FILM FESTIVAL

ANNUAL DINNER & TOURISM AWARDS

NATIONAL TRAVEL & TOURISM WEEK

HOLIDAY PARTNER AND STAFF EVENT

HOAG CLASSIC

NEWPORT BEACH & COMPANY

MARKETING OUTLOOK BREAKFAST

12-34
62 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 63 FY2023 & FY2024 BUDGETS
VISIT NEWPORT BEACH, INC. (TOT)
LEISURE BUDGET ALLOCATION BUDGET FY2023 BUDGET FY2024
Revenue $5,622,499 $5,847,400
Operating Expenses $144,595 $149,000
Advertising $2,832,200 $1,241,400
Community Relations $119,000 $115,000
Collateral $27,500 $22,000
International Marketing $713,800 $685,000
Digital Marketing $505,820 $475,000
PR/Communications $268,100 $260,000
Fees and Contributions to Newport Beach & Company $2,743,765 $2,900,000 VISIT NEWPORT BEACH INC. (TBID)
GROUP SALES & MARKETING BUDGET FY2023 BUDGET FY2024
Revenue $3,806,384 $4,034,000
Operating Expenses $2,152,565 $2,200,000
Advertising $226,000 $145,000
Community Relations $110,000 $100,000
Digital Marketing $190,800 $85,000
PR/Communications $18,000 $18,000
Trade Shows $353,400 $245,000
Sales Group Enhancement Credit $290,000 $275,000
Hosted Industry Events $99,000 $100,000
Industry Partnerships/Sponsorships $286,700 $285,000
Site Inspections $38,200 $40,000
Client Events $123,500 $100,000
Conference Services $1,000 $1,000
Database/Prospecting $139,100 $75,000
Special Promotions/Marketing Collateral $18,500 $15,000 Customized Destination Support $458,000 $350,000
NEWPORT BEACH & COMPANY BUDGET FY2023 BUDGET FY2024
Revenue $3,016,920 $3,137,597
Operating Expenses $2,751,770 $2,861,197
Advertising $152,950 $160,000
Community Relations $93,500 $97,000
Collateral $11,000 $11,400
Website $5,200 $5,400
PR/Communications $2,500 $2,600
VISIT NEWPORT BEACH, INC. (TOT) LEISURE FY2023 & FY2024 VISIT NEWPORT BEACH INC. (TBID) GROUP SALES & MARKETING FY2023 & FY2024
NEWPORT BEACH & COMPANY FY2023 & FY2024

BUDGET ALLOCATION
NEWPORT BEACH & COMPANY FY2023 BUDGET ALLOCATION
/five.case/eight.case%/three.case/five.case%
/four.case%
/two.case% /one.case%

ADVERTISING

COMMUNITY RELATIONS

COLLATERAL
WEBSITE/slash.caseDIGITAL
PR/slash.caseCOMMUNICATIONS
VISIT NEWPORT BEACH, INC. (TBID) GROUP SALES & MARKETING FY2023 BUDGET ALLOCATION

ADVERTISING

COMMUNITY RELATIONS
DIGITAL MARKETING/slash.caseWEBSITE
PR/slash.caseCOMMUNICATIONS

TRADE SHOWS

SALES GROUP ENHANCEMENT CREDIT

HOSTED INDUSTRY EVENTS
INDUSTRY PARTNERSHIPS/slash.caseSPONSORSHIPS

SITE INSPECTIONS

CLIENT EVENTS

CONFERENCE SERVICES
DATABASE/slash.casePROSPECTING
SPECIAL PROMOTIONS/slash.caseMARKETING COLLATERAL

CUSTOMIZED DESTINATION SUPPORT
/one.case/zero.case%
/five.case%
/eight.case% /one.case%
/one.case/five.case%
/one.case/two.case%/four.case%
/one.case/two.case%/two.case%
/five.case%/zero.case%
/six.case%
/one.case%
/one.case/nine.case%
VISIT NEWPORT BEACH, INC. /parenleft.caseTOT/parenright.case LEISURE BUDGET ALLOCATION /six.case/three.case%
/three.case%
/one.case%
/one.case/six.case%
/one.case/one.case%
/six.case%

ADVERTISING

COMMUNITY RELATIONS

COLLATERAL

INTERNATIONAL MARKETING

DIGITAL MARKETING
PR/slash.caseCOMMUNICATIONS
NEWPORT BEACH & COMPANY FY2023 BUDGET ALLOCATION
/five.case/eight.case%/three.case/five.case%
/four.case%
/two.case% /one.case%

ADVERTISING

COMMUNITY RELATIONS

COLLATERAL
WEBSITE/slash.caseDIGITAL
PR/slash.caseCOMMUNICATIONS
VISIT NEWPORT BEACH, INC. (TBID) GROUP SALES & MARKETING FY2023 BUDGET ALLOCATION

ADVERTISING

COMMUNITY RELATIONS
DIGITAL MARKETING/slash.caseWEBSITE
PR/slash.caseCOMMUNICATIONS

TRADE SHOWS

SALES GROUP ENHANCEMENT CREDIT

HOSTED INDUSTRY EVENTS
INDUSTRY PARTNERSHIPS/slash.caseSPONSORSHIPS

SITE INSPECTIONS

CLIENT EVENTS

CONFERENCE SERVICES
DATABASE/slash.casePROSPECTING
SPECIAL PROMOTIONS/slash.caseMARKETING COLLATERAL

ADVERTISING

COMMUNITY RELATIONS

COLLATERAL

INTERNATIONAL MARKETING

DIGITAL MARKETING
PR/slash.caseCOMMUNICATIONS
NEWPORT BEACH & COMPANY FY2023 BUDGET ALLOCATION
/five.case/eight.case%/three.case/five.case%
/four.case%
/two.case% /one.case%

ADVERTISING

COMMUNITY RELATIONS

COLLATERAL
WEBSITE/slash.caseDIGITAL
PR/slash.caseCOMMUNICATIONS
VISIT NEWPORT BEACH, INC. (TBID) GROUP SALES & MARKETING FY2023 BUDGET ALLOCATION

ADVERTISING

COMMUNITY RELATIONS
DIGITAL MARKETING/slash.caseWEBSITE
PR/slash.caseCOMMUNICATIONS

TRADE SHOWS

SALES GROUP ENHANCEMENT CREDIT

HOSTED INDUSTRY EVENTS
INDUSTRY PARTNERSHIPS/slash.caseSPONSORSHIPS

SITE INSPECTIONS

CLIENT EVENTS

CONFERENCE SERVICES
DATABASE/slash.casePROSPECTING
SPECIAL PROMOTIONS/slash.caseMARKETING COLLATERAL

ADVERTISING

COMMUNITY RELATIONS

COLLATERAL

INTERNATIONAL MARKETING

DIGITAL MARKETING
PR/slash.caseCOMMUNICATIONS
F = FORECAST
12-35
64 NEWPORTBEACHANDCO.COMFISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN 65 FY2023 & FY2024 GOALS
VISIT NEWPORT BEACH, INC.

TOURISM-OCCUPANCY TAX (TOT) GOALS

NEWPORT BEACH & COMPANY

BUSINESS-UNIT GOALS
F = FORECAST

*MARKETING CAMPAIGN GOALS ACHIEVED AS OF APRIL 20, 2022. AD EFFECTIVENESS STUDIES TO MEASURE ECONOMIC IMPACT AND ROOM NIGHTS FOR WINTER & SPRING CAMPAIGNS ARE IMPLEMENTED AFTER LEISURE TRAVEL OCCURS. WINTER CAMPAIGN RESULTS HAVE NOT BEEN FINALIZED BY THIRD-PARTY RESEARCH VENDOR. MEDIA ARE STILL RUNNING FOR SPRING CAMPAIGN AND TRAVEL HAS NOT YET OCCURRED. FINAL RESULTS DUE SEPTEMBER 1, 2022. ** TRADE WAS HIGHER DUE TO GREATER VOLUME OF BUSINESS STORY/PANDEMIC-RELATED PLACEMENTS.

FY2022
GOALS
FY2022

YTD ACHIEVED
AS OF 4/28/22*
FY2023

FORECAST GOAL
FY2024

FORECAST GOAL

TOPLINE GOALS & KEY PERFORMANCE INDICATORS FOR LEISURE TRAVEL TO NEWPORT BEACH

TOURISM-OCCUPANCY TAX (TOT) REVENUE
TO THE CITY OF NEWPORT BEACH $19,000,000 $22,023,000 $33,889,024 $35,245,122 MARKETING CAMPAIGN ROOM NIGHTS 30,000 137,273 140,000 150,000 MARKETING CAMPAIGN ECONOMIC IMPACT $20,000,000 $17,800,000 $40,000,000 $46,000,000

DIGITAL MARKETING (OWNED & PAID MEDIA CHANNELS)
VNB WEB VISITS 1,000,000 1,030,311 1,480,000 1,628,000
REFERRALS TO PARTNER VISITS 103,000 4,500 9,500 10,925

ADVERTISING (PAID MEDIA CHANNELS)
TOTAL AD IMPRESSIONS 75,000,000 132,125,915 145,000,000 175,000,000 ONLINE AD CLICKS TO SITE 125,000 242,751 350,000 430,000

MEDIA RELATIONS, CONTENT MARKETING & SOCIAL MEDIA (EARNED & OWNED MEDIA CHANNELS) MEDIA PLACEMENTS (DOMESTIC + INTERNATIONAL) 1,000 956 1,100 1,200 KEY CONSUMER MEDIA PLACEMENTS 448 252 300 325
KEY TRADE MEDIA PLACEMENTS (B2B) 40 73 85 100
SOCIAL MEDIA FOLLOWERS 230,000 225,634 250,000 270,000 F = FORECAST

( ESTIMATED ) ( ESTIMATED ) ( ESTIMATED ) ( ESTIMATED ) FY2022
GOALS
FY2022

YTD ACHIEVED
AS OF 4/28/22*
FY2023

FORECAST GOAL
FY2024

FORECAST GOAL
CELEBRATE NEWPORT BEACH: BRAND-DEFINING EVENT MARKETING NBFF U.K. HONOURS/VARIETY 10 BRITS TO WATCH N/A 75 MEDIA PLACEMENTS 5,500,000 ONLINE VIEWS
NEWPORT BEACH FILM FESTIVAL AD IMPRESSIONS N/A 6,000,000 6,000,000 CHRISTMAS BOAT PARADE AD IMPRESSIONS N/A 5,400,000 5,400,000 5,400,000 HOAG CLASSIC AD IMPRESSIONS N/A 6,000,000 6,000,000 6,000,000 VIDEO NEWPORT BEACH: NEWPORT BEACH TV + DESTINATION LIFESTYLE VIDEO PROGRAMMING NEW VISIT NEWPORT BEACH EPISODES CREATED 75 60 80 85
NEWPORT BEACH TV PRODUCTION HOURS N/A 1,400 1,800 1,800 12-36
66 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 67

DESTINATION

RESEARCH, FORECASTS
& BUSINESS INTELLIGENCE

LEISURE & MEETINGS
12-37
68 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 69 The City of Newport Beach has contracted with Newport Beach & Company to foster a strong tourism environment to attract visitors with strategic marketing efforts, and to engage them in market to create a positive experience for return visitation. Newport Beach & Company tracks and evaluates the effectiveness and ROI for marketing initiatives, partnering with research companies to track incremental visitor trips, overnight stays and spend generated by marketing campaigns. Newport Beach & Company will continue to build upon and refine existing marketing strategies while seeking new and imaginative ways to increase and extend visitation and overnight stays in Newport Beach.

Newport Beach & Company has partnered with Tourism Economics, an Oxford economics company, to analyze impact of COVID-19, recovery and tourism forecast in Newport Beach. The research and forecast in the following pages include in-state, domestic and international. Leveraging qualitative and quantitative data as well best practices, and resources, Newport Beach & Company will plan and execute integrated campaigns to accomplish the objectives set forth to keep Newport Beach at the forefront of travel trends and drive incremental visitation to Newport Beach.

LEISURE TRAVELER

RESEARCH

7.3M
$297.31
$1.2B

5.5 TOTAL VISITATION

AVG DAILY

SPEND PER
PART Y

VISITOR SPENDING

AVG NUMBER

OF TRIPS

IMPACT OF TOURISM IN NEWPORT BEACH
IF YOU TOOK THE TOURISM INDUSTRY AWAY FROM NEWPORT BEACH… TO KEEP NEWPORT BEACH GOVERNMENT SERVICES FLOWING AT THE SAME LEVELS:

IT WOULD COST EVERY NEWPORT BEACH HOUSEHOLD AN ADDITIONAL

IN TAXES PER YEAR.

TO KEEP THE NEWPORT BEACH ECONOMY CHURNING AT THE SAME LEVELS:

IT WOULD COST EVERY NEWPORT BEACH HOUSEHOLD AN ADDITIONAL

IN ADDITIONAL LOCAL SPENDING PER YEAR.
$1,139
$43,922
12-38
70 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 71 The COVID-19 pandemic had a devastating impact on the global and tourism industry, and impact on Newport Beach was no exception. The successful deployment of the vaccine in 1Q2021 in the U.S. began to restore domestic leisure segment. Regional in-state travel was the first to begin to recover, followed by a revival of a wider domestic long-haul travel as travel restrictions were gradually lifted.

The leisure segment dominated during the pandemic, and Newport Beach’s offerings uniquely positioned it to reap the benefits in terms of high ADR. While ADR across the U.S. fell 21 percent below 2019 levels, Newport Beach ADR grew a remarkable 6 percent in 2020.

Strong economic fundamentals indicate lodging supply to be restored to its 2019 benchmark in 2022 with an increase of 4 percent in 2023 when the luxury hotel brand Pendry’s conversion of 295 guestroom Fashion Island Hotel into Pendry Newport Beach will be completed. This development along with luxury furniture brand RH’s announcement about the spring 2024 opening of its new four-story, 80,000-square-foot furniture gallery and restaurant in Fashion Island, which will be one-of-its-kind attraction in Orange County, will set Newport Beach apart from its competitors.

NEWPORT BEACH

HOTEL OUTLOOK
SOURCE: TOURISM ECONOMICS
F= FORECAST ADR= AVERAGE DAILY RATE REVPAR= REVENUE PER AVAILABLE ROOM SOURCE: TOURISM ECONOMICS NEWPORT BEACH HOTEL OUTLOOK, PERCENT RELATIVE TO 2019
(2019=100PERCENT)

SUPPLY DEMAND OCCUPANCY REVENUE ADR REVPAR
2020 78% 45% 57% 47% 106% 61%
2021 92% 62% 68% 78% 125% 85%
2022F 100% 91% 91% 122% 133% 121%
2023F 104% 103% 99% 143% 138% 137%
2024F 105% 110% 105% 157% 143% 150%

NEWPORT BEACH HOTEL OUTLOOK

SUPPLY DEMAND OCCUPANCY REVENUE ADR REVPAR
2012 884,395 638,151 72% $100,389,591 $157 $114
2013 885,036 635,166 72% $106,609,646 $168 $120
2014 885,125 662,640 75% $117,078,820 $177 $132
2015 885,125 684,583 77% $127,338,963 $186 $144
2016 1,146,345 889,734 78% $215,590,963 $242 $188
2017 1,172,292 866,671 74% $218,284,503 $252 $186
2018 1,210,810 863,597 71% $227,966,819 $264 $188
2019 1,223,115 925,575 76% $240,412,406 $260 $197
2020 954,588 412,242 43% $114,013,606 $277 $119
2021 1,121,021 575,105 51% $187,426,490 $326 $167
2022F 1,225,695 842,601 69% $292,106,060 $347 $238
2023F 1,276,915 956,997 75% $344,012,851 $359 $269
2024F 1,279,444 1,014,902 79% $377,817,410 $372 $295

ANNUAL TOTAL HOTEL REVENUE

OCCUPANCY ANNUAL

PERFORMANCE

AVERAGE HOTEL RATE

ANNUAL PERFORMANCE
/dollar.case /one.case/zero.case/zero.case,/three.case/eight.case/nine.case,/five.case/nine.case/one.case /dollar.case /one.case/zero.case/six.case,/six.case/zero.case/nine.case,/six.case/four.case/six.case /dollar.case /one.case/one.case/seven.case,/zero.case/seven.case/eight.case,/eight.case/two.case/zero.case /dollar.case /one.case/two.case/seven.case,/three.case/three.case/eight.case,/nine.case/six.case/three.case /dollar.case /two.case/one.case/five.case,/five.case/nine.case/zero.case,/nine.case/six.case/three.case /dollar.case /two.case/one.case/eight.case,/two.case/eight.case/four.case,/five.case/zero.case/three.case /dollar.case /two.case/two.case/seven.case,/nine.case/six.case/six.case,/eight.case/one.case/nine.case /dollar.case /two.case/four.case/zero.case,/four.case/one.case/two.case,/four.case/zero.case/six.case /dollar.case /one.case/one.case/four.case,/zero.case/one.case/three.case,/six.case/zero.case/six.case /dollar.case /one.case/eight.case/seven.case,/four.case/two.case/six.case,/four.case/nine.case/zero.case /dollar.case /two.case/nine.case/two.case,/one.case/zero.case/six.case,/zero.case/six.case/zero.case /dollar.case /three.case/four.case/four.case,/zero.case/one.case/two.case,/eight.case/five.case/one.case /dollar.case /three.case/seven.case/seven.case,/eight.case/one.case/seven.case,/four.case/one.case/zero.case /zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/one.case/four.case/zero.case%
/one.case/six.case/zero.case%
/one.case/eight.case/zero.case%
/dollar.case/zero.case
/two.case/zero.case/one.case/two.case /two.case/zero.case/one.case/three.case /two.case/zero.case/one.case/four.case /two.case/zero.case/one.case/five.case /two.case/zero.case/one.case/six.case /two.case/zero.case/one.case/seven.case /two.case/zero.case/one.case/eight.case /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF

ANNUAL GROWTH RATE

ANNUAL HOTEL REVENUE

ANNUAL GROWTH RATE

AVERAGE HOTEL RATE ANNUAL PERFORMANCE

OCCUPANCY ANNUAL PERFORMANCE
/dollar.case /one.case/five.case/seven.case
/dollar.case /one.case/six.case/eight.case
/dollar.case /one.case/seven.case/seven.case
/dollar.case /one.case/eight.case/six.case
/dollar.case /two.case/four.case/two.case
/dollar.case /two.case/five.case/two.case
/dollar.case /two.case/six.case/four.case
/dollar.case /two.case/six.case/zero.case
/dollar.case /two.case/seven.case/seven.case
/dollar.case /three.case/two.case/six.case
/dollar.case /three.case/four.case/seven.case
/dollar.case /three.case/five.case/nine.case
/dollar.case /three.case/seven.case/two.case
/zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/one.case/four.case/zero.case%
/dollar.case/zero.case
/dollar.case/five.case/zero.case
/dollar.case/one.case/zero.case/zero.case
/dollar.case/one.case/five.case/zero.case
/dollar.case/two.case/zero.case/zero.case
/dollar.case/two.case/five.case/zero.case
/dollar.case/three.case/zero.case/zero.case
/dollar.case/three.case/five.case/zero.case
/dollar.case/four.case/zero.case/zero.case
/two.case/zero.case/one.case/two.case /two.case/zero.case/one.case/three.case /two.case/zero.case/one.case/four.case /two.case/zero.case/one.case/five.case /two.case/zero.case/one.case/six.case /two.case/zero.case/one.case/seven.case /two.case/zero.case/one.case/eight.case /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF

ANNUAL GROWTH RATE

AVERAGE HOTEL RATE
/seven.case/two.case% /seven.case/two.case%
/seven.case/seven.case% /seven.case/eight.case% /seven.case/four.case% /seven.case/one.case% /seven.case/six.case%
/four.case/three.case%
/five.case/one.case%
/six.case/nine.case%
/seven.case/five.case% /seven.case/nine.case%
/seven.case/two.case%
/seven.case/two.case%
/seven.case/five.case%
/seven.case/seven.case%
/seven.case/eight.case%
/seven.case/four.case%
/seven.case/one.case%
/seven.case/six.case%
/four.case/three.case%
/five.case/one.case%
/six.case/nine.case%
/seven.case/five.case%
/seven.case/nine.case%
/zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/one.case/four.case/zero.case%
/two.case/zero.case/one.case/two.case /two.case/zero.case/one.case/three.case /two.case/zero.case/one.case/four.case /two.case/zero.case/one.case/five.case /two.case/zero.case/one.case/six.case /two.case/zero.case/one.case/seven.case /two.case/zero.case/one.case/eight.case /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF HOTEL OCCUPANCY RATE /parenleft.case%/parenright.case

ANNUAL TOTAL HOTEL REVENUE

REVENUE
ADR
/dollar.case/five.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case/one.case/zero.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case/one.case/five.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case/two.case/zero.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case/two.case/five.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case/three.case/zero.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case/three.case/five.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case /dollar.case/four.case/zero.case/zero.case,/zero.case/zero.case/zero.case,/zero.case/zero.case/zero.case

ANNUAL GROWTH RATEOCCUPANCY
/dollar.case /one.case/zero.case/zero.case,/three.case/eight.case/nine.case,/five.case/nine.case/one.case /dollar.case /one.case/zero.case/six.case,/six.case/zero.case/nine.case,/six.case/four.case/six.case /dollar.case /one.case/one.case/seven.case,/zero.case/seven.case/eight.case,/eight.case/two.case/zero.case /dollar.case /one.case/two.case/seven.case,/three.case/three.case/eight.case,/nine.case/six.case/three.case /dollar.case /two.case/one.case/five.case,/five.case/nine.case/zero.case,/nine.case/six.case/three.case /dollar.case /two.case/one.case/eight.case,/two.case/eight.case/four.case,/five.case/zero.case/three.case /dollar.case /two.case/two.case/seven.case,/nine.case/six.case/six.case,/eight.case/one.case/nine.case /dollar.case /two.case/four.case/zero.case,/four.case/one.case/two.case,/four.case/zero.case/six.case /dollar.case /one.case/one.case/four.case,/zero.case/one.case/three.case,/six.case/zero.case/six.case /dollar.case /one.case/eight.case/seven.case,/four.case/two.case/six.case,/four.case/nine.case/zero.case /dollar.case /two.case/nine.case/two.case,/one.case/zero.case/six.case,/zero.case/six.case/zero.case /dollar.case /three.case/four.case/four.case,/zero.case/one.case/two.case,/eight.case/five.case/one.case /dollar.case /three.case/seven.case/seven.case,/eight.case/one.case/seven.case,/four.case/one.case/zero.case /zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/one.case/four.case/zero.case%
/one.case/six.case/zero.case%
/one.case/eight.case/zero.case%
/dollar.case/zero.case
/two.case/zero.case/one.case/two.case /two.case/zero.case/one.case/three.case /two.case/zero.case/one.case/four.case /two.case/zero.case/one.case/five.case /two.case/zero.case/one.case/six.case /two.case/zero.case/one.case/seven.case /two.case/zero.case/one.case/eight.case /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF

ANNUAL GROWTH RATE

ANNUAL HOTEL REVENUE

ANNUAL GROWTH RATE

AVERAGE HOTEL RATE ANNUAL PERFORMANCE

ANNUAL GROWTH RATE

ANNUAL TOTAL HOTEL REVENUE

ANNUAL GROWTH RATE

ANNUAL HOTEL REVENUE

ANNUAL GROWTH RATE

AVERAGE HOTEL RATE ANNUAL PERFORMANCE

ANNUAL GROWTH RATE

ANNUAL TOTAL HOTEL REVENUE

ANNUAL GROWTH RATEOCCUPANCY
12-39
72 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 73 Applying quantitative and qualitative data to reach travelers most effectively, Newport Beach & Company has divided potential visitor markets into two categories:
primary and opportunity. Factors and analysis used to define markets include historical visitation, propensity, household income, market cost efficiency and accessibility.

Primary markets comprise at least 60 percent of all overnight visitors to Newport Beach.

Los Angeles, San Diego, Phoenix and San Francisco fall into this category and have the additional benefit of being drive markets, which allows for more marketing opportunities with short planning periods.

Opportunity markets have lower overnight visitation but are strong enough for conversion with increased brand awareness and a targeted call-to-action. Many of these markets, such as Denver and Salt Lake City, merit increased marketing efforts as overnight visitation trends up following the ease of COVID-19 restrictions.

SALT LAKE CITY
• 2.5 percent of overnight
visitors

• Nielsen Ranking: 30

• Daily flight to SNA

SAN DIEGO
• 5.3 percent of overnight
visitors

• Nielsen Ranking: 27

• Drive Market

PHOENIX
• 7.0 percent of overnight
visitors
• Nielsen Ranking: 11
• Drive Market /
Daily flight to SNA

LAS VEGAS
• 3.9 percent of overnight
visitors

• Nielsen Ranking: 40

• Drive Market /
Daily flight to SNA
DENVER
• 1.8 percent of overnight
visitors

• Nielsen Ranking: 16

• Daily flight to SNA

DALLAS/FORTH WORTH
• 1.8 percent of overnight
visitors

• Nielsen Ranking: 5

• Daily flight to SNA

LOS ANGELES
• 40.8 percent of
overnight visitors
• Nielsen Ranking: 2
• Drive Market

SAN FRANCISCO
• 4.7 percent of overnight
visitors

• Nielsen Ranking: 6

• Drive Market/
Daily flight to SNA

SACRAMENTO
• 3.8 percent of overnight
visitors

• Nielsen Ranking: 20

• Drive Market/Daily
flight to SNA

LEISURE TRAVELER

FEEDER MARKETS

PRIMARY MARKETS

OPPORTUNITY MARKETS
12-40
74 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 75 With the perfect combination of affluence, quaint charm, casual glamour and attention to detail, Newport Beach offers travelers a unique coastal retreat.

Though nowhere else is Newport Beach, understanding the competitive landscape provides important insight.

After a thorough competitor analysis, Newport Beach & Company has identified top competitive leisure traveler markets: Santa Barbara, Santa Monica, Palm Springs, Beverly Hills, Huntington Beach and La Jolla.

All the destinations are small- to mid-sized markets in Southern California, with an emphasis on upscale to luxury accommodations. They offer premium dining experiences, great shopping, upscale lifestyle, scenic beaches and a relaxing escape. While each market has distinct offerings within these areas, they hold a similar position in visitor’s minds when planning a trip, validated by our digital audience tracking system.

We monitor each of these destinations in both performance and marketing efforts. Over the past year, Newport Beach kept in line with the major performance metrics during the COVID-19 recovery period.

COMPETITIVE SET

OCCUPANCY ADR ROOMS
ANAHEIM 31.3% 95 15,449
BEVERLY HILLS 31.2% 478 2,246
DANA POINT 37.8% 355 1,461
HUNTINGTON BEACH 51.3% 193 2,379
IRVINE 43.1% 111 4,301
LA JOLLA 46.0% 198 2,770
NEWPORT BEACH 40.2% 295 5,721
PALM SPRINGS 47.1% 154 5,085
SAN DIEGO 46.1% 126 38,456
SANTA BARBARA 57.5% 256 3,873

COMPETITIVE HOTEL RATES

COMPETITIVE ROOMS AVAILABLE

COMPETITIVE HOTEL

OCCUPANCY

BEVERLY HILLS BEVERLY HILLSPALM SPRINGS PALM SPRINGSNEWPORT BEACH NEWPORT BEACHSANTA MONICA SANTA MONICA

LA JOLLA LA JOLLA

HUNTINGTON BEACH HUNTINGTON BEACH

SANTA BARBARA SANTA BARBARA
/four.case/six.case./seven.case%
/dollar.case /one.case/seven.case/two.case
/dollar.case /two.case/two.case/two.case
/dollar.case /two.case/three.case/nine.case
/dollar.case /two.case/six.case/four.case
/dollar.case /two.case/eight.case/six.case
/dollar.case /three.case/one.case/five.case
/dollar.case /five.case/nine.case/four.case
/five.case/six.case./three.case%
/five.case/six.case./six.case%
/five.case/eight.case./four.case%
/five.case/nine.case./five.case%
/six.case/one.case./five.case%
/six.case/seven.case./nine.case%
/seven.case/zero.case./zero.case%
/six.case/five.case./zero.case%
/six.case/zero.case./zero.case%
/five.case/five.case./zero.case%
/five.case/zero.case./zero.case%
/four.case/five.case./zero.case%
/four.case/zero.case./zero.case%
/three.case/five.case./zero.case%
/three.case/zero.case./zero.case%
/two.case/five.case./zero.case%
/two.case/zero.case./zero.case%
/one.case/five.case./zero.case%
/one.case/zero.case./zero.case%
/five.case./zero.case%
/zero.case./zero.case%
/dollar.case/six.case/zero.case/zero.case
/dollar.case/five.case/zero.case/zero.case
/dollar.case/four.case/zero.case/zero.case
/dollar.case/three.case/zero.case/zero.case
/dollar.case/two.case/zero.case/zero.case
/dollar.case/one.case/zero.case/zero.case
/dollar.case/zero.case

OCCUPANCY RATE
ADR
SOURCE: TOURISM ECONOMICS
12-41
76 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 77 The pandemic and its related public health restrictions caused an unprecedented decline in tourism spending, which fell from $144.9B in 2019 to $65.1B in 2020.

When the U.S. border closed to almost all non-essential travel, the international market took the hardest hit, with spending dropping 81 percent in 2020 to $5.3B.

Meanwhile, the domestic market declined 49 percent to $59.8B.

A positive turn came in 2021, as the vaccine became widely available and travel restrictions were gradually lifted. Drive-market visitors began to return, followed by more confident long-haul domestic travelers, business travel and the return of international markets. As a result, tourism spending in California recovered to $97.4B in 2021.

Travel-related spending from domestic visitors is expected to recover to 96 percent to 2019 levels in 2022, while international spending will recover to 60 percent. Total travel-related spending in California is not expected to reach pre-pandemic levels until 2023. Overall, leisure travel could recover to 95 percent of 2019 in 2022, while business-related travel will recover by 70 percent.

CALIFORNIA TRAVEL

OUTLOOK

CALIFORNIA TOURISM SUMMARY
(ANNUAL PERCENT CHANGE)
2014 2015 2016 2017 2018 2019 2020 2021 2022F 2023F 2024F 2025F 2026F TOTAL VISITS 3.5% 4.8% 1.9% 2.0% 0.0% 1.6% -50.8% 52.0% 22.6% 6.9% 5.0% 2.7% 1.8%

DOMESTIC
TOTAL VISITS 3.4% 4.9% 1.9% 2.0% 2.8% 1.8% -48.9 52.4% 19.2% 6.0% 4.5% 2.5% 1.6% LEISURE VISITS 4.1% 5.3% 2.2% 2.2% 2.5% 2.1% -45.3% 51.6% 14.2% 4.7% 3.3% 2.6% 1.5%

INTERNATIONAL
TOTAL VISITS 5.1% 3.6% 1.6% 1.3% 3.0% -1.2% -79.2% 40.2% 161.4% 23.7% 12.3% 5.3% 4.3% TOTAL EXPENDITURES ($B) 117.5 121.9 126.4 133.3 140.3 144.9 65.1 97.4 129.5 144.6 155.9 160.8 166.2 % CHANGE 5.5% 3.8% 3.7% 5.5% 5.2% 3.3% -55.1% 49.6% 32.9% 11.7% 7.8% 3.2% 3.3% DOMESTIC 94.3 97.5 101.1 106.2 112.0 116.8 59.8 92.0 112.6 121.0 127.5 130.2 134.4 % CHANGE 4.8% 3.4% 3.7% 5.0% 5.5% 4.3% -48.8% 53.9% 22.3% 7.4% 5.4% 2.1% 3.2% INTERNATIONAL 23.1 24.4 25.3 27.1 28.3 28.1 5.3 5.4 16.9 23.6 28.4 30.7 31.8 % CHANGE 8.3% 5.6% 3.4% 7.5% 4.3% -0.6% -81.2% 1.3% 215.2% 39.9% 20.1% 8.0% 3.6%

TOTAL VISITOR SPENDING

IN CALIFORNIA
/dollar.case/one.case/two.case/six.case./four.case
/dollar.case/one.case/three.case/three.case./three.case /dollar.case/one.case/four.case/zero.case./three.case
/dollar.case/one.case/four.case/four.case./nine.case
/two.case/zero.case/one.case/six.case/two.case/zero.case/one.case/seven.case/two.case/zero.case/one.case/eight.case/two.case/zero.case/one.case/nine.case/two.case/zero.case/two.case/zero.case/two.case/zero.case/two.case/one.case/two.case/zero.case/two.case/two.caseF/two.case/zero.case/two.case/three.caseF/two.case/zero.case/two.case/four.caseF/two.case/zero.case/two.case/five.caseF/two.case/zero.case/two.case/six.caseF TOTAL SPENDING /parenleft.case/dollar.caseBILLIONS/parenright.case /dollar.case/six.case/five.case./one.case
/dollar.case/nine.case/seven.case./four.case
/dollar.case/one.case/two.case/nine.case./five.case
/dollar.case/one.case/four.case/four.case./six.case
/dollar.case/one.case/five.case/five.case./nine.case
/dollar.case/one.case/six.case/zero.case./eight.case
/dollar.case/one.case/six.case/six.case./two.case

INTERNATIONAL

ARRIVALS TO

CALIFORNIA- RELATIVE
TO 2019.
(JUNE 2021-FEBRUARY 2022)
INTERNATIONAL ARRIVALS TO CALIFORNIA /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case. /parenleft.caseJUNE /two.case/zero.case/two.case/one.case /hyphen.case FEBRUARY /two.case/zero.case/two.case/two.case/parenright.case /hyphen.case /eight.case/eight.case%
/hyphen.case /nine.case/eight.case%
/hyphen.case /nine.case/five.case%
/hyphen.case /seven.case/three.case%
/hyphen.case/nine.case/seven.case%

OVERSEAS CHINA EUROPE MIDDLE

EAST AND
NORTH
AFRICA
U.K.

INTERNATIONAL ARRIVALS TO UNITED STATES /hyphen.case COMPARED TO SAME MONTH /two.case/zero.case/one.case/nine.case /three.case/five.case%
/one.case/five.case%
/one.case/three.case%
/three.case/five.case%
/nine.case/one.case%
/eight.case/two.case%
/seven.case/three.case%
/eight.case/zero.case%
/one.case/zero.case/eight.case%
/one.case/zero.case/eight.case%
/one.case/zero.case/zero.case%
/one.case/zero.case/four.case%

AMERICAS
EUROPE

ASIA PACIFIC

MIDDLE EAST & AFRICA
/two.case/zero.case/two.case/one.case/two.case/zero.case/two.case/three.caseF/two.case/zero.case/two.case/five.caseF INTERNATIONAL ARRIVALS TO UNITED STATES /hyphen.case COMPARED TO SAME MONTH /two.case/zero.case/one.case/nine.case /hyphen.case/one.case/zero.case/zero.case%
/hyphen.case/nine.case/zero.case%
/hyphen.case/eight.case/zero.case%
/hyphen.case/seven.case/zero.case%
/hyphen.case/six.case/zero.case%
/hyphen.case/five.case/zero.case%
/hyphen.case/four.case/zero.case%
/hyphen.case/three.case/zero.case%
/hyphen.case/two.case/zero.case%
/hyphen.case/one.case/zero.case%
/zero.case%
JUN/hyphen.case/two.case/one.case JULY/hyphen.case/two.case/one.case AUG/hyphen.case/two.case/one.case SEPT/hyphen.case/two.case/one.case OCT/hyphen.case/two.case/one.case NOV/hyphen.case/two.case/one.case DEC/hyphen.case/two.case/one.case JAN/hyphen.case/two.case/two.case OVERSEAS CANADA /parenleft.caseAIR/parenright.case CHINA EUROPE MIDDLE

EAST AND

NORTH AFRICA
UKF = FORECAST
SOURCE: VISIT CALIFORNIA - NTTO, BEA, TOURISM ECONOMICS 12-42
78 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 79

The U.S. Travel Association releases a monthly Travel Trends Index (TTI) report, providing an analysis conducted by Oxford Economics of current trends in travel demand as well as a near-term COVID-19 recovery outlook for the direction and pace of travel to and within the US.

As reported in February 2022, the U.S. economy remains strong despite persistent high inflation and geopolitical tensions creating uncertainty. The job market is improving, wages are rising, businesses are increasing investment, and an improved health situation paired with eased restrictions are boosting confidence among leisure and business travelers. Together, these factors should facilitate a spring rebound as the weather warms and the peak leisure travel season approaches.
• The pandemic has resulted in
$740B in cumulative losses for the U.S. travel
economy through January 2022.
• An improving health situation, renewed optimism, pent-up demand, and sizable excess savings underpin the travel industry’s recovery. Consumer travel sentiment indexes at 8 percent for percentage of American travelers that are ready to travel in the next 12 months — the highest level since the start of the pandemic. • The pace for DMO/CVB group room nights on the books indicates a dip in 1Q2022, particularly January 2022 due to the impact of the Omicron wave, but a sizable return of Group volume in subsequent quarters. 82 percent of business travel organizations feels their employees are willing to travel in the current environment, up from 54 percent in January 2022.
• International travel intentions are strong. In most markets, the percentage of those who intend to travel internationally over the next 12 months was more than 10 percentage points higher in February 2022 than February 2021. • Organic search sessions for destination marketing organization websites registered a 26 percent increase over 2019 levels in January 2022. They are on pace for a 32 percent expansion through the first half of February 2022. • Short-term rental demand strengthened in January 2022, rising to 22 percent above its 2019 level.
• As of February 2022, higher gas prices have not deterred people from traveling.

This was particularly noticeable over Thanksgiving 2021, when road travel returned to nearly pre-pandemic levels and the national average for gas was around $3.40 per gallon.

U.S. TRAVEL

TRENDS INDEX
U.S. TRAVEL FORECAST
Following one of the most severe economic shocks of the past century in 2020, the U.S. economy vaulted into one of the most rapid recoveries in modern history in 2021.

The recovery process is far from complete, however, and the next stage will be trickier to navigate.

While an improving health backdrop, solid household finances, and rebounding employment should support consumer spending, the shift from public to private sector-driven growth will be a delicate balancing act and inflation risks remain tilted to the upside. Labor and capital supply suffered extreme duress during the pandemic and are expected to rebound only gradually.

The U.S. economy is displaying solid economic momentum, as evidenced by the February 2022 jobs report, yet it also faces shifting headwinds. Though the Omicron wave has been largely contained, higher inflation and greater uncertainty triggered by Russia’s invasion of Ukraine have emerged as key risks. It is anticipated that real GDP will grow 3.4 percent in 2022 and slow to 2.1 percent in 2023, but risks are tilted to the downside given the intensifying inflation shock, a growing fiscal drag, and a more hawkish Fed.

It is expected that the Fed will raise the policy rate by a total of 175 basis points (bps) in 2022 to rein in inflation. Significant monetary policy tightening has prompted Tourism Economics to lower the GDP growth forecast for 2023 to 2.1 percent from 5.3 percent, with an expectation that growth will slow to 1.6 percent annualized by mid-2023.

SOURCES: U.S. TRAVEL ASSOCIATION, TOURISM ECONOMICS
12-43
80 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 81 While U.S. domestic leisure travel underpinned the faster-than-expected travel recovery, the U.S. domestic business segment lagged and underperformed the expectations set forth in the Fall 2020 forecast. Spending in 2021 for this segment registered 50 percent of 2019 levels, down from 54 percent predicted one year earlier.

The domestic business recovery should accelerate in 2022, reaching 76 percent of 2019 levels. This segment will achieve a full recovery in 2024, as of the latest forecast.

The return of domestic business travel will help even out the recovery to include urban markets.

A generally robust vaccination rollout, improving health situation, easing pandemic-related restrictions, and expansionary fiscal policy measures have supported the unwinding of excess savings and the rotation of consumer spending from goods to services, such as travel. This backdrop has supported the domestic leisure travel segment, which is now expected to reach 96 percent of its 2019 level in 2021 — six percentage points above the fall 2020 forecast. The forecast expects the domestic leisure segment to achieve a full recovery in 2022.

The Travel Price Index (TPI), which accounts for travel-specific categories such as lodging away from home and transportation costs, is expected to rebound sooner than previously anticipated following its 5.8 percent decline in 2020. The TPI is projected to increase 10.6 percent in 2021 and remain above 3 percent annual growth in 2022 and 2023, before normalizing to 2.3 percent growth in 2024.

The short-term outlook anticipates that the forecasted GDP growth of 3.4 percent in 2022 can withstand Fed tightening, though it is set to slow to 2.1 percent in 2023.

The short-term outlook is driven by inflation shock stemming from the Russia-Ukraine war. The geopolitical tensions risk fueling stronger and more persistent inflation, which may affect consumer spending, pandemic response, supply chain impact on business investments, and monetary policies on rate hikes.

It is estimated that recovery of international travel to the US should accelerate in 2022, reaching 72 percent of 2019 levels. The latest forecast anticipates that this segment will achieve full recovery in 2024.

DOMESTIC

TRAVEL FORECAST
DOMESTIC LEISURE vs. BUSINESS

LEISURE TRAVEL VOLUME -
RELATIVE TO 2019

DOMESTIC TRAVEL SPEND
FORECAST - RELATIVE TO 2019

DOMESTIC BUSINESS TRAVEL
SPENDING - RELATIVE TO 2019
DOMESTIC AUTO vs.

AIR TRAVEL VOLUME -
RELATIVE TO 2019
DOMESTIC PERSON TRIPS IN THE U.S. (MILLIONS)
2019 2020 2021 2022F 2023F 2024F 2025F
TOTAL 2318.0 1582.0 2021.0 2235.7 2398.2 2493.3 2529.9
% change 1.8% -31.8% 27.8% 10.6% 7.3% 4.0% 1.5%
By purpose
Business 463.9 181.3 249.5 370.7 446.2 484.1 491.1
% change 1.1% 60.9% 37.6% 48.6% 20.4% 8.5% 1.5%
Leisure 1854.1 1400.6 1771.4 1864.9 1952.0 2009.2 2038.4 % change 1.9% -24.5% 26.w5% 5.3% 4.7% 2.9% 1.5%
Hotel room demand
Room nights 1293.1 829.9 1131.9 1290.6 1361.1 1405.4 1429.3 % change 1.7% -35.8% 36.4% 14.0% 5.5% 3.3% 1.7%
F = FORECAST
SOURCE: U.S. DEPARTMENT OF COMMERCE-TRAVEL & TOURISM, TOURISM ECONOMICS, US TRAVEL ASSOCIATION DOMESTIC TRAVEL SPEND FORECAST /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case /one.case/zero.case/zero.case%
/seven.case/seven.case%
/nine.case/seven.case%
/one.case/zero.case/one.case%
/one.case/zero.case/three.case%
/one.case/zero.case/six.case%
/one.case/zero.case/eight.case%
/zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/dollar.case/seven.case/two.case/two.caseB /dollar.case/five.case/five.case/five.caseB /dollar.case/seven.case/zero.case/two.caseB /dollar.case/seven.case/two.case/six.caseB /dollar.case/seven.case/four.case/five.caseB /dollar.case/seven.case/six.case/six.caseB /dollar.case/seven.case/seven.case/six.caseB /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF /two.case/zero.case/two.case/five.caseF /zero.case
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
DOMESTIC LEISURE VS BUSINESS LEISURE TRAVEL VOLUME /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case /one.case/zero.case/zero.case%
/three.case/two.case%
/five.case/zero.case%
/seven.case/six.case%
/nine.case/three.case%
/one.case/zero.case/three.case%
/one.case/zero.case/five.case%
/dollar.case/two.case/seven.case/zero.caseB /dollar.case/eight.case/eight.caseB /dollar.case/one.case/three.case/six.caseB /dollar.case/two.case/zero.case/six.caseB /dollar.case/two.case/five.case/two.caseB /dollar.case/two.case/seven.case/seven.caseB /dollar.case/two.case/eight.case/four.caseB /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF /two.case/zero.case/two.case/five.caseF DOMESTIC LEISURE VS BUSINESS LEISURE TRAVEL VOLUME /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case /seven.case/six.case%
/nine.case/six.case%
/one.case/zero.case/one.case%
/one.case/zero.case/five.case%
/one.case/zero.case/eight.case%
/one.case/one.case/zero.case%
/three.case/nine.case%
/five.case/four.case%
/eight.case/zero.case%
/nine.case/six.case%
/one.case/zero.case/four.case%
/one.case/zero.case/six.case%
/zero.case% /two.case/zero.case% /four.case/zero.case% /six.case/zero.case% /eight.case/zero.case% /one.case/zero.case/zero.case% /one.case/two.case/zero.case% /two.case/zero.case/two.case/zero.case
/two.case/zero.case/two.case/one.case
/two.case/zero.case/two.case/two.caseF
/two.case/zero.case/two.case/three.caseF
/two.case/zero.case/two.case/four.caseF
/two.case/zero.case/two.case/five.caseF

BUSINESS LEISURE
DOMESTIC AUTO VS. AIR TRAVEL VOLUME /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case /nine.case/seven.case%/one.case/zero.case/four.case%
/one.case/zero.case/seven.case%/one.case/zero.case/nine.case% /four.case/two.case%
/seven.case/zero.case%
/eight.case/eight.case%
/one.case/zero.case/zero.case%
/one.case/zero.case/nine.case%/one.case/one.case/three.case% /zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF /two.case/zero.case/two.case/five.caseF

AUTO AIR
/eight.case/nine.case%
/seven.case/one.case%
DOMESTIC TRAVEL SPEND FORECAST /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case /one.case/zero.case/zero.case%
/seven.case/seven.case%
/nine.case/seven.case%
/one.case/zero.case/one.case%
/one.case/zero.case/three.case%
/one.case/zero.case/six.case%
/one.case/zero.case/eight.case%
/zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/dollar.case/seven.case/two.case/two.caseB /dollar.case/five.case/five.case/five.caseB /dollar.case/seven.case/zero.case/two.caseB /dollar.case/seven.case/two.case/six.caseB /dollar.case/seven.case/four.case/five.caseB /dollar.case/seven.case/six.case/six.caseB /dollar.case/seven.case/seven.case/six.caseB /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF /two.case/zero.case/two.case/five.caseF /zero.case
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
DOMESTIC LEISURE VS BUSINESS LEISURE TRAVEL VOLUME /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case /one.case/zero.case/zero.case%
/three.case/two.case%
/five.case/zero.case%
/seven.case/six.case%
/nine.case/three.case%
/one.case/zero.case/three.case%
/one.case/zero.case/five.case%
/dollar.case/two.case/seven.case/zero.caseB /dollar.case/eight.case/eight.caseB /dollar.case/one.case/three.case/six.caseB /dollar.case/two.case/zero.case/six.caseB /dollar.case/two.case/five.case/two.caseB /dollar.case/two.case/seven.case/seven.caseB /dollar.case/two.case/eight.case/four.caseB /two.case/zero.case/one.case/nine.case /two.case/zero.case/two.case/zero.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.caseF /two.case/zero.case/two.case/three.caseF /two.case/zero.case/two.case/four.caseF /two.case/zero.case/two.case/five.caseF DOMESTIC LEISURE VS BUSINESS LEISURE TRAVEL VOLUME /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case /seven.case/six.case%
/nine.case/six.case%
/one.case/zero.case/one.case%
/one.case/zero.case/five.case%
/one.case/zero.case/eight.case%
/one.case/one.case/zero.case%
/three.case/nine.case%
/five.case/four.case%
/eight.case/zero.case%
/nine.case/six.case%
/one.case/zero.case/four.case%
/one.case/zero.case/six.case%
/zero.case% /two.case/zero.case% /four.case/zero.case% /six.case/zero.case% /eight.case/zero.case% /one.case/zero.case/zero.case% /one.case/two.case/zero.case% /two.case/zero.case/two.case/zero.case
/two.case/zero.case/two.case/one.case
/two.case/zero.case/two.case/two.caseF
/two.case/zero.case/two.case/three.caseF
/two.case/zero.case/two.case/four.caseF
/two.case/zero.case/two.case/five.caseF

AUTO AIR
/eight.case/nine.case%
/seven.case/one.case%
12-44
82 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 83

INTERNATIONAL

TRAVEL SUMMARY
Newport Beach & Company understands the importance of international travel to the destination. With higher spending and longer lengths of stays, international travelers are a significant visitor segment for Newport Beach. In 2019, international visitors accounted for $28B of California’s $145B in tourism spending.

Newport Beach has four primary international markets:

Of these markets, Newport Beach & Company directly invests in marketing, media relations and travel-trade with offices the United Kingdom and Canada. For the Middle East and China, Newport Beach & Company is actively exploring opportunities for representation as international restrictions begin to ease.

As the destination prepares to welcome increasing numbers of international visitors, Newport Beach & Company will also continue to keep a pulse on the jagged recovery period of ongoing COVID-19 outbreaks, evolving health protocols, safety regulations, and rapidly changing consumer sentiment around travel.

CANADA
CHINA

MIDDLE EAST

UNITED KINGDOM
INTERNATIONAL ARRIVALS TO CALIFORNIA /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case. /parenleft.caseJUNE /two.case/zero.case/two.case/one.case /hyphen.case FEBRUARY /two.case/zero.case/two.case/two.case/parenright.case /hyphen.case /eight.case/eight.case%
/hyphen.case /nine.case/eight.case%
/hyphen.case /nine.case/five.case%
/hyphen.case /seven.case/three.case%
/hyphen.case/nine.case/seven.case%

OVERSEAS CHINA EUROPE MIDDLE

EAST AND
NORTH
AFRICA
U.K.

AMERICAS
EUROPE

ASIA PACIFIC

EAST AND

NORTH AFRICA
UK
INTERNATIONAL ARRIVALS TO CALIFORNIA /hyphen.case RELATIVE TO /two.case/zero.case/one.case/nine.case. /parenleft.caseJUNE /two.case/zero.case/two.case/one.case /hyphen.case FEBRUARY /two.case/zero.case/two.case/two.case/parenright.case /hyphen.case /eight.case/eight.case%
/hyphen.case /nine.case/eight.case%
/hyphen.case /nine.case/five.case%
/hyphen.case /seven.case/three.case%
/hyphen.case/nine.case/seven.case%

OVERSEAS CHINA EUROPE MIDDLE

EAST AND
NORTH
AFRICA
U.K.

AMERICAS
EUROPE

ASIA PACIFIC

EAST AND

NORTH AFRICA
UK
INTERNATIONAL VISITS TO THE U.S. BY WORLD REGION -
RELATIVE TO 2019

INTERNATIONAL ARRIVALS TO UNITED STATES - COMPARED
TO SAME MONTH 2019
SOURCES: TOURISM ECONOMICS, US TRAVEL ASSOCIATION
12-45
84 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 85 CANADA

MARKET PROFILE
Canada is a top inbound travel market for the United States and California.

Travelers are drawn to Newport Beach’s warm weather and convenient access, with direct flights operating from John Wayne Airport (Orange County) and Vancouver. A majority of its population lives within 100 miles of the U.S. border, making Canada an ongoing opportunity for marketing expansion.

The Canadian economy is expected to rapidly rebound once COVID-19 restrictions ease. GDP growth is forecasted at 4.1 percent in 2022, down from 4.3 percent previously, after rising 4.5 percent in 2021. Consumer Price Index (CPI) inflation held steady at a near two-decade high of 4.7 percent year-over-year in November.

Inflation is forecasted to remain elevated in the near term, peaking at 5 percent before easing to the mid-2 percent range in early 2023 as supply bottlenecks clear and energy prices fall. The labor market closed on an upswing as 54,700 jobs gained in December 2021 pushed the unemployment rate down to 5.9 percent, the lowest since the pandemic began.

Despite temporary disruptions from COVID-19 variants, it is expected that growing inflation concerns and a tight labor market will prompt the Bank of Canada to begin raising rates in July 2022, and again in October. It could start lifting rates even sooner and more quickly if variants prove less harmful to the economy, but it is believed that the Bank will stay on a cautious path given its apprehensions about high household debt and overvalued house prices.

Notwithstanding economic concerns, Canadians are more willing to travel to destinations that are completely different from their own home or culture. They are aware that every trip is a “privilege” and hope for experiences that reflect that mindset. Despite feeling cautious towards travel, a new wave of excitement is bubbling for Canadians as they chase greatness to discover their greatest trip ever.

VISITATION & SPENDING FORECAST
(INDEXED TO 2019 LEVELS)
/two.case/zero.case/two.case/zero.case
/two.case/three.case/two.case/two.case/one.case/eight.case/one.case/nine.case /seven.case/nine.case /seven.case/nine.case
/nine.case/nine.case /nine.case/nine.case/one.case/zero.case/three.case /one.case/zero.case/four.case/one.case/zero.case/six.case /one.case/zero.case/seven.case/one.case/zero.case/eight.case /one.case/zero.case/nine.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.case /two.case/zero.case/two.case/three.case /two.case/zero.case/two.case/four.case /two.case/zero.case/two.case/five.case /two.case/zero.case/two.case/six.case

VISITATION SPENDING
CANADA
/two.case/zero.case/two.case/zero.case
/nine.case/one.case/one.case/five.case/three.case
/three.case/five.case/three.case/six.case
/six.case/nine.case/seven.case/two.case
/nine.case/seven.case/one.case/zero.case/two.case/one.case/zero.case/two.case/one.case/zero.case/seven.case/one.case/zero.case/eight.case/one.case/one.case/three.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.case /two.case/zero.case/two.case/three.case /two.case/zero.case/two.case/four.case /two.case/zero.case/two.case/five.case /two.case/zero.case/two.case/six.case

VISITATION SPENDING
CHINA
/two.case/zero.case/two.case/zero.case
/two.case/eight.case/two.case/nine.case
/five.case/four.case
/four.case/eight.case
/six.case/nine.case/seven.case/two.case
/eight.case/two.case/eight.case/five.case/eight.case/six.case/nine.case/zero.case/eight.case/nine.case/nine.case/four.case /nine.case/four.case /nine.case/four.case/nine.case/four.case /nine.case/four.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.case /two.case/zero.case/two.case/three.case /two.case/zero.case/two.case/four.case /two.case/zero.case/two.case/five.case /two.case/zero.case/two.case/six.case

VISITATION SPENDING

MIDDLE EAST
/two.case/zero.case/two.case/zero.case
/one.case/five.case/one.case/five.case/nine.case/eight.case /six.case/zero.case/six.case/one.case
/nine.case/four.case/nine.case/five.case
/one.case/zero.case/two.case/one.case/zero.case/four.case /one.case/zero.case/four.case/one.case/zero.case/six.case /one.case/zero.case/six.case/one.case/zero.case/eight.case /two.case/zero.case/two.case/one.case /two.case/zero.case/two.case/two.case /two.case/zero.case/two.case/three.case /two.case/zero.case/two.case/four.case /two.case/zero.case/two.case/five.case /two.case/zero.case/two.case/six.case

VISITATION SPENDING

UNITED KINGDOM
SOURCES: TOURISM ECONOMICS, VISIT CALIFORNIA
12-46
86 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 87 CHINA

MARKET PROFILE
Though consumer confidence is growing in China, the pandemic has introduced a predictable pattern of spikes and dips for tourism: desire for travel, impeded by sporadic COVID-19 outbreaks.

Demand for domestic travel remained weak in Q4, though momentum appeared to begin stabilizing in December 2021. Nominal infrastructure investment returned to YOY growth as project approvals and financing increased, while corporate investment growth picked up further. This partly offset the weakness in consumption and real estate investment, which will continue to affect economic activity this year as Chinese authorities maintain a zero-COVID-19 approach. Meaningful and front-loaded policy support are expected to shore up growth, but the risks to forecasts are skewed to the downside.

Various factors affect Chinese consumers’ willingness to travel internationally.

They want to see close to zero COVID-19 cases in a destination country, with 86 percent rating this as a top-three factor. As the world adjusts to endemic COVID-19 with outbreaks of new variants, this scenario may be unlikely in the near future. The second most important factor among 84 percent of Chinese travelers is the removal of quarantine in China upon return. As of December 2021, 7 percent of airlift from China to California has recovered. As international opening for tourism continues to be delayed in the absence of any policy announcements, outbound leisure travel from China will likely be slow to return.

Despite uncertainties, opportunities are emerging with recent trends. Unique experiences, offerings and services that make a trip memorable or more convenient are driving a disproportional demand for premium and budget hotels among Chinese travelers, according to a McKinsey survey. As consumer confidence grows, Chinese travel spending may also slowly rebound, forecasted to recover to 36 percent in 2022, 72 percent in 2023 and 102 percent in 2024.

VISITATION SPENDING

UNITED KINGDOM
SOURCES: TOURISM ECONOMICS, VISIT CALIFORNIA
12-47
88 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 89

MIDDLE EAST

MARKET PROFILE
With high in-market spending and an expectancy of a luxurious lifestyle vacation, the Middle East is a key international opportunity market for Newport Beach & Company.

Primary markets within the Middle East include the United Arab Emirates (UAE), Saudi Arabia and Qatar, which are all members of the Gulf Cooperation Council (GCC). The GCC, a unified economic agreement between member countries, establishes a customs union, common market and common currency. They have some of the fastest-growing economies in the world, despite COVID-19 near-term headwinds, mostly due to a boom in oil and natural gas revenues.

A strong growth momentum in the UAE through 2022 is anticipated as the delayed Expo 2020 Dubai boosts the recovery. Non-oil GDP growth of is forecasted at 3.8 percent in 2022 and 2.5 percent in 2023. Expansionary government policy is expected to continue to provide impetus to activity and the recent reform agenda should also bear fruit.

In Saudi Arabia, it is forecasted that the non-oil sector will see a GDP growth of 2.5 percent in 2023, with overall GDP growth at 4.6 percent. The government is committed to fiscal sustainability with planned improvements on spending efficiencies and improved banking conditions.

Economic recovery for Qatar is expected in 2022, with a forecasted GDP growth of 3.6 percent in 2022 and 3.4 percent in 2023 to 2024. Recovery will be supported by higher spending, ongoing outlays ahead of the 2022 FIFA World Cup, and rising gas production.

The outlook for visitation from the Middle East is promising: Travel spending is forecasted to recover to 72 percent in 2022, 85 percent in 2023 and 90 percent in 2024. As of December 2021, 119 percent of airlift from Middle East to California has recovered.

VISITATION SPENDING

UNITED KINGDOM
SOURCES: TOURISM ECONOMICS, VISIT CALIFORNIA
12-48
90 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 91

UNITED KINGDOM

MARKET PROFILE
As one of Newport Beach’s most longstanding markets, the United Kingdom continues to be an important opportunity for international visitors.

The near-term growth forecast has been adjusted due to recent surges in COVID-19 cases in the United Kingdom, causing greater consumer caution and forcing large numbers of people to isolate. However, as after previous waves, the subsequent rebound should be strong. GDP growth of 4.5 percent is expected in 2022, down from 4.9 percent in January 2022. The forecast for 2023 has been nudged down to 2.7 percent from 2.8 percent.

Monthly GDP data suggests the economy enjoyed stronger momentum in late fall 2021, with social consumption sectors performing particularly well. Furthermore, the Office for National Statistics (ONS) has made large favorable revisions to the historical data for the pandemic period, which means that the output measure of GDP is now reported to have passed its pre-pandemic level in November 2021.

International travel sentiment in the United Kingdom is slightly higher than the global average, with 21 percent of persons 16 or older considering travel to U.S. anytime versus 20 percent of the global average. A Kantar study found that two in three people in the United Kingdom are planning to travel, with 10 percent of those planning travel to North America.

VISITATION SPENDING

UNITED KINGDOM
SOURCES: TOURISM ECONOMICS, VISIT CALIFORNIA
12-49
92 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 93 The Group/Meetings segment has always been an integral part of hotel demand in Newport Beach representing almost a third of all rooms sold between 2014 and 2019.

Group demand became almost non-existent in April 2020 following the outbreak COVID-19, travel restrictions and public health measures aimed at containing the pandemic.

After an 80 percent decline in 2020, the group segment demand more than doubled in 2021 to 81,000 room nights, but remained well below its 2019 benchmark of 251500. In terms of revenue, groups have represented a lower share than leisure. The group segment ADR declined 1 percent last year while transient ADR increased more than 17 percent.

Room revenue will remain below the 2019 benchmark this year, but it is expected to see more than
$84M in room revenue by the end of 2024.

MEETING PLANNER

RESEARCH

YEAR DEMAND ADR REVENUE
2014 256,464 $198 $50,886,166
2015 260,775 $209 $54,378,652
2016 251,374 $217 $54,445,098
2017 247,302 $223 $55,111,524
2018 245,941 $228 $56,082,142
2019 251,483 $224 $56,395,829
2020 40,162 $219 $8,797,931
2021 80,770 $217 $17,524,473
2022F 193,562 $260 $50,310,530
2023F 236,521 $291 $68,917,310
2024F 279,765 $302 $84,372,494

YEAR DEMAND ADR PREM/DISC REVENUE
2014 38.7% 12.3% 43.5%
2015 38.1% 12.1% 42.7%
2016 28.3% -10.6% 25.3%
2017 28.5% -11.5% 25.2%
2018 27.5% -13.6% 24.6%
2019 27.2% -13.7% 23.5%
2020 9.7% -20.8% 7.7%
2021 14.0% -33.4% 9.4%
2022F 23.0% -25.0% 17.2%
2023F 24.7% -18.9% 20.0%
2024F 27.6% -19.0% 22.3%

NEWPORT BEACH GROUP OUTLOOK

NEWPORT BEACH

GROUP SHARE OF MARKET
SOURCE: TOURISM ECONOMICS
F = FORECAST
12-50
94 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 95

ANNUAL GROUP HOTEL

ROOM DEMAND

AVERAGE HOTEL GROUP RATE

ANNUAL PERFORMANCE
GROUP SALES /hyphen.case FY/two.case/zero.case/two.case/one.case ROOMS BY REGION CALIFORNIA, /two.case/nine.case%
SOUTHEAST, /three.case%
PACIFIC NORTHWEST, /two.case%
SOUTHWEST /parenleft.caseAZ/slash.caseNM/slash.caseTX/parenright.case, /three.case% MIDWEST, /two.case/nine.case%
NORTHEAST, /one.case/eight.case%
WEST, /five.case%
DC/slash.caseVA/slash.caseMD, /six.case%
INTERNATIONAL, /one.case%
EAST, /four.case%
Annual Group Hotel Room Demand
Averate Hotel Group Rate Annual Performance
/zero.case%
/five.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/five.case/zero.case%
/two.case/zero.case/zero.case%
/two.case/five.case/zero.case%
/three.case/zero.case/zero.case%
/zero.case
/five.case/zero.case,/zero.case/zero.case/zero.case
/one.case/zero.case/zero.case,/zero.case/zero.case/zero.case /one.case/five.case/zero.case,/zero.case/zero.case/zero.case /two.case/zero.case/zero.case,/zero.case/zero.case/zero.case /two.case/five.case/zero.case,/zero.case/zero.case/zero.case /three.case/zero.case/zero.case,/zero.case/zero.case/zero.case /two.case/zero.case/one.case/four.case/two.case/zero.case/one.case/five.case/two.case/zero.case/one.case/six.case/two.case/zero.case/one.case/seven.case/two.case/zero.case/one.case/eight.case/two.case/zero.case/one.case/nine.case/two.case/zero.case/two.case/zero.case/two.case/zero.case/two.case/one.case/two.case/zero.case/two.case/two.caseF/two.case/zero.case/two.case/three.caseF/two.case/zero.case/two.case/four.caseF /two.case/zero.case/one.case/four.case/two.case/zero.case/one.case/five.case/two.case/zero.case/one.case/six.case/two.case/zero.case/one.case/seven.case/two.case/zero.case/one.case/eight.case/two.case/zero.case/one.case/nine.case/two.case/zero.case/two.case/zero.case/two.case/zero.case/two.case/one.case/two.case/zero.case/two.case/two.caseF/two.case/zero.case/two.case/three.caseF/two.case/zero.case/two.case/four.caseF

ANNUAL GROWTH RATE

ROOM DEMAND
/two.case/five.case/six.case,/four.case/six.case/four.case /two.case/six.case/zero.case,/seven.case/seven.case/five.case /two.case/five.case/one.case,/three.case/seven.case/four.case /two.case/four.case/seven.case,/three.case/zero.case/two.case /two.case/four.case/five.case,/nine.case/four.case/one.case /two.case/five.case/one.case,/four.case/eight.case/three.case /four.case/zero.case,/one.case/six.case/two.case
/eight.case/zero.case,/seven.case/seven.case/zero.case
/one.case/nine.case/three.case,/five.case/six.case/two.case /two.case/three.case/six.case,/five.case/two.case/one.case /two.case/seven.case/nine.case,/seven.case/six.case/five.case /dollar.case/one.case/nine.case/eight.case
/dollar.case/two.case/zero.case/nine.case
/dollar.case/two.case/one.case/seven.case
/dollar.case/two.case/two.case/three.case
/dollar.case/two.case/two.case/eight.case
/dollar.case/two.case/two.case/four.case
/dollar.case/two.case/one.case/nine.case
/dollar.case/two.case/one.case/seven.case
/dollar.case/two.case/six.case/zero.case
/dollar.case/two.case/nine.case/one.case
/dollar.case/three.case/zero.case/two.case
/zero.case%
/two.case/zero.case%
/four.case/zero.case%
/six.case/zero.case%
/eight.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/two.case/zero.case%
/one.case/four.case/zero.case%
/dollar.case/zero.case
/dollar.case/five.case/zero.case
/dollar.case/one.case/zero.case/zero.case
/dollar.case/one.case/five.case/zero.case
/dollar.case/two.case/zero.case/zero.case
/dollar.case/two.case/five.case/zero.case
/dollar.case/three.case/zero.case/zero.case
/dollar.case/three.case/five.case/zero.case

ANNUAL GROWTH RATE

AVERAGE HOTEL RATE
Y/slash.caseY GROWTH RATEDEMAND
Y/slash.caseY GROWTH RATEADR
Annual Group Hotel Room Demand
Averate Hotel Group Rate Annual Performance
/zero.case%
/five.case/zero.case%
/one.case/zero.case/zero.case%
/one.case/five.case/zero.case%
/two.case/zero.case/zero.case%
/two.case/five.case/zero.case%
/three.case/zero.case/zero.case%
/zero.case
/five.case/zero.case,/zero.case/zero.case/zero.case
/one.case/zero.case/zero.case,/zero.case/zero.case/zero.case /one.case/five.case/zero.case,/zero.case/zero.case/zero.case /two.case/zero.case/zero.case,/zero.case/zero.case/zero.case /two.case/five.case/zero.case,/zero.case/zero.case/zero.case /three.case/zero.case/zero.case,/zero.case/zero.case/zero.case /two.case/zero.case/one.case/four.case/two.case/zero.case/one.case/five.case/two.case/zero.case/one.case/six.case/two.case/zero.case/one.case/seven.case/two.case/zero.case/one.case/eight.case/two.case/zero.case/one.case/nine.case/two.case/zero.case/two.case/zero.case/two.case/zero.case/two.case/one.case/two.case/zero.case/two.case/two.caseF/two.case/zero.case/two.case/three.caseF/two.case/zero.case/two.case/four.caseF /two.case/zero.case/one.case/four.case/two.case/zero.case/one.case/five.case/two.case/zero.case/one.case/six.case/two.case/zero.case/one.case/seven.case/two.case/zero.case/one.case/eight.case/two.case/zero.case/one.case/nine.case/two.case/zero.case/two.case/zero.case/two.case/zero.case/two.case/one.case/two.case/zero.case/two.case/two.caseF/two.case/zero.case/two.case/three.caseF/two.case/zero.case/two.case/four.caseF

ANNUAL GROWTH RATE

AVERAGE HOTEL RATE
Y/slash.caseY GROWTH RATEDEMAND
Y/slash.caseY GROWTH RATEADR
SOURCE: TOURISM ECONOMICS
F = FORECASTSOURCE: SIMPLEVIEW

MEETING PLANNER

RESEARCH
12-51
96 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 97 RENAISSANCE.

RESILIENCE.REINVIGORATE.

RENAISSANCE.

RESILIENCE.REINVIGORATE.

N
W
E
S

RENAISSANCE

RESILIENCE REINVIGORATE RENAISSANCE

RESILIENCE REINVIGORATE
98 VISIT NEWPORT BEACH INC. - LEISURE MARKETING
108 VISIT NEWPORT BEACH INC. - GROUP SALES
112 DINE NEWPORT BEACH
116 ENTERPRISE NEWPORT BEACH
120 CELEBRA TE NEWPORT BEACH
122 VIDEO NEWPORT BEACH

BUSINESS-PLANS
12-52
98 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 99 VISIT
NEWPORT BEACH, INC.

Visit Newport Beach, Inc. Leisure Marketing (TOT) shares the incredible Newport Beach brand story with the world through the visitors’ consideration, research, planning and purchase process. From inspiring visitors to take a trip to Newport Beach to creating a place to share memories, Visit Newport Beach, Inc. engages with the visitor at all points in the journey.

Leisure Marketing is funded by a portion of Transient-Occupancy Tax (TOT), the third-largest source of revenue for the city of Newport Beach, which is paid by visitors staying in hotels and short-term vacation rentals.

The Leisure Marketing Team is focused in two functional areas of specialty:
•Destination Brand Development & Storytelling
•Destination Marketing S trategy & Business Intelligence.

DESTINATION BRAND DEVELOPMENT & STORYTELLING
Visit Newport Beach, Inc.’s media-relations efforts hinge on strong, ongoing relationships with targeted media, bloggers and social influencers. Nurturing current relationships, growing our owned media database and increasing media visits to the area are top priorities. Sharing the Newport Beach brand story through respected media outlets not only gives the destination credibility, but also allows the audiences to discover the destination in an emotive manner.

TARGET MEDIA CHANNELS
I
. Domestic Consumer & Travel Trade
• Media Relations:
• Chart consumer PR plan leveraging destination ver ticals to pique media interest • Develop compelling story angles centered around the Newport Beach lifestyle and its brand-defining events
• Proactive pitching to local, regional and national media to secure stories • Facilitate in-bound media requests
• Create custom itineraries for visiting media
• Plan familiarization (FAM) tours around a ficionado angles • Develop new, leading-edge online newsroom on company-managed website to promote all business units

II. International Consumer & Travel Trade Media Relations:
• Search for a global public relations agency who has e xperience, offices and boots on the ground in the three target global market s as well as domestic (NYC, LA). • Visit Newport Beach will utilize a single global agenc y and, in turn, re-opens Newport Beach offices and market representation in Canada, Middle East and United Kingdom.
• Anticipate and create partnerships for each market which has varying dependence upon intermediary travel ag encies to book travel.
• Develop stories that resonate with these international markets. • Develop custom itineraries for international visiting media and plan familiarization (FAM) trips for both small and large groups.

LEISURE MARKETING TOURISM-OCCUPANCY TAX (TOT) FUNDING
12-53
100 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 101 NATIONAL, REGIONAL, AND LOCAL BUSINESS-TO-BUSINESS MEDIA RELATIONS:
• Drive Newport Beach & Company, Visit Newport Beach, Inc., and the Newport Beach/ Orange County tourism/meetings industry news to local and regional media • Develop communications plan to promote Newport Beach & Company President & CEO, Gary Sherwin
• Develop a crisis communications plan for the company and destination TIER 1 MARKETS
(DRIVE-MARKETS)
TIER 2 MARKETS
(FLY-MARKETS)

OPPORTUNITY MARKETS
(FLY-MARKETS)
Los Angeles Las Vegas Chicago
Greater Orange
County
San Francisco
Bay Area
New York
Inland Empire Dallas Seattle
Palm Springs Houston Portland
San Diego Austin Canada
Phoenix Denver United Kingdom
China
Middle East
BUSINESS–TO–CONSUMER (B2C):

CONSUMER & TRAVEL TRADE MEDIA

LOS ANGELES

SEATTLE

PORTLAND

SAN FRANCISCO

SAN DIEGO

INLAND EMPIRE HOUSTON

PHOENIX

PALM SPRINGS

LAS VEGAS
DENVER

CHICAGO

NEW YORK
DALLAS
AUSTIN

CONTENT DEVELOPMENT
Brand Identity, Positioning & Management
Serving as an in-house creative services agency, Visit Newport Beach, Inc.’s brand management team brings tremendous graphic design, art direction, photography, videography and creative direction to Visit Newport Beach, Inc. and all its business units.

This team helps drive the new brand advertising campaign creative and serves as the central source for brand voice, brand look and brand identity for Visit Newport Beach, Inc. and all its business units.

Visit Newport Beach, Inc.’s destination marketing strategy team develops integrated multi-channel advertising and promotional media plans and buys in key target markets that are on-brand and integrated with the other marketing disciplines to:
• Increase year-round leisure travel from day-trippers and first-time visitors • Extend visitors’ length of stay
• Encourage repeat visitation

ADVERTISING CREATIVE DEVELOPMENT
In the fiscal year prior to COVID-19, Visit Newport Beach, Inc. developed and launched a new brand identity system. A new brand creative is in development for launch in FY2023 incorporating the brand identity system. The creative is being produced by an outside agency using prior research, and a new library of assets was deployed across advertising channels.

The creative and brand positioning in the new campaign features the headline, “YOU’VE ARRIVED.” The campaign will play upon the duality of the headline: physically arriving for vacation in Newport Beach and metaphorically arriving for an aspirational vacation.

COLLATERAL
Visit Newport Beach produces annual collateral and sales promotion materials to assist the visitor while they are planning their trip and to guide their journey while in the destination.

Visit Newport Beach’s collateral features the Newport Beach Official Visitor Map & Neighborhood Guide.

The Newport Beach Official Visitor Map & Neighborhood Guide is an in-market guide to exploring the city’s unique neighborhoods with detailed maps showcasing dining, shopping and places to explore in Newport Beach. More than 100,000 copies are printed annually and distributed throughout hotels, resorts, Fashion Island and the Visit Newport Beach, Inc. Concierge Center.
12-54

102 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 103 VIDEO
Visit Newport Beach understands the importance of video in inspiring visitors on both social media and broadcast/OTT platforms. Visit Newport Beach brings the destination to life through screens year-round with a robust production plan utilizing best practices for all platforms. It’s safe to say video is one of the most valued components of marketing today.

Newport Beach & Company has stayed ahead of the curve in recognizing the value of video production and has championed video investment and filmmaking. The team will also prepare bespoke video content for social media, campaign launches, announcements, live event coverage and more to further provide more experience for its following. Last, the team will be bringing in creatives, creators, ambassadors and influencers to craft more content and well-round its video social strategy for maximum engagement and brand awareness.

SOCIAL MEDIA
Visit Newport Beach invests in its social media programming, leveraging best-in-class owned and contributed content to inspire and convert consumers.

Newport Beach & Company recognizes social platforms as vital in inspiring potential travelers, for travel research and as a resource for in-market guests. This fiscal year, it’s the organization’s goal to “turn up the volume” on our social content to “break through” the clutter, build a community and be a leader in the industry with this three-prong approach:

Aesthetics and Content Creation: Bringing the luxury lifestyle of Newport Beach to life is a top priority for the social team at Newport Beach & Company. The team is investing in curating a gorgeous aspirational feed to lure in visitors by showcasing all destination differentiators such as scenery, neighborhoods, recreation, lifestyle, shopping, culinary and hotels and resorts. A curated image and video selection for in-house work and user generated content will be implemented to ensure a consistent look and feel. Social video creation is also of the utmost priority moving into the next business cycle. Evergreen short bite videos will be launched several times per week to educate and inspire visitation and showcase local businesses. The team will also leverage what’s trending in-app from audio and editing applications to savvy community engagement and more, Newport Beach & Company will keep its finger on the pulse to stay fresh and further build its community. In addition to in-house content creation, budget will be allocated for content creators and creative freelancers to further maximize content deliverables.

Building a Community and Community Management: Building a community builds loyalty, enhances following and boosts engagement. The social team will implement community building and community management protocols to engage with following, partner accounts, other relevant accounts and brands.

New Platforms: Moving into FY2023, the team is proud to enter a new platform, TikTok and will continue to invest in its success. The team will also focus on monitoring up-and-coming social media channels, while maximizing the offerings of top social platforms to better coincide with all advertising and marketing efforts to reach the visitor audience.

BLOG STRATEGY
The Visit Newport Beach blog offers fresh and trending content to consumers each week.

This original content shares what’s new in Newport Beach: information on upcoming events, local profiles and more. All blogs are written by a dynamic group of guest bloggers and in-house marketing team members who each bring a unique perspective to the destination. The Visit Newport Beach blog keeps the website fresh with new content based on travel trends or consumer insights.

E-COMMUNICATIONS
Visit Newport Beach keeps visitors, partners, meeting planners and local residents informed through a robust and comprehensive e-communications program. This fiscal year, the marketing team will be evaluating its current newsletter offerings for ways to improve, engage and grow lists. The team will explore ways to improve content and showcase multi-media assets through e-communications. Overall, the goal is to build community, present inspirational and informational content and keep consumers and partners informed on the latest destination and organization happenings.
• CONSUMER E-NEWSLETTER: Distributed to locals and visitors, the consumer e-newsletter provides information about the latest Newport Beach events and news. The e-newsletter, in collaboration with the Visit Newport Beach blog, is distributed with original consumer-focused content.
• INDUSTRY E-NEWSLETTER: The Tourism Matters newsletter showcases trends in the destination, economy and local markets, while providing mon thly updates about Newport Beach & Company to partners and stakeholders. The public relations team will be amping up corporate communications efforts within this newsletter in the coming business cycle.
12-55
104 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 105

DESTINATION MARKETING STRATEGY & BUSINESS INTELLIGENCE
The Destination Marketing Strategy & Business Intelligence Team analyzes customer and campaign performance, forecasts, visitor profiles and in-depth, ongoing analysis and reporting of all performance metrics, standards, and benchmarks.

That same team then matches that customer with the most opportune media and channels each specific consumer prefers or uses. That pairing creates highly targeted campaigns that reach the right customer at the right time. They then work with the Brand Development team to ensure the messaging of each creative piece is paired to the right customer who receives it at the right time via the media channel most likely to generate the greatest return on investment to Newport Beach.

As Visit Newport Beach begins to revive its international sales and marketing efforts, the Marketing Strategy team also will lead the organization’s efforts to reach the travel trade, tour operator, wholesaler, and travel agent. This team also manages project workflow, budgeting, and day-to-day project management for all initiatives.

The team deploys the message to potential consumers, manages visitor resources, and tracks visitor patterns and behaviors. The primary areas of Destination Marketing Strategy & Business Intelligence Team include the following functional areas of marketing:
advertising, research, business intelligence, international marketing (consumer and trade), industry relations, strategic partnerships, visitor services, hospitality training and all forms of digital marketing.

ADVERTISING (PAID CHANNEL)
Visit Newport Beach, Inc.’s Destination Marketing Strategy Team develops integrated advertising and promotional media plans and media buys in key target markets that are placed in digital and terrestrial media channels and programming that are on-brand and are integrated with the other marketing disciplines to:
• Increase year-round leisure trav el from day-trippers and first-time visitors • Extend visitors’ length of stay
• Encourage repeat visitation
As Visit Newport Beach emerged from the first year following the pandemic, the Marketing team has taken a more forceful yet highly targeted advertising media buys that span need, shoulder and peak periods year-round. Newport Beach is facing an onslaught of competitive advertising. To break through the clutter, tell our destination story compellingly, and increase visitation and visitor spending, Visit Newport Beach recommended the largest media buy in its history, with sustained support for targeted marketing at a level not seen before. With a traveler planning window that has shrunk from 30 days to mere days, Visit Newport Beach’s campaigns will run year-round with seasonal flights that change imagery, copy points messaging and media planning to ensure that Newport Beach is kept top of mind.

WEBSITE
One of Visit Newport Beach’s most valuable resources is VisitNewportBeach.com.

With over a million visitors annually, it provides the immediate visitor assistance on Newport Beach. The flexibility to edit content benefits both the visitor by providing up-to-date experiences and stakeholders to update their information as they improve their products. VisitNewportBeach.com provides hotel, dining and activity information from stakeholders, neighborhood guides, and partner offers and events. They website is key in the dreaming, planning and booking phases of the traveler cycle.

The website will be further leveraged with the introduction of micro-sites for major initiatives. For major events and initiatives, we will create customize pages with engaging content and educational resources designed to complement the initiative.

VisitNewportBeach.com will contain guides for the information visitors are seeking.

Interactive guides include information for weddings, pet travel and more.

MOBILE MARKETING
Creating an in-destination mobile experience is a key way to tap into customers.

Over 70 percent of travelers always use their smartphone when they travel (https://www.thinkwithgoogle.com/consumer-insights/consumer-travel-smartphone- usage/). To capitalize on these travelers, Visit Newport Beach will develop, a mobile concierge platform built into the existing, dynamic website. The platform will pull from our existing partner database, directing visitors to Newport Beach businesses that meet their preferences and geographic location. Providing a curated experience for visitors based on their preferences, Visit Newport Beach can more create a better experience for our guests, and hopefully encourage repeat visitation.

VISITOR SERVICES
Visit Newport Beach, Inc. works with our community partners and visitor concierges to provide helpful information and enhance the visitors’ experience. The concierge team will provide the community with content-rich visitor information through destination maps and visitor guides.

SEASONAL CAMPAIGNS:

PRIMARY NEED PERIOD: Winter Off Season (No vember- February) SECONDARY NEED PERIODS: Fall Shoulder Season (September -October) Spring Shoulder Season (March-May)
SPECIALIZED NEED PERIOD: Summer Peak Season—Midwe ek Only (June-August)

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106 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 107 By monitoring travel patterns, Visit Newport Beach can identify any other potential need periods and deploy resources accordingly.

Our primary advertising markets are Los Angeles, San Diego, Phoenix and Las Vegas. These markets represent approximately half of all overnight visitors to Newport Beach. They are an ideal target for these seasons; all are within a short drive or flight, and the regions are already familiar with Newport Beach. There are also secondary and exploratory markets Visit Newport Beach will continue to monitor as potential media targets. They are San Francisco, Sacramento, Salt Lake City and Denver.

The marketing mix comprises a strong digital focus to the media buy, allowing messaging to reach the right audience at an efficient price specifically via retargeting. Linear broadcast and Over-The-Top (OTT) streaming has become a significant part of the destination storytelling marketing strategy with specialized broadcast TV promotions for THE OSCARS ® and
PRIMETIME EMMYS®. Out-of-Home (OOH) advertising via static, digital and animated outdoor advertising also is a large part of our storytelling strategy to build brand awareness in key advertising markets.

BUSINESS INTELLIGENCE, MARKETING RESEARCH & PLANNING
Visit Newport Beach, Inc., conducts tourism destination research to support brand and marketing initiatives. Research initiatives include ad effectiveness studies, visitor profile studies and economic impact reports. Investing in research helps define the Newport Beach traveler and allows the Marketing team to best target the appropriate audiences who make the largest impact to tourism in Newport Beach.In FY2022, Visit Newport Beach, Inc. began subscription to the Zartico destination operating system, which collects and displays numerous visitor data points from geo-location via mobile phones to provide visualizations of visitor traffic, volume and spend in the destination.

STRATEGIC PARTNERSHIPS
Marketing & Strategic Partnerships works to promote the destination with a collaborative effort between leisure travel and local community. These partnerships will elevate our brand at Visit Newport Beach and our partners by promoting our destination through strategic integrated marketing campaigns that include paid, earned, owned and trade initiatives.

TRAVEL TRADE
Travel trade encompasses travel agents, tour operators, online travel agencies and airline suppliers who book individual or group tours for travelers. In the United States, most consumers book travel directly via an online booking source, while international travelers in many countries continue to rely on a third-party travel agency or tour operator to assist with travel planning and booking. Visit Newport Beach will work with travel trade agencies that specialize in behaviors of travelers and travel trade representatives in those markets.

INTERNATIONAL MARKETING
International visitors continue to be vital to Newport Beach tourism. In close collaboration with our international public relations and travel trade agencies, the Marketing team educates and promotes Newport Beach to international travel-trade companies and travel media in order to generate visitation to Newport Beach. Key international markets previously included China, Middle East, United Kingdom, and Canada. Renewed efforts include the following markets:

Canada, Middle East and United Kingdom. Visit Newport Beach will not be re-entering the China market for quite a few years as the country is still recovering from COVID-19 impact.

IPW 2024
In June 2024, IPW, the world’s biggest travel industry trade show, will be returning to the Los Angeles area. Thousands of the top international travel agents and travel media will be in our backyard, providing invaluable exposure to a lucrative audience. Visit Newport Beach is planning a tradeshow presence at the event. For 2023, Visit Newport Beach Media Relations Team will attend the Public Relations one-day track when San Antonio hosts 2023 IPW.

Additionally, Visit Newport Beach hopes to bring key agents and media to Newport Beach before and after the trade show for a richer experience in the destination.

UNITED KINGDOM TRAVEL TRADE & PUBLIC RELATIONS INITIATIVES Visit Newport Beach contracts directly in the United Kingdom with Black Diamond—a full-service public relations, travel trade and strategic partnership agency. Black Diamond represents Newport Beach as a tourism and vacation destination throughout the United Kingdom. Black Diamond represents Visit California, giving Visit Newport Beach advantages through this unique partnership with an agency that thoroughly understands both California and Newport Beach. Each February, Visit Newport Beach, Inc. conducts its largest international campaign – the Newport Beach UK Honours. The fully integrated marketing campaign includes consumer advertising, travel-trade education, media relations, radio interviews and TV appearances. The campaign concludes with a star-studded event to coincide with the British Academy of Film & Television Arts Awards (BAFTA) ceremony in London. Visit Newport Beach, Inc.’s entire United Kingdom campaign is a unique collaboration with the Newport Beach Film Festival. Through the promotion of the Newport Beach Film Festival at the same time as the BAFTAs, Visit Newport Beach capitalizes on celebrities and their star-power to promote the Newport Beach brand lifestyle to a high-income United Kingdom traveler looking for warm- weather, luxurious beach destinations.

CANADA
As a top visitor market with easy accessibility, Visit Newport Beach will elevate its presence in Canada through strategic partnerships to help reach the media and travel trade audiences most effectively.
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108 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 109 Visit Newport Beach, Inc. Group Sales actively brings valuable group meetings and conference business to the Newport Beach Tourism Business Improvement District (TBID) hotel properties and local businesses.

The Newport Beach TBID consists of nine hotel properties:

The purpose of the TBID agreement is to directly increase group business (meetings and conferences) for partner hotels. To deliver on the TBID promise, Visit Newport Beach Group Sales fosters current client relationships and attracts

• Balboa Bay Resort
• Hyatt Regency John Wayne Airport Newport Beach
• Hyatt Regency Newport Beach
• Lido House
• Newport Beach Marriott Bayview
• Newport Dunes Waterfront Resort & Marina
• Pendry Newport Beach
• Renaissance Hotel Newport Beach
• VEA Newport Beach, A Marriott Resort & Spa

new meetings and conferences to Newport Beach. Through aggressive direct selling, innovative marketing initiatives and strong hotel partnerships, the efforts of the Sales team result in increased group hotel room nights and additional revenue to TBID hotel partners.

GROUP SALES
The Group Sales national account directors are responsible for attracting group meetings business to TBID hotel properties. Their mission is to present their clients a dual message of promoting Newport Beach and the TBID hotel partners as a premier meetings destination as well as touting the superior customer service, sales experience and team talents of Visit Newport Beach

The Group Sales team earns valuable contacts through tradeshow attendance, sales missions and other relationship-building activities. Through a rigorous tradeshow schedule, the team continues to elevate its tradeshow presence with a dynamic, industry-leading tradeshow booth experience. The Visit Newport Beach tradeshow booth in its various formats and sizes continues to welcome and wow meeting planners and even the competition.

CONFERENCE SERVICES
During the meetings planning process, the team offers clients insider perspective on Newport Beach. Conference Services assists with connecting meeting-planner clients to local vendors, venues and services. The Conference Services team forges strong partnerships with local businesses to ensure the meeting planners receive premier service and the most positive experience for their attendees.

Additionally, the team works with meeting planners to help build attendance for their upcoming meeting in Newport Beach. Through an online, meeting-planner toolkit, the Conference Services and Marketing teams plan to build a suite of useful online tools to help planners promote their Newport Beach meetings to build attendance and encourage pre-and-post conference leisure stays.

VISIT
NEWPORT BEACH, INC.

GROUP SALES & MARKETING

TOURISM BUSINESS-IMPROVEMENT DISTRICT (TBID) FUNDING
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110 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 111 This team will use digital marketing (websites, email, social media, blogs) to connect with meeting planners, which is one of the most vital and efficient ways to reach targeted planners in key markets. This includes pre-and-post tradeshow email marketing, client event e-invitations and a new meeting planner e-newsletter.

With refinement and improved messaging, group e-communications will serve as a key marketing and educational tool to reach planners and potential clients—keeping Newport Beach top-of-mind. This team will work closely with Group Sales to ensure these communications reflect the appropriate audience and tradeshow in a timely, most effective manner.
• DESTINATION STORYTELLING
The Destination Storytelling team provides public relations, social media, content marketing, video storytelling and earned media services to tell the Visit Newport Beach story to the meeting planner audience. This team crafts the overarching narrative and brand story about the destination and the value of working with Group Sales through everything they create—from videos to television content for Newport Beach TV, from blogs and social media posts to email campaigns, and from public and media relations.

This team will put a renewed focus on generating free, positive earned media about Newport Beach as a premier meetings destination in industry trade publications and regional media surrounding Newport Beach. The overarching goal of this team is to keep Newport Beach and the sales team top-of-mind for media or influencers writing about conferences and meetings locations.

Through social media engagement and new, original content development, this team will keep planners informed on the latest about the destination, its premier sales team and industry trends. LinkedIn and blogs will continue to be the area of focus for the destination storytelling with an added emphasis to provide individualized content for each national account director to send through their personal social media connections to form lasting bonds with clients.

The strong, in-house video production team elevates the destination and sales storytelling capabilities and transports planners and potential clients to Newport Beach via virtual or visually stunning video experiences. Sizzle reels shown at conferences, stunning drone aerial footage and 360-degree tours of hotel meeting space create a more vivid picture of the destination. Video in all of its formats will continue to be an essential tool in the coming fiscal years.

MARKETING
The Newport Beach & Company Marketing team is divided into two functional areas:

Marketing & Strategic Partnerships and Destination Storytelling teams. Marketing services and integrated marketing campaigns to drive overarching brand awareness of Newport Beach as a premier meetings destination. It also promotes Group Sales as an elite sales team that services its meeting-planner clients with industry-leading sales and services. The Marketing & Strategic Partnerships team comprises digital marketing, marketing research, graphic design, email marketing, brand development and advertising services. The Destination Storytelling team provides public relations, social media, content marketing, video storytelling and earned media services to tell the Visit Newport Beach story to the meeting planner audience. • MARKETING & STRATEGIC PARTNERSHIPS
The Marketing & Strategic Partnerships team creates the marketing vehicles or channels to distribute the destination storytelling and sales messages. They create websites, email templates, graphics, design, art direction, events, marketing research, advertising campaigns, and media buys as ways to distribute content that the Destination Storytelling team creates. The goal with those marketing channels is to create effective and efficient ways to reach targeted meeting planners with the right message at the right time and in the right format (e.g. website, tablet, mobile, email, social media, video, events, etc.). Through those channels the goal is to educate the planner about the meetings destination and the value proposition of working with the Group Sales team to drive incremental booked meetings in Newport Beach.

Newport Beach & Company’s Marketing & Strategic Partnership team manages integrated, digital and traditional marketing campaigns to educate meeting planners about Newport Beach and drive incremental leads to the Group Sales team. Over the next two fiscal years, they will lead the creation of a new meetings website and new brand campaign with input and advice from the Group Sales team. They will execute co-branded events (combining leisure and meetings clients/media) events in Canada and in the United States to create larger, more cost-effective events. And, they will provide the marketing research and analytics to foster research-driven sales and marketing decisions.
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112 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 113 DINE

NEWPORT BEACH
Since 2013, Newport Beach & Company and the Newport Beach Restaurant Association (NBRA) have partnered to create the culinary consumer-facing entity: Dine Newport Beach.

Dine Newport Beach’s purpose is to brand, promote and enhance the economic vitality of the culinary community, all of which have been successful in moving the needle to bring business through the doors of Newport Beach dining destinations. In June 2021, the Newport Beach city council voted to dissolve the Newport Beach Restaurant Association, which consequently demobilized Dine Newport Beach.

Based on feedback from the Newport Beach culinary community, there is a resounding desire to reconstruct a culinary collective “2.0” as individual dining establishments are “better together,” accessing greater marketing for tangible benefits that positively ripple through the entire community. This fiscal year, Newport Beach & Company with lead a community task force and begin exploring a re-imagined Dine Newport Beach “2.0” model to serve the dine community. Here are the priorities for the culinary initiatives:

FORM EXPLORATORY CULINARY TASK FORCE:

Newport Beach & Company has listened to the local culinary community and heard the desire to bring back an umbrella organization for dining destinations.

Newport Beach & Company will first assemble key culinary stakeholders to provide input, point-of-views and ideas for a re-imagined network of dining destinations.

This group of strategic advisors will have the opportunity to chart a new culinary course for the evolution of Dine Newport Beach with a completely refreshed strategy and blue print.

RE-IGNITE APPETITE FOR NEWPORT BEACH’S CULINARY COMMUNITY:

As the longest running restaurant association in the U.S., Newport Beach Restaurant Association/Dine Newport Beach made significant strides breaking through to targeted culinary aficionados in the Golden State. Year-round high-performing marketing coupled with the annual Newport Beach Restaurant Week created a prominence and a draw to visit Newport Beach for its culinary destinations on their own right.
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114 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 115 Newport Beach & Company by way of Visit Newport Beach will continue placing priority on the culinary audience and serve up leading digital culinary content year-round. Through a highly-targeted mix of video production, social videos and photos, culinary influencers, landing pages and advertising, Newport Beach & Company will invest in tactics to place culinary front-and-center as a key tourism driver for the destination and local businesses.

BRING BACK COMMUNITY EVENTS:

A much-anticipated return for diners and restauranteurs, Newport Beach & Company will explore bringing back Newport Beach Restaurant Week, an economic generator for the culinary community during need periods. In addition, Newport Beach & Company will consult and/or facilitate on creative culinary events and promotions for neighborhood groups and restaurant segments to drive revenue.

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Note: Newport Beach Restaurant Week and Dine Newport Beach creative shown above represent examples of Newport Beach & Company’s previous work on behalf of Newport Beach Restaurant Association. New culinary marketing and creative will be developed to reflect the new Dine Newport Beach 2.0 vision, mission and goals.

The examples listed above are of past work only and are not reflective of future creative, advertising or digital marketing. 12-61
116 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 117

ENTERPRISE

NEWPORT BEACH
In our pre-COVID-19 world, local merchant associations
partnered with Newport Beach & Company for brand
development, omni-channel marketing, promotions and
strategic events to activate visitation that generated positive economic impact. With the loss of merchant association
funding through the City of Newport Beach,
Newport Beach & Company has an opportunity to
re-imagine this business unit to take it from the
ground level to big picture.

Newport Beach is known as a collection of 10 distant villages, each with their own culture, charm, history and flavor to explore and experience. This fiscal year, Newport Beach & Company will implement a greater overarching strategy and investment for Newport Beach neighborhoods that will drive tourism to all corners of the destination to positively impact local businesses. Newport Beach & Company will provide travelers with a comprehensive navigational overview of the destination and complete 360° refreshed neighborhood features with microsites, content and storytelling that are both informative and inspirational.

NEIGHBORHOOD ADVISORY TASK FORCE:

The re-imagination of this business unit begins with forming a first-ever destination-wide neighborhood advisory task force, bringing together one representative from each of the ten neighborhoods. This approach lends itself to a greater ability and mobility to craft an overarching strategy for the neighborhoods vs a tactic-driven model. The task force’s mission will immerse the Newport Beach brand across all neighborhoods, leverage the distinct individuality of each neighborhood, craft compelling marketing by leveraging unique stories and propel activations to bring customers through the doors of small businesses.

TECHNOLOGY-DRIVEN WEB CONTENT:

This fiscal year, Visit Newport Beach’s website is slated for a re-design and a key component is bringing Newport Beach neighborhoods to life via web content. The team will take a visual-first approach to educating visitors on Newport Beach unique landscape, utilizing cutting-edge interactive maps and parallax technology to showcase topographical information in a visual way. The team will create bespoke microsites for 12-62
118 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 119 each of the ten neighborhoods, with multi-media storytelling across all the tourism small business sectors to generate demand. The team plans to showcase sweeping high-quality and clean hero imagery on every page with bold typography moments and even experiment with sound components. The team will also explore integrating geo-location services with directions to assist visitors while in the destination.

NEIGHBORHOOD STORYTELLING:

There is an age old saying “show them, don’t tell them” – this will be marketing’s leading tactic to immerse audiences into each distinctive neighborhood. Across all distribution platforms including web, social media and media relations, the team will craft authentic stories showcasing the best in each neighborhood. Short multi- media content series will serve to educate and inspire visitors on what makes each neighborhood special. Think spotlights on dine/shop/play as well as getting to know the locals, makers, creatives and business owners. The goal of the storytelling segment will to bring the neighborhoods to life leveraging the best in modern film for social media and all other platforms to bring tourism.

COMMUNITY CONSULTING:

Newport Beach & Company has emerged as a community-marketing leader serving as a branding, marketing and placemaking consultant for individual businesses and groups. This service will continue into this fiscal year, creating opportunities for professional marketing services for the small business community.

COMMUNITY EVENTS:

Visit Newport Beach teams regularly promote neighborhood events and promotions through its website, social media and media relations channels.

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120 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 121

CELEBRATE

NEWPORT BEACH
The Celebrate Newport Beach business unit enables Newport Beach & Company to integrate the Newport Beach brand into in-person events to create cohesive touchpoints across the entire visitor and community experience. Annual marquee signature events are not only an economic driver for the community, but destination differentiators that standout against our regional comp set that give world-class experiences.

At the end of fiscal year 2022, large-scale in-person events have returned. From city-wide conventions in Anaheim to Coachella in the desert, there is a public desire to attend events at scale.

The Celebrate Newport Beach business unit is ready to meet this moment in the upcoming fiscal year and beyond by crafting marketing, sponsorship and event support. The team will have a focused attention on elevating brand-centric events and leveraging those events for the benefit of the entire Newport Beach community.

Celebrate Newport Beach also focuses on establishing strategic partnerships for Newport Beach that will provide sponsorship revenue to some signature events and key marketing initiatives.

Current Celebrate Newport Beach-supported events include:

Media support ranges from guidance on marketing tactics to making strategic media placements.

Level of support is at the discretion of the Newport Beach & Company Marketing Team.

All Newport Beach events have the opportunity to promote on appropriate Newport Beach & Company-owned channels.

NEWPORT BEACH CHRISTMAS BOAT PARADE
As one of the community’s longest and most-renowned events, the Newport Beach Christmas Boat Parade is the city’s most cherished tradition. Visitors and residents celebrate the cavalcade of holiday-decorated and lit yachts, electric boats and kayaks every December in Newport Harbor. • Newport Beach Film Festival
• Newport Beach Christmas Boat Parade
• NBFF U.K. Honours/Variety 10 Brits t o Watch
• Hoag Classic
• Additional brand-defining events
Going on eight years now, Newport Beach & Company and the Newport Beach Chamber of Commerce, the event organizer, formed a strategic partnership, where Newport Beach & Company oversees all marketing, public relations, sponsorship efforts and consumer enhancements. The team invests significantly in the opening night media event to garner tremendous news coverage, which supports attendance numbers later in the parade week/weekend.

DESTINATION MARKET DELIVERY & BUSINESS INTELLIGENCE
Newport Beach & Company creates an integrated-marketing campaign to raise awareness and attendance for the Christmas Boat Parade. Newport Beach & Company activates the media buy making strategic advertising placements to both inform locals and entice visitors to attend the event and stay overnight in Newport Beach. Campaigns have included digital, radio, television and print placements. New in 2021, Newport Beach & Company partnered with Zartico—a destination organization software tool. This new research tool enabled us to visually see and distinguish between locals, in-state and out-of-state visitors attending the boat parade NEWPORT using cell phone data.

It showed where they went, and how much they spent. And how long they stayed.

DESTINATION BRAND DEVELOPMENT & STORYTELLING
Newport Beach & Company serves as the primary media resource for the Christmas Boat Parade, dovetailing on the extended holiday season. The media relations team handles press inquiries and pitches international, national, regional and local media outlets for positive news coverage about the event. Newport Beach & Company also hosts a media event on the opening night of the Christmas Boat Parade, which has gain significant traction in the last couple of years.

A greater opening night experience includes a pop-up holiday market to enhance the guest experience. The event is further elevated through securing celebrity and community grand marshals make a guest appearance each night of the parade. The Newport Beach & Company Marketing team produces all ads and informational materials including the parade-viewing map. Additionally, the Christmas Boat Parade produces a program, and the Newport Beach & Company Marketing team coordinates the content and design for all marketing elements including advertising creative. The Newport Beach TV camera crew films the parade each year and airs a special program on the Newport Beach government access channel. The video team also creates consumable content for social channels and b-roll footage for media outlets.

YEAR-ROUND SIGNATURE EVENT SUPPORT
Newport Beach & Company supports additional brand-defining events that attract visitors and benefit the Newport Beach community. Each event calls for different levels of support and the expertise of the Newport Beach & Company marketing team reach the right audience.

ADVERTISING (PAID MEDIA)
Newport Beach & Company provides marketing guidance for signature events. The team will provide an advertising recommendation based on each event’s audience and secures media placements as needed. All Newport Beach events can promote on VisitNewportBeach.com. Because of the strategic structure of Newport Beach & Company, other business units can be leveraged to promote on the relevant social media channels and websites, exposing new audiences to events in the city.

DESTINATION STORYTELLING
The Newport Beach & Company media relations team supports signature events by pitching media to attend and generate positive media coverage as relevant. The event and Newport Beach teams collaborate to find interesting story angles to pitch to national, regional and local media.

Partners can provide content that can be used on appropriate Newport Beach & Company outlets and social channels to engage with the additional Visit Newport Beach audience, both local and potential visitors.

Newport Beach & Company also promotes events through social media giveaways to engage followers. 12-64
122 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 123 VIDEO

NEWPORT BEACH
If content is king, video is emperor. Video has always been the domineering medium to tell stories, but over the course of the pandemic, video has owned the lion’s share of how brands reach consumers.

For the past two years, consumers spent more time on their mobile devices while at home, viewing video entertainment with each other and brands. Breakthrough social platforms like TikTok exploded into the zeitgeist offering video creation tools at the fingertips of every consumer. In response, legacy social platforms rapidly developed video content capabilities to keep pace with the trends – giving anyone and everyone the ability to create and share video content.

In fact, more video content gets uploaded in 30 days than what the major U.S. television networks have broadcast in 30 years. What’s more, 167 million TikTok videos have been watching on the internet every minute and after viewing a video ad on Instagram, 75% of all users take further action; in turn, 72% of those actually buy the product from the video. Viewers also retain 95% of a message when they watch it in a video, compared to 10% when reading it in the text. It’s safe to say video is one of the most valued components of marketing today. Newport Beach & Company has stayed ahead of the curve in recognizing the value of video production and has championed video investment and filmmaking. This fiscal year, Newport Beach & Company will continue to take its video production to the next level with its four-prong strategy:

PLATFORM-SPECIFIC VIDEO PRODUCTION:

Ushering in the new era of video, Newport Beach & Company is re-imagining its video content strategy and dedicating budget toward cutting-edge video production.

Video production will fall under two categories and best practices will be tailored to each: Video for TV; Video for social media. Knowing video production is not one-size fits all, Newport Beach & Company recognizes the need to adopt best practices and craft bespoke creative direction, production and post-production to maximize engagement, native on each platform. The team will be ramping up its creative external partners in developing new content to achieve these goals to be a leader in the community, tourism industry and drive visitation to Newport Beach.

SOURCES: WORDSTREAM, STATISTA, IMPACT BND, INSIVIA
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124 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN NEWPORTBEACHANDCO.COM 125 SOCIAL MEDIA VIDEO OPTIMIZATION:

Newport Beach & Company will be turning the volume up on video production specially crafted for social media. Evergreen short bite videos will be launched several times per week to educate and inspire visitation and showcase local businesses. The team will also leverage what’s trending in-app from audio and editing applications to savvy community engagement and more, Newport Beach & Company will keep its finger on the pulse to stay fresh and further build its community. The team will also prepare bespoke video content for campaign launches, announcements, live event coverage and more to further provide more experience for its following. Last, the team will be bringing in creatives, creators, ambassadors and influencers to craft more content and well-round its video social strategy for maximum engagement and brand awareness.

BRAND NEW COMMERCIALS FOR BROADCAST AND OTT:

In line with global brands, Newport Beach & Company has opted to strategically invest in broadcast and OTT buys with brand-new programmatic commercials going live every quarter in targeted national, fly and feeder markets. Building off the success of the 2022 Oscars
® commercial, Newport Beach & Company will continue to penetrate the entertainment vertical and leverage its storied ties to Hollywood. Custom commercials will go live around marquee awards shows, domestically and internationally to maximize brand awareness and conversion.

NBTV:

Newport Beach & Company will continue to partner with the City of Newport Beach government access television channel to lead operations and programming.

PSA’s and issue-driven stories are a priority for the City of Newport Beach and Newport Beach & Company will collaborate on providing solutions to communicate pertinent information to its stakeholders.
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126 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN
VISIT

NEWPORT
BEACH
NEWPORTBEACHANDCO.COM 127
130 EXECUTIVE COMMITTEE & BOARD OF DIRECTORS
131 TBID BOARD OF DIRECTORS
131 MARKETING COMMITTEE
132 NEWPORT BEACH & COMPANY TEAM
134 NEWPORT BEACH & COMPANY ACCOLADES
136 INDUSTRY TERMS
140 REFERENCES

GOVERNANCE
RENAISSANCE.

RESILIENCE.REINVIGORATE.

RENAISSANCE.

RESILIENCE.REINVIGORATE.

N
W
E
S

RENAISSANCE

RESILIENCE REINVIGORATE RENAISSANCE

RESILIENCE REINVIGORATE
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128 NEWPORTBEACHANDCO.COM 129

BRAND ARCHITECTURE
Newport Beach is more than a destination; it’s a global lifestyle brand to see, and then be seen in. Newport Beach & Company’s new brand identity is designed to be an internationally recognizable label to embellish and enhance the jetsetter’s lifestyle well beyond their visit.

Its aesthetic, archetype and architecture are meant for immersion into Newport Beach lifestyle through premium products, home and outdoor goods, apparel and much more. Newport Beach & Company’s label is glamorous and global but with a coastal casual style. Proud of tradition but bold in modern interpretations. Inspirational and aspirational. It’s luxury at your leisure.

FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN
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130

GOVERNANCE
NEWPORTBEACHANDCO.COM 131

MARKETING COMMITTEE

ERIN HENRY
Hyatt Regency Newport Beach

WASIM KAZI
Hyatt Regency John Wayne Airport,
Newport Beach
OPEN
Pendry Newport Beach
OPEN
Renaissance
Newport Beach Hotel

TOURISM BUSINESS

IMPROVEMENT DISTRICT (TBID)

BOARD OF DIRECTORS

CHAIRPERSON

DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa
ANDRÉ BROSE
Lido House

CHARLES CHO
Newport Beach Marriott Bayview

MARINA DUTTON
Balboa Bay Resort

MICHAEL GELFAND
Newport Dunes Waterfront
Resort & Marina

BOARD OF DIRECTORS

DAVID BEEK
Island Marine Fuel
ANDRÉ BROSE
Lido House
LINDA M. BEIMFOHR
City Cruises Anchored
by Hornblower

CANDACE BISCONTE
Eventis Destination Services

HOMER BLUDAU
Former City Manager

SCOTT CATLETT
City of Newport Beach

CHARLES CHO
Newport Beach
Marriott Bayview

AMY DEIFT
City Experiences
by Hornblower

MARINA DUTTON
Balboa Bay Resort

MICHAEL GELFAND
Newport Dunes Waterfront
Resort & Marina

ERIN HENRY
Hyatt Regency
Newport Beach

RUSH HILL
NRM Real Estate Advisors

WASIM KAZI
Hyatt Regency John Wayne
Airport, Newport Beach

CHIEF JON LEWIS
Newport Beach Police Department

MARIO MAROVIC
Lounge Group Consulting

TONY PETROS
LSA Associates

HENRY PYLE
Chartwell Real Estate
Development/Balboa Fun Zone
Company, LLC.

STEVE ROSANSKY
Newport Beach Chamber
of Commerce

GREGG SCHWENK
Newport Beach Film Festival

DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa

JOE STAPLETON
Spinnaker Investment Group

TANYA THOMAS
Fashion Island

GERARD WIDDER
The Resort at Pelican Hill

SHARON WOOD
City of Newport Beach

Appointee
OPEN
Pendry Newport Beach
OPEN
Renaissance
Newport Beach Hotel

EXECUTIVE COMMITTEE

CHAIRPERSON

DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa

MEMBER AT LARGE

CHIEF JON LEWIS
Newport Beach
Police Department

MEMBER AT LARGE

HOMER BLUDAU
Former City Manager

VICE CHAIRPERSON

GERARD WIDDER
The Resort at
Pelican Hill

TREASURER

CANDACE BISCONTE
Eventis Destination
Services

MEMBER AT LARGE

SHARON WOOD
City of Newport Beach
Appointee

SECRETARY
LINDA M. BEIMFOHR
City Cruises
Anchored by Hornblower
FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

CHAIRPERSON

BEN STINNETT
VEA Newport Beach,
A Marriott Resort & Spa

SHELLEY CALLAHAN
Hyatt Regency Newport Beach

KELLY CARLSON
Balboa Village Merchant Association

ANGELA CORTRIGHT
Spa Gregorie’s
COLLEEN D’ALUISIO
Balboa Fun Zone Company LLC

AMY DEIFT
City Experiences by Hornblower

HEIDI DRINKWARD
VEA Newport Beach,
A Marriott Resort & Spa

NANCY GARDNER
Newport Beach Conservancy

STEPHANIE HINKLEY
Irvine Company Resort Properties

JAN HOLLIS
Hyatt Regency John Wayne Airport,
Newport Beach

JAMES KEAVENY
The Resort at Pelican Hill

KAMIA KINCHLOW
Balboa Bay Resort

KATY LENGEL
Lido House Hotel

BEVERLY MORGAN
Sherman Library & Gardens

DIANA PARSEL
Fashion Island

JOHN POPE
City of Newport Beach

ANNASOPHIA SERVIN
John Wayne Airport, Orange County

MAUREEN SLOAN
HelmsBriscoe

FRANCINE SLOSSER
Balboa Bay Resort
MICHELLE ST. AMOUR
Lido Marina Village

KIMBERLY STEPHENSON
Renaissance Newport Beach Hotel
OPEN
Pendry Newport Beach

12-69
132 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN

GROUP SALES

LENIS CHOI

SENIOR DIRECTOR OF MARKETING/

BUSINESS INTELLIGENCE

BRIANNA GRIMALDI

DIRECTOR OF DIGITAL MARKETING

HUNTER HOWELL

MARKETING COORDINATOR

JACKIE INFANTE

CREATIVE DIRECTOR

ERIN ROSE

SENIOR DIRECTOR OF COMMUNICATIONS

JENNIFER BRANNON

DESTINATION SERVICES MANAGER

MICHELLE DEVINE, CMM, HMCC

NATIONAL ACCOUNT DIRECTOR

AMANDA KLIEM, CDME, HMCC, CITP

DIRECTOR OF SALES

JANE LOENHORST

GROUP MARKETING & COMMUNICATIONS DIRECTOR

ENRIQUE PAOLO

NATIONAL ACCOUNT DIRECTOR

EXECUTIVE TEAM

MARKETING
GARY C. SHERWIN,

APR, CDME

PRESIDENT & CEO

KAYCEE ROBISON

FINANCE COORDINATOR
VISIT NEWPORT BEACH, INC.NEWPORT BEACH & COMPANY

ELIZABETH GARCIA

ADMINISTRATIVE ASSISTANT

ROXANNE BRITTAIN

EXECUTIVE ASSISTANT

TO THE CEO

MICHELLE DONAHUE,
CDME

SENIOR VICE PRESIDENT

OF SALES
DOUG McCLAIN,
CDME

SENIOR VICE PRESIDENT
& CHIEF MARKETING

OFFICER

LILY PEARSON

VICE PRESIDENT

OF FINANCE

ADMINISTRATION

NEWPORT BEACH & COMPANY
NEWPORTBEACHANDCO.COM 133

DOMINIC DIMARE

NEWPORT BEACH TV PRODUCTION ASSISTANT

LUIS HERRERA

NEWPORT BEACH TV CAMERA CREW

ED OLEN

NEWPORT BEACH TV INDEPENDENT CONTRACTOR

NEWPORT

BEACH TV
12-70
134 NEWPORTBEACHANDCO.COM 135
2015
INTERNATIONAL 5-STAR

DIAMOND AWARD

AMERICAN ACADEMY OF

HOSPITALITY SCIENCES

TOP 30 BEST CITIES IN AMERICA
CONDÉ NAST TRAVELER

HAPPIEST SEASIDE TOWNS
(CORONA DEL MAR)

COASTAL LIVING
2016

PLATINUM - NONPROFIT WEBSITE

ADDY AWARDS

SILVER - BRANDSCAPE VIDEO

ADDY AWARDS
BRONZE - 2015 ANNUAL REPORT

ADDY AWARDS
TOP 10 BEST WEST COAST BEACHES
(LITTLE CORONA DEL MAR AND

CRYSTAL COVE)

USA TODAY
TOP 10 BEST BOARDWALKS

USA TODAY
TOP 25 BEACHES IN THE U.S.
(NEWPORT BEACH AND CRYSTAL COVE)

TRIPADVISOR
2017

GOLD ADRIAN AWARD -

NEWPORT BEACH FILM FEST
U.K. HONOURS
HSMAI

DESTINATION PARTNER

OF THE YEAR IN

A SECONDARY MARKET

HELMSBRISCOE

CVB OF THE YEAR –

SECONDARY MARKET

CONFERENCEDIRECT

MERIT WINNER-

HOW IN-HOUSE

DESIGN AWARDS
HOW
2018
#2 AND #6 - BEST

CALIFORNIA BEACH
USA TODAY’S 10 BEST

#1 - 2018 BEST PLACES

TO VISIT
LIVABILITY.COM

ACCOLADES

NEWPORT BEACH & COMPANY
AND VISIT NEWPORT BEACH, INC.
2019

BEST CVB/DMO -

IN WEST

BY SMART MEETINGS
SMART STARS 2019
2020

BEST CVB/DMO -

BY SMART MEETINGS
SMART STARS 2020
2021

TWO - ANVIL AWARDS-

NEWPORT BEACH

RESTAURANT MONTH

PRSA NATIONAL ANVIL AWARDS

SILVER - TELLY AWARD

IN SOCIAL VIDEO
STAY & PLAY: TRAVEL
& TOURISM

THE TELLY AWARDS

SILVER - TELLY AWARD

NEWPORT BEACH
RESTAURANT MONTH:

EAT. DRINK. WIN.

SOCIAL VIDEO

THE TELLY AWARDS

SILVER - TELLY AWARD

NEWPORT BEACH

A SUMMER TRADITION

ONLINE COMMERCIALS/

TRAVEL TOURISM

THE TELLY AWARDS

FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN
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136 NEWPORTBEACHANDCO.COM 137

INDUSTRY TERMS
A
A/B TESTING | (OR SPLIT TESTING)
Comparing two versions of a web
page or ads to see which one
performs better

ACADEMY AWARDS
Popularly known as the OSCARS
®,
most prestigious and significant
awards worldwide in the
entertainment industry.

ADR
Average daily rate for hotel
accommodations
B
B2B
Business-to-Business
B2C
Business-to-Consumer
BAFTA
British Academy of Film and
Television Arts; annual awards held in
February
BID
Business Improvement District
BOD
Board of Directors

BOUNCE RATE
The percentage of visitors to a
particular website who navigate away
from the site after viewing only one
page

BRAND USA
Destination marketing organization
for the United States, which began in
2009 with the Tourism Promotion Act

BRAND PILLARS
The most influential attributes of
the Visit Newport Beach brand

BRAND PERSONAS
Personality attributes of the Visit Newport
Beach brand

BRAND PROMISE
Statement made to customers that identifies
expectations for all interactions with Newport
Beach & Company

BRAND VALUE
Establishing a brand that is memorable, easily
recognizable to the consumer and superior in
quality

BUSINESS UNITS
The various segments of Newport Beach &
Company: Visit Newport Beach, Inc. – Leisure
Marketing, Visit Newport Beach, Inc. – Group
Sales, Celebrate Newport Beach, Dine
Newport Beach, Enterprise Newport Beach,
Film Newport Beach, and Newport Beach TV
BVMA
Balboa Village Merchant Association—the
merchant association representing Balboa
Village merchants, which is serviced through
Newport Beach & Company’s economic-
development business unit, Enterprise
Newport Beach
E
G

CALTRAVEL
California Travel Association, the hospitality and
travel industry’s trade association in California
reflecting the unified voice for California’s travel
and tourism industry
CDME
Certified Destination Management Executive,
DMO industry’s highest educational achievement
CDM
Corona del Mar, neighborhood
in Newport Beach

CO-OP
Co-operative programs and
opportunities that involve
multiple groups or partners
working together on a common
program, campaign or event

CONFERENCEDIRECT
Provider of global meeting-
planning solutions; third-party
meeting planners
CRM
Customer-relationship
management system—database
of customer data
CTR
Clickthrough rate is the number
of clicks that your ad receives
divided by the number of times
your ad is shown
CVB
Convention & Visitors Bureau,
now known as Destination
Marketing Organization (DMO)
CVENT
Event-management technology
company, enables increased
group business demand
through targeted advertising
and online meetings requests
for proposals (RFPs)
D
DESTINATION ANALYSTS, INC.

Tourism market research
contractor

DESTINATION INTERNATIONAL
Destination International,
global trade association for
official destination marketing
organizations worldwide
DMO/DO
Destination Marketing
Organization/Destination
Organized, formerly known as
Convention & Visitors Bureau

E-MAIL SEGMENTATION
Separating audiences into different
groups to provide content best
suited to their interests

EVENT IMPACT CALCULATOR
Destination International tool to
measure the economic impact of an
event to destinations
ERP
Enterprise resource planning,
business process management
software that allows an organization
to use a system of integrated
applications to manage the
business and automate many
back office functions related to
technology, services and human
resources
E.U.

European-Union, a political union,
to which the member states of the
European Economic Community
are evolving
F

FAM
Familiarization tour trip, hosting
a travel agent/tour operator,
member of the media or meeting
planner to increase destination
knowledge and generate interest

FISCAL YEAR
Newport Beach & Company’s fiscal
year runs July 1 to June 30 each year
FICP
Financial & Insurance
Conference Planners
FIT
Frequent individual traveler
FICP
Financial & Insurance
Conference Planners
FIT
Frequent individual traveler

FULFILLMENT
Fulfilling by mail visitor-requested
collateral pieces
GCC
Gulf Cooperation Council, political
and economic alliance of six Middle
Eastern countries—Saudi Arabia,
Kuwait, the United Arab Emirates,
Qatar, Bahrain, and Oman

GENERATION - BABY BOOMER
A person born in the years following
World War II, when there was a
temporary marked increase in the
birth rate

GENERATION - X
The generation born between
1981 - 1996, reaching adulthood
around the year 2000

GENERATION - MILLENNIAL
A person reaching young adulthood
around the year 2000

GENERATION - Z
A generation born from 1997 - 2012

GENERATION - ALPHA
A generation born from 2010 - 2024
GDP
Gross Domestic Product, the
monetary value of all the finished
goods and services produced within
a country’s borders in a specific
time period

GUERRILLA MARKETING
Innovative, unconventional
technique aimed at obtaining
maximum exposure
C
FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN
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138 NEWPORTBEACHANDCO.COM 139
H

HELMSBRISCOE
Site-selection agency,
consultants focused on the
meeting planning process;
third-party meeting planners

HOUSEHOLD INCOME
Measure of the combined
incomes of all people sharing
a particular household or
place of residence
HPN
Hospitality Performance
Network Global; third-party
meeting planners
I
IEG
Company that offers
consulting, research and
valuation services related
to event marketing, sports
marketing, cause marketing
and sponsorship
IMEX
America’s worldwide
exhibition for incentive travel,
meetings & events

INTEGRATED MARKETING
Utilizing both modern
and traditional marketing
strategies,
to optimize the
communication
of a consistent message
IPW
U.S. Travel Association’s
premier travel-industry
marketplace

MOBILE RESPONSIVE
An approach to web design aimed at
crafting sites to provide an optimal
viewing and interaction experience
across a wide range of devices (from
desktop computer monitors to
mobile phones)
MPC
Monetary Policy Committee, a
committee of the Bank of England,
which meets for three and a half
days twelve times a year to decide
the official interest rate in the United
Kingdom
N
NBCC
Newport Beach Chamber of
Commerce, promotes economic
opportunity to enhance the social and
civic environment of Newport Beach

NBTV DIGITAL MEDIA CENTER
Newport Beach & Company’s
in-house video production suite
and television studio

NEED PERIODS
Referencing a period of time when
visitor volume is down

NEWPORT BEACH

NEIGHBORHOODS
Balboa Island, Balboa Peninsula,
Balboa Village, Cannery/Lido Marina
Village, Corona del Mar (CDM),
Fashion Island/Newport Center,
Airport District, Mariner’s Mile/
Westcliff, Upper Newport Bay,
Newport Coast/Crystal Cove
O
OCBJ
Orange County Business Journal
OCVA
Orange County Visitors Association,
provides visitor advocacy,
communications and brand-marketing
support to Orange County partners
OTA
Online Travel Agency such as Expedia,
Travelocity, Orbitz or Ctrip (in China)
OTT
Over-The-Top is media services offered
directly to viewers via the Internet,
bypassing cable, broadcast and
satellite
P
PPC
Pay-per-click (online ads or
promoted videos)
R

REFERRAL
List of qualified Newport Beach &
Company partners sent to meeting
planners or media outlets
RFP
Request for proposal
RevPAR
Revenue per available room,
performance metric in hotel industry
ROI
Return on investment

ROOM NIGHT
Statistical unit of occupancy; one hotel
room occupied for one night
S

SALES MISSION
Selling and showcasing Newport Beach
in other markets
J
JWA
John Wayne Airport, Orange
Country- only
commercial-service airport
in Orange County
K

KPI
Key performance indicator
L
LEAD
Meeting planning request of
rooms, event space or goods
and services sent to qualified
partners
LGBT
Lesbian, Gay Bisexual &
Transgender
M
MAs
Merchant Associations,
examples include Balboa Island
Marketing, Inc., and Balboa
Village Merchants Association
MICE
Meetings, Incentives,
Conventions
& Exhibitions
MINT
(Destination Marketing
Association International’s
(DMAI) meeting-industry
database

SITE VISIT
(also known as Site Inspection)
Tour of property or meeting space
to familiarize a potential client
SEM
Search-engine marketing—Internet
marketing that helps improve
visibility in search engine results
SEO
Search-engine optimization-
formatting and writing content
to perform at its highest level
in online searches
STR
Smith Travel Research, Inc.—hotel
market data & benchmarking
reports utilized by Visit Newport
Beach and Newport Beach
hoteliers
T

TARGET AUDIENCE
Particular group of people,
identified as the intended recipient
of an advertisement or message
TBID
Tourism Business Improvement
District—hotel-room assessment
on the participating lodging
businesses within city limits of
Newport Beach to market Newport
Beach as a meetings destination

TRANSIENT
Individual traveler not traveling
for group/meetings business

TRAVEL TRADE
Collective term for tour operators,
wholesalers, and travel agents

TRADESHOW
Event with exhibitors showcasing
products or services
TOT
Transient Occupancy Tax also
known as “bed tax”
U
U.S. TRAVEL ASSOCIATION
National, non-profit
organization representing
all components of the travel
industry that generates $2.1
trillion in economic output
and supports 15 million
American jobs
V
VFR
Visiting friends and relatives

VISIT CALIFORNIA
California Travel & Tourism
Commission, organization
with mission to develop
marketing programs that keep
California top-of-mind as a
premier travel destination
W

WEBSITE VISITS
A visit is defined as a visit to
a website where at least one
page has been loaded.

ZARTICO
Provider of the world’s
first destination operating
system. It combines art and
science to create insights and
intelligence which elevate
the well-being of global
communities

INDUSTRY TERMS
FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN
12-73

CIC RESEARCH

CITY OF NEWPORT BEACH

CONVENTION INDUSTRY COUNCIL

DEAN RUNYAN ASSOCIATES
DESTINATION ANALYSTS, INC.

DKSA

FORWARD KEYS

JOHN WAYNE AIRPORT, ORANGE COUNTY

KANTAR GROUP

NATIONAL TRAVEL & TOURISM OFFICE

OFFICE FOR NATIONAL STATISTICS (ONS)

OFFICE OF TRAVEL & TOURISM INDUSTRIES

OXFORD ECONOMICS
PKF

STATE OF CALIFORNIA
STR, INC. (SMITH TRAVEL RESEARCH)

SUCCESSFUL MEETINGS

TNS GLOBAL

TOURISM ECONOMICS

TRIPSAVVY

US DEPARTMENT OF COMMERCE

US TRAVEL ASSOCIATION

VISIT CALIFORNIA

WORLD TRAVEL & TOURISM COUNCIL (WTTC)
YOUGOV

ZARTICO

DESTINATION BUSINESS PLAN

REFERENCES AND SOURCES
140 FISCAL YEARS 2023 & 2024 DESTINATION BUSINESS PLAN
12-74
©2022 NEWPORT BEACH & COMPANY
NEWPORT BEACH & COMPANY • 1600 NEWPORT CENTER DRIVE • STE. 120 NEWPORT BEACH, CA 92660 VISITNEWPORTBEACH.COM • NEWPORTBEACHANDCO.COM • 949.719.6100 • 800.94.COAST

NEWPORT BEACH & COMPANY

DESTINATION BUSINESS PLAN
FISCAL YEARS 2023 & 2024
12-75

Newport Beach City CouncilJuly 26, 2022

Newport Beach City Council
July 26, 2022