Q �EwPpRT
CITY OF
s NEWPORT BEACH
`q44:09 City Council Staff Report
July 25, 2023
Agenda Item No. 9
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: Tara Finnigan, Assistant City Manager - 949-644-3001, [email protected]
PREPARED BY: Melanie Franceschini, Management Analyst
[email protected]
PHONE: 949-644-3028
TITLE: Visit Newport Beach, Inc. FY 2024 Destination Business Plan Supplement and Budget, and FY 2023 Performance Standards Report
ABSTRACT:
Visit Newport Beach, Inc. (VNB), a business unit of Newport Beach & Company, provides destination marketing services to the City of Newport Beach (City) under an agreement for Tourism Promotion, Branding and Marketing Services. Under the terms of the agreement, VNB is required to submit certain records to the City Council for its review and/or approval. Newport Beach & Company has submitted the Fiscal Year (FY) 2024 Destination Business Plan Supplement and Budget for the Council's review and VNB's FY 2023 Performance Standards Report for the City Council's review and approval.
RECOMMENDATIONS:
a) Determine this action is exempt from the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) and 15060(c)(3) of the CEQA Guidelines because this action will not result in a physical change to the environment, directly or indirectly; b) Review, receive and file the FY 2024 Newport Beach & Company Destination Business Plan Supplement;
c) Receive and file the Visit Newport Beach, Inc. Leisure Marketing (TOT) FY 2023 Performance Standards Report; and
d) Review and approve the Visit Newport Beach, Inc. Leisure Marketing (TOT) FY 2024 Budget.
DISCUSSION-
VNB, a nonprofit organization (under IRS code §501(c)(6)), is the destination marketing organization for Newport Beach. Under an agreement with the City, VNB provides marketing services to the City and community using transient occupancy tax revenues. 9-1
Visit Newport Beach, Inc. FY 2024 Destination Business Plan Supplement and Budget, and FY 2023 Performance Standards Report
July 25, 2023
The agreement was entered into on September 27, 2011. It was amended in January 2014 to extend the term to December 31, 2024, switch from an annual to biennial budget, update contact information and add public benefit funding. The City Council approved a second amendment to the agreement in August 2014 to change the reporting timeline for the Performance Standards (Attachment C), Marketing Goals and Marketing Plan from annual to biennial to correspond with the biennial reporting timeline.
The VNB Board of Directors met on May 25, 2023, to approve the Destination Business Plan Supplement and Budget (Attachments A and B) for FY 2024. After the close of the fiscal year, VNB staff updated and reworked the performance standards report (Attachment C) required under its agreement with the City to better demonstrate the annual performance metrics it has adopted for its international sales and marketing campaigns. The FY 2023 Destination Business Plan Supplement and Budget was received by the City in June. The Performance Standards Report was received in July.
FISCAL IMPACT:
Under its Agreement with the City, VNB received 18% of all Transient Occupancy Tax collected by the City to fund destination marketing services and activities. VNB projects it will receive approximately $6,706,147 in TOT funding in FY 2024 (Attachment B). The FY 2023-24 estimate is approximately 4.7% lower than the City's estimate of $7,021,350, as included in the FY 2023-24 General Fund budget.
=1ki1V/1:T910IJil=110kC NNANIATITE
Staff recommends the City Council find this action is not subject to the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. �[0��[�I1rev
The agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the City Council considers the item).
ATTACHMENTS:
Attachment A — FY 2024 Newport Beach & Co. Destination Business Plan Supplement Attachment B — Visit Newport Beach, Inc. Leisure Marketing (TOT) FY 2024 Budget Attachment C — Visit Newport Beach, Inc. FY 2023 Performance Standards Report 9-2
NEWPORI Iq
BEACH
& COMPANY
FY 2023-2024 SUPPLEMENT
NEWPORT BEACH & COMPANY
DESTINATION
BUSINESS PLAN
A FRAMEWORK FOR TOURISM ECONOMIC RECOVERY
& ELEVATED LUXURY PRODUCTS & EXPERIENCES
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
$1913 9
IN TAXES PER YEAR.
TO KEEP THE NEWPORT BEACH ECONOMY
CHURNING AT THE SAME LEVELS:
IT WOULD COST EVERY NEWPORT BEACH
HOUSEHOLD AN ADDITIONAL
$439922
IN ADDITIONAL
LOCAL SPENDING
PER YEAR
/RFNAIS
INTRODUCTION
02 EXECUTIVE SUMMARY
03 NEWPORT BEACH & COMPANY OVERVIEW
04 FY 2024 BUDGETS
06 FY 2024 GOALS
08 NEWPORT BEACH & COMPANY THREE-YEAR STRATEGIC PLAN
AUDIENCE -BASED BUSINESS PLANS
09 AUDIENCE OVERVIEW
10 LEISURE TRAVELER BUSINESS PLAN
20 MEETING PLANNER BUSINESS PLAN
26 LOCAL COMMUNITY BUSINESS PLAN
30 CORPORATE BUSINESS PLAN
GOVERNANCE
34 EXECUTIVE COMMITTEE & BOARD OF DIRECTORS
35 NEWPORT BEACH & COMPANY TEAM
9-5
VISIT NEWPORTBEACH.COM
As Newport Beach & Company enters the second year of our two-year business planning cycle, we present this updated FY 2023-2024 Destination Business Plan Supplement that outlines our revised objectives, strategies, goals and budgets. Continuing to raise the bar, Newport Beach & Company challenged its team to develop bold, strategic, and creative programs to build on successes and momentum of this past fiscal year.
And the successes have been smashing. Our relentless efforts in FY 2023 driving tourism, group business and developing breakthrough marketing campaigns has set record -setting tourism -occupancy tax (TOT) collections, raising average daily rates (ADR), which have now surpassed 2019 pre -pandemic levels and outpacing nearly our entire competitive set.
We're continuing to see growth on the sales side, with a robust sales team offering more value than ever before and providing both a product and experience clients are looking for. With an ever-expanding portfolio into further luxury segments, along with a greatly anticipated opening this fall of Montage International's Pendry, further immersion into the uber-luxury segments has begun.
On the marketing side, the team successfully created and executed nearly a dozen integrated leisure and community event campaigns which drove strong visitation and economic impact to the destination. We are proud to have regained our place back on the world's stage, debuting Newport Beach in London through a weeklong brand activation. Additionally, we executed two star-studded, brand -defining events with Variety magazine and the Newport Beach Film Festival. As an organization, our recent renovation project has transformed the office space into a true reflection of Newport Beach's identity, embracing the highly successful hybrid model and putting employee engagement and recruitment at the forefront.
As we embark on the second year of our two-year business planning cycle, we will not rest on our laurels and have set new ambitious strategies and goals to raise the bar even higher. We look forward to marketing and promoting Newport Beach to attract discerning visitors that keeps local businesses thriving, create jobs, bolsters the economy and generates millions of dollars in economic impact that improves the quality of life for the community.
4P(PC___
Gary C. Sherwin, APR, CDME
President & CEO
Newport Beach & Company
Debbie Snavely
Chairperson
Newport Beach & Company
FY 2023-2024 BUSINESS PLAN
NEWPORT BEACH & COMPANY
NEWPORT
BOARD OF BEACH
DIRECTORS FOUNDATION
FINANCIAL/ COMMUNITY
ADMINISTRATIVE PRESIDENT/ LEADERSHIP
k TEAM CEO DEVELOPMEN
BRAND
MARKETING
TEAM
03 DINE VIDEO
NB AP HRT NBA HEWPORT _ NBEACH ENBEACH
EWPORTCELEBRATE
NEWPORT LIFESTYLE
BEACH VIDEO
TV PRODUCTION
VISIT NEWPORT BEACH INC. (TBID)
GROUP SALES & MARKETING FY 2024
VISIT .O.
GROUP
Revenue
$4,730,373
Operating Expenses
$2,946,865
Advertising
$646,500
Community Relations
$80,000
Digital Marketing/Website
$174,600
PR/Communications
$40,000
International Marketing Initiatives
$77,000
Trade Shows
$523,400
Sales Group Enhancement Credit
$380,000
Hosted Industry Events
$64,000
Industry Partnerships/Sponsorships
$171,700
Site Inspections
$35,200
Client Events
$356,500
Conference Services
$2,000
Database/Prospecting
$150,000
Special Promotions/Marketing Collateral
$16,250
Customized Destination Support
$530,000
0%
■ ADVERTISING
■ COMMUNITY RELATIONS
■ DIGITAL MARKETING/WEBSITE
■ PR/COMMUNICATIONS
■ INTERNATIONAL MARKETING INITIATIVES
■ TRADE SHOWS
■ SALES GROUP ENHANCEMENT CREDIT
■ HOSTED INDUSTRY EVENTS
■ INDUSTRY PARTNERSHIPS/SPONSORSHIPS
1% ■ SITE INSPECTIONS
■ CLIENT EVENTS
■ CONFERENCE SERVICES
■ DATABASE/PROSPECTING
■ SPECIAL PROMOTIONS/MARKETING COLLATERAL
CUSTOMIZED DESTINATION SUPPORT
FY 2023-2024 BUSINESS PLAN
• ;
VISIT NEWPORT BEACH, INC. (TOT) LEISURE FY 2024*
NEWPORTVISIT
LEISURE BUDGET ALLOCATION
Revenue
$6,836,147
Operating Expenses
$109,670
Advertising
$2,965,200
Community Relations
$199,000
Event Marketing
$275,500
Collateral
$132,000
International Marketing
$497,225
Digital Marketing
$670,000
PR/Communications
$935,000
Fees and Contributions to Newport Beach & Company
$2,830,529
■ ADVERTISING
■ COMMUNITY RELATIONS
■ EVENT MARKETING
COLLATERAL
■ DIGITAL MARKETING
■ PR/COMMUNICATIONS
NEWPORT BEACH & COMPANY FY 2024* BUDGET ALLOCATION
NEWPORT
$3,097,715
Operating Expenses
$2,746,765
Advertising
$194,450
Community Relations
$87,500
Collateral
$18,750
Website
$250
PR/Communications
$50,000
■ COMMUNITY RELATIONS
■ EVENT MARKETING
■ COLLATERAL
■ WEBSITE/DIGITAL
■ HOSTED INDUSTRY EVENTS
DULY 1, 2023 - JUNE 30, 2024
9-9
VISITN EWPORTBEACH.COM
VISIT NEWPORT BEACH, INC.
TOURISM -OCCUPANCY TAX (TOT) GOALS
GOALSFY .- ..
AS . .
TOPLINE GOALS & KEY PERFORMANCE INDICATORS FOR LEISURE TRAVEL TO NEWPORT BEACH
TOURISM -OCCUPANCY TAX (TOT) REVENUE
TO THE CITY OF NEWPORT BEACH
$33,889,024
$23,654,682*
$35,245,122
MARKETING CAMPAIGN ROOM NIGHTS
140,000
250,800
150,000
MARKETING CAMPAIGN ECONOMIC IMPACT
$40,000,000
$63,500,000
$46,000,000
DIGITAL MARKETING, CONTENT MARKETING & SOCIAL MEDIA(OWNED & PAID MEDIA CHANNELS)
VNB WEB VISITS
1,480,000
1,104,520
1,628,000
REFERRALS TO PARTNER VISITS
9,500
35,483
10,925
SOCIAL MEDIA FOLLOWERS
250,000
266,184
270,000
CONSUMER DATABASE/NEWSLETTERS SENT
-
26,720/19
35,000/24
PARTNER DATABASE/NEWSLETTERS SENT
-
494/60
600/60
ADVERTISING (PAID MEDIA CHANNELS)
TOTAL AD IMPRESSIONS
145,000,000
145,012,772
175,000,000
ONLINE AD CLICKS TO SITE
125,000
620,115
430,000
MEDIA RELATIONS
MEDIA PLACEMENTS (DOMESTIC + INTERNATIONAL)
1,100
1,081
1,200
KEY CONSUMER MEDIA PLACEMENTS
300
551
325
KEY TRADE MEDIA PLACEMENTS (13213)
85 429
100
*REVENUES AS OF 3-31-23.
FY 2023-2024 BUSINESS PLAN
9-10
NEWPORT BEACH & COMPANY
BUSINESS -UNIT GOALS
CELEBRATE NEWPORT BEACH: BRAND -DEFINING EVENT MARKETING UK HONOURS/VARIETY 10 ACTORS TO WATCH
5,500,000
404,442,422
5,500,000
IMPRESSIONS
NBFF/VARIETY10TO WATCH IMPRESSIONS
6,000,000
1,640,146,366
6,000,000
CHRISTMAS BOAT PARADE AD IMPRESSIONS
5,400,000
6,620,899
5,400,000
HOAG CLASSIC AD IMPRESSIONS
6,000,000
8,179,484
6,000,000
VIDEO NEWPORT BEACH: NEWPORT BEACH TV + DESTINATION LIFESTYLE VIDEO PROGRAMMING
NEW EPISODES CREATED
80 118
85 TV PRODUCTION HOURS
1,800
1,800
1,800
9-11
VISITN EWPORTBEACH.COM
IGNITE GLOBAL PASSION
FOR NEWPORT BEACH
Newport Beach & Company is a creative
and focused community marketing
agency singularly committed to telling
the city's integrated brand story.
It strengthens 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.
1 DESTINATION BRAND LEADERSHIP
& ASSISTANCE TO KEY STAKEHOLDERS
IN CREATING INDIVIDUALLY BRANDED
PRODUCTS AND EXPERIENCES.
EXPAND DESTINATION PRODUCT
2 MARKETING TO MORE LUXURY
AUDIENCES AND ASSIST
NON -LUXURY PRODUCTS ON HOW
TO CAPITALIZE ON THESE
OPPORTUNITIES.
3 CONTINUE TO PROVIDE INNOVATIVE
LEISURE AND GROUP MARKETING
PROGRAMMING FOR PANDEMIC
RECOVERY BY ASSISTING
HOSPITALITY BUSINESSES NOT
YET RECOVERED IN BOTH
BUSINESS AND STAFFING.
Respect • Wellness • Integrity
Employee Engagement • Learning
Knowledge • Adaptability
Innovation • Customer and
Stakeholder -centric
INNOVATIVE, ENTREPRENEURIAL
STEWARDS 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.
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 SUCCESSFUL OPERATION OF THEIR BUSINESSES.
WE STRIVE TO DO FOR OUR STAKEHOLDERS WHAT
THEY CANNOT DO FOR THEMSELVES.
WE WANT TO PUNCH ABOVE OUR WEIGHT (THINK BIG!)
AS A SMALLER DESTINATION COMPETING AGAINST MUCH
BIGGER DESTINATIONS
ENTREPRENEURIAL
MINDSET/BUSINESS
ESSENTIALISM
GOVERNANCE
SYSTEM
BRAND
CENTERED
FUNDING TRANSPARENCY
STRUCTURE
FY 2023-2024 BUSINESS PLAN 9-12
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.
MEETING PLANNER
Meeting Planners manage the planning and operations for conferences, meetings and events in Newport Beach's tourism business improvement district (TBID) hotels and hospitality industry businesses.
AUDIENCE OVERVIEW
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.
9-13
VISIT NEWPORTBEACH.COM
OBJECTIVE 1 -LEISURE TRAVELER
GENERATE INCREMENTAL
LEISURE TRAVEL AND SPEND
IN A HIGHLY COMPETITIVE CALIFORNIA MARKETPLACE, IMPLEMENT
SEASONAL, FULL -FUNNEL, MULTI -CHANNEL MARKETING CAMPAIGNS TARGETING QUALIFIED 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.
STRATEGY 1:
Develop bold, creative, break -through multi -media campaigns that generates visitation to Newport Beach.
TACTICS:
• Through our bold and creative approach, the marketing team will continue to think outside the box and take risks to create memorable campaigns that standout from the competition. In other words, when others zig, we zag!
• With a laser focus on our target audience, our campaigns will speak to the desires and emotions of our consumer to spark awareness and conversion. • Through intelligence platforms, data and analytics, the team will tailor messaging and targeting to resonate with our target audience.
• The marketing team will explore partnerships with brands, national events, influencers and partners to integrate, align and build additional buzz and cache around Newport Beach.
• Leverage storytelling to create a narrative that inspires our audience and creates connections between them and Newport Beach.
STRATEGY 2:
With every campaign, implement a full -funnel marketing plan to create a comprehensive approach that will cover the entire customer journey from awareness to conversion and return travel to drive business goals.
TACTICS:
• Create strategies that reach potential travelers at every stage of the journey with compelling creative and tailored messaging. Here is our full -funnel approach:
-14
FY 2023-2024 BUSINESS PLAN 9
Top of the Funnel (Brand Awareness): Focus on generating awareness with broad -sweeping advertising via broadcast, radio, out -of -home, programmatic, paid newsletters as well as PR and paid social.
Middle of the Funnel (Build Relationships): Focus on nurturing potential travelers through best -in -class organic social media, marketing and retargeting advertising.
Bottom of the Funnel (Travel Conversion): All efforts will drive clicks to landing pages for consumers to book vacations.
• After addressing each stage, business intelligence will track and measure results to ensure optimization and success.
STRATEGY 3:
With Los Angeles as Newport Beach's #1 market, convert remaining day-trippers to overnight guests.
TACTICS:
• With every marketing campaign, continue to create landing pages that feature hotel stays, things to do and itinerary inspiration to entice travelers. • Continue to invest and target Orange County and Los Angeles markets year-round with targeted messaging about proximity and unique experiences.
• Place accommodations front -and -center in all content and campaigns to maximize visibility. • Continue to invest in the quality and quantity of signature marquee events in Newport Beach to bring tourism to Newport Beach throughout the year and need periods. • Continue to leverage intelligence platforms to monitor and track overnight stays while making adjustments to strategies and tactics as needed.
STRATEGY 4:
With the luxury renaissance happening in Newport Beach, focus on capturing uber luxury clientele.
TACTICS:
• Hire a Luxury Marketing Manager who will focus on building relationships with luxury tour operators, travel agents; and high -end meeting planners. • Adjust creative to include slightly older, higher demographic personalities to attract the uber luxury clientele.
• Work with new luxury hotels and retail partners and align messaging and co-op on advertising buys to tell the Newport Beach story. 9-15
VISITNEWPORTBEACH.COM
II`�i OBJECTIVE 2 - LEISURE TRAVELER
SPARK A PASSION FOR N EWPORT BEACH
SPARK PASSION FOR NEWPORT BEACH THROUGH THE POWER OF AUTHENTICITY, CONNECTION,
PERSONALIZATION, VALUE AND ENGAGEMENT TO DEEPEN THE RELATIONSHIP WITH VISITORS TO CREATE AMBASSSADORS FOR ENHANCED TRAVEL YEAR -OVER -YEAR.
STRATEGYI:
Promote Newport Beach through authentic and creative marketing tactics and maximize across all channels.
TACTICS:
• Create innovative marketing campaigns to keep the brand fresh and forward -thinking. • Showcase 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.
• Secure stories with top -tier media through smart PR pitching and building relationships. • Understand awareness pain points and address within creative with visuals and language. • Create clear differentiation from competing destinations to generate interest that will motivate action.
• Employ imaginative marketing tactics to increase reach and frequency of paid ads. • Integrate and leverage new luxury destination assets in communications and collateral.
STRATEGY 2:
Engage with our audience on owned and paid platforms to create a community of Newport Beach ambassadors. Build and maintain brand trust and loyalty through social media engagement while educating visitors on destination offerings.
TACTICS:
• Deploy aspirational and compelling content, with the goal of every follower finding something to like, share, and save.
• Invest in paid advertising to maximize reach.
• Continue to invest in video as the primary vehicle to showcase Newport Beach content pillars (Wellness, Hotels/Resorts, Dining, Experiences, Destination, Retail).
FY 2023-2024 BUSINESS PLAN 9-16
• Plan and execute highly targeted influencer partnerships to coincide with paid media campaigns to generate increased earned media exposure and boost brand awareness. • Collaborate with key partners in the destination on giveaways to grow awareness and build follower growth.
• Leverage Newport Beach & Company owned digital assets to extend customer engagement. • Create a two-way conversation on social media platforms to strengthen customer engagement and connection with Newport Beach.
• Communicate brand values to create a personalized connection via regularly scheduled content and messaging.
• Provide value to our audience with entertainment, education and giveaways to keep followers engaged.
• Re -imagine Newport Beach website to create a user-friendly informative and inspiring experience. • Utilize emerging technologies to create personalization for targeted visitors. • Reward followers with giveaways.
• Advance SEO rankings with consistent and steady posts.
STRATEGY 3:
Align with brands, events and opportunities to propel Newport Beach into the cultural zeitgeist.
TACTICS:
• Continue integrations with national cultural, sports, film and fashion events and opportunities to dovetail on cache to enhance brand currency.
• Continue to build on Newport Beach's storied Hollywood history with partnerships with the Oscars, BAFTA's, Emmy's and exciting TV and film opportunities. • Enhance Newport Beach signature events with exciting partnerships, sponsorships and advertising opportunities.
• Build advertising relationships to create bespoke opportunities for Newport Beach and partners. 9-17
VISITNEWPORTBEACH.COM
OOBJECTIVE 3 -LEISURE TRAVELER
RETURN TO INTERNATIONAL
TOURISM MARKETING
IN 2023, VISIT NEWPORT BEACH OFFICIALLY RETURNED TO THE WORLD'S STAGE WITH ITS RE-ENTRY TO THE UK AND CANADA. HIGH -NET -WORTH INTERNATIONAL TRAVELERS
STAY IN -MARKET LONGER WHICH GENERATES INCREASED SPEND TO BENEFIT ALL CORNERS OF THE DESTINATION. VISIT NEWPORT BEACH WILL CONTINUE TO RE -INTRODUCE NEWPORT BEACH TO STRATEGIC MARKETS TO GENERATE INTERNATIONAL TOURISM.
STRATEGY 1:
In 2023, "London Week" debuted — a week-long in -market activation packed with media events and top -tier media appointments which earned record -breaking media coverage that reached millions of Brits.
In 2024, we will capitalize on our momentum and successes from 2023 by strengthening connections and partnerships, while also expanding programs to reclaim the destination's foothold that was lost during the COVID-19 pandemic.
TACTICS:
• Challenge international agencies to "raise the bar" on London Week to create even more memorable media events and experiences.
• Continue to secure A -List honorees at UK Honours event. • Explore introducing a consumer activation or component into London Week. • In partnership with the Newport Beach Film Festival, explore sponsorship opportunities.
STRATEGY 2:
Re -build relationships with top -tier media, influencers, pertinent and relevant organizations to spark long -haul visitation from the UK and Canada to Newport Beach.
TACTICS:
• Execute international PR plan to engage top -tier travel and lifestyle media. • Craft relevant and timely pitches to capture travel interest during booking windows. • Host international media FAMs, bringing in top -tier editors to experience Newport Beach first-hand.
FY 2023-2024 BUSINESS PLAN
OBJECTIVE 4 - LEISURE TRAVELER
LEVERAGE AND INVEST IN
EMERGING TECHNOLOGY
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.
STRATEGY 1:
Artificial Intelligence (AI) is rapidly changing industries and is becoming part of our daily lives.
Becoming an early adopter and harnessing the power of Al will be crucial in navigating this watershed moment in history.
TACTICS:
• Receive training on how to use Al in the workplace and to achieve business goal. • Deploy Al technologies to improve operations, increase efficiencies and drive growth. • Utilize Al to improve marketing efforts, enhance the visitor experience through personalization, data insights and optimization to better serve visitors.
STRATEGY 2:
In fiscal year `24, Visit Newport Beach will launch and debut a brand new, best -in -class website to inspire, inform and engage potential visitors. Leveraging the latest in technology, the site will be user -focused, fast, optimized, and beautiful with high -quality and compelling content.
TACTICS:
• Develop a user -centered design and easy -navigation to create an intuitive experience for inspiring travel and as a resource for those in -market. • With the increase in mobile usage, the website will be developed with a mobile -forward approach to ensure accessibility and functionality across all devices. • Focus on website speed to create a seamless site experience. • Feature high -quality storytelling within copy, content, visuals and videos. • Integrate personalized recommendations using Al.
• Ensure website accessibility to ensure usability a wide range of users. • Implement SEO strategies to drive traffic to site.
9-19
VISITN EWPORTBEACH.COM
NEW STRATEGIC PLAN
BOLD AND BREAKTHROUGH CAMPAIGNS
EARLY ADOPTERS IN EMERGING TECHNOLOGIES
DEPLOY EXPERIENTIAL, IMMERSIVE AND
MEMORABLE MARKETING
CULTIVATE BRAND PARTNERSHIPS
PRIORITIZE VALUES, SOCIAL RESPONSIBILITY
AND SUSTAI NABI LITY
INVEST IN DATA AND INTELLIGENCE
FY 2023-2024 BUSINESS PLAN 9-20
\ Mato N
`, I
9-21
VISITNEWPORTBEACH.COM
FY 2023-2024 LEISURE TRAVELER
INITIATIVE CALENDAR
SUMMER BREAK
SUMMER PEAK SEASON
SUMMER LEISURE CAMPAIGN
PENDRY NEWPORT
ACH HOTEL OPENING
FALL2023
EXECUTIVE
COMMITTEE
MEETING
FY2023
FALL SHOULDER SEASON
FALL LEISURE CAMPAIGN
WEBSITE LAUNCH
BOARD MEETING
EXECUTIVE
COMMITTEE
MEETING
NEWPORT BEAC
FESTIVAL
EXECUTIVE
COMMITTEE
MEETING
ANNUAL DINNER
WINTER BREAK
WINTER OFF SEASON
HOLIDAY LEISURE CAMPAIGN
BOARD MEETING
NEWPORT BEACH
CHRISTMAS BOAT
PARADE
HOLIDAY PARTNI
AND STAFF EVEP
Y 2023-2024 LEISURE TRAVELER
INITIATIVE CALENDAR
WINTER OFF SEASON
WINTER LEISURE CAMPAIGN
RESTAURANT WEEK I LONDON WEEK
BOARD MEETING
EXECUTIVE
COMMITTEE
MEETING
EXECUTIVE
COMMITTEE
MEETING
FY2024
SPRING BREAK SUMMER BREAK
SPRING SHOULDER SEASON SUMMER PEAK SEASON
SPRING LEISURE CAMPAIGN SUMMER LEISURE
CAMPAIGN
HOAG CLASSIC BOAT WEEK ASPEN FOO
WINE CLASSIC
NEWPORT BEACH
JAZZ FESTIVAL
i
H GALLERY FA SHIONN ISLAND OPENS SPRING 2024
BOARD MEETING no
BOARD MEETING
EXECUTIVE EXECUTIVE EXECUTIVE EXECUTIVE
COMMITTEE COMMITTEE COMMITTEE COMMITTEE
MEETING MEETING MEETING MEETING
NATIONAL TRAVEL
& TOURISM WEEK
IlahvaW_1
19 OBJECTIVE 1 -MEETING PLANNER
GROW GROUP AVERAGE RATE IN
PURSUIT OF ELEVATED PROGRAMS
WITH THE SIZABLE REINVESTMENT AND ELEVATION OF OUR HOTEL PORTFOLIO, WE
HAVE THE OPPORTUNITY TO PURSUE AND CONVERT HIGHER END PROGRAMS THAT WILL SUCCESSFULLY INCREASE OUR AVERAGE RATE BY $110 (A 53% INCREASE OVER FY 20 AVERAGE RATE).
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.
• Produce compelling, short -form video assets featuring inspirational property and destination highlights.
STRATEGY 2:
Reinforce and expand in -person and virtual tradeshow and industry partner engagement to expand awareness and build relationships.
TACTICS:
• Pursue signature targeted tradeshows and in -market industry events while engaging in luxury -focused shows with immersive 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 advertising opportunities across multiple tactics to engage pre -event, onsite and post -event.
FY 2023-2024 BUSINESS PLAN 9-24
• 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 collaboration.
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. 1AAMN60N
STRATEGYI:
OBJECTIVE 2 - MEETING PLANNER
ESTABLISH AND REINFORCE
VISIT N EWPORT 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.
Position Visit Newport Beach as an invaluable resource throughout all stages of the planning journey.
TACTICS:
• Approach new wave of meeting planners with education, thought leadership and partnership. 9-25
VISITN EWPORTBEACH.COM
• 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:
• Redefine digital presence through website redesign, including enhanced user experience, engaging optimized content and inspiring video and photography assets. • 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.
OBJECTIVE 3 - MEETING PLANNER
d0� 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.
STRATEGYI:
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 hotels as determined in each search — meeting dates, size, location of accounts, vertical markets, etc.
FY 2023-2024 BUSINESS PLAN 9-26
Use software to identify the most relevant customers and make decisions on advertising, deployment, trade shows and events.
• Use the Cvent Planner Navigator to qualify leads and planners by viewing the whole picture of what planners are sourcing on the Cvent Sourcing Network including market segment, need dates, and event sizes.
• Prospect with Linkedln Navigator to gain broad and detailed perspectives on corporate, association and third -party accounts and event sizes.
• Keeping database current and pinpoint accurate/relevant contacts • Creating pipeline/prospecting
• Live alerts, company trends, etc.
• Reaching key decision makers
• Reaching key decision makers
• Real time and relevant alerts for targeted accounts
• 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. program Knowland (lead assessment).
• 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.
NEW STRATEGIC PLAN
DEVELOP LOCAL KNOWLEDGE NETWORKS FOR KEY
STRATEGIC MARKETS
2 CREATE A PREFERRED PARTNER PROGRAM
9-27
VISIT NEWPORTBEACH.COM
TRADESHOWS sm..
CONFERENCE DIRECT ANNUAL
PARTNER MEETING
im.
ANNUAL NEWSNET STRATEGIC
PARTNER PROFILE
CBI PHARMA FORUM
SEASONALCALSAE
FICP FALL SYMPOSIUM
FICP 2022 ANNUAL CONFERENCE
i
CONFERENCEDIRECT FORUM
NATIONALPRESTIGE
DESTINATION SHOWCASE
�C.ISAE ELEVATE
MEETING INDUSTRY COUNCIL
FICP EDUCATIONAL FORUM
7HELMSBRISCOE ANNUAL MEETING
NORTHSTAR INCENTIVE LIVE
DESTINATION CALIFORNIA
DESTINATION
CONNECT MARKETPLACE
INCENTIVE LIVE
FY 2023-2024 BUSINESS PLAN 9-28
FY 2023 MEETING PLANNER
INITIATIVE CALENDAR
DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE
25 OBJECTIVE 1 - LOCAL COMMUNITY
O DISTRIBUTE DATA -DRIVEN REPORTS
LEVERAGING ITS BUSINESS INTELLIGENCE PLATFORM AND OTHER DATA REPORTS TO
AGGREGATE A COMPREHENSIVE WEEKLY DASHBOARD SHOWING THE ECONOMIC HEALTH OF NEWPORT BEACH.
STRATEGY
Newport Beach & Company has amassed cutting -edge intelligence and data reporting 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 to be a trusted 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 Zartico and Tourism Economic's economic impact software systems, 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.
• Refine partner database to ensure all pertinent community members and stakeholders are receiving necessary correspondence.
FY 2023-2024 BUSINESS PLAN 9-30
\I/
••• ' OBJECTIVE 2 - LOCAL COMMUNITY
CREATIVE COMMUNITY CONSULTANTS
T
STRATEGY
Serve as marketing, branding and sales consultants to local businesses, hotels, restaurants, and civic organizations.
TACTICS:
• Build on Newport Beach & Company's role 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 partner wins for Newport Beach & Company and its 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. 9-31
VISITN EWPORTBEACH.COM
00 OBJECTIVE 3 - LOCAL COMMUNITY
on REIMAGINED BUSINESS UNITS
•• •• REIMAGINE NEWPORT BEACH & COMPANY AND ITS BUSINESS UNITS FOR THE FUTURE. an an 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.
STRATEGY
Re-engage and re-evaluate 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 and entrepreneurial 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.
FY 2023-2024 BUSINESS PLAN 9-32
NEW STRATEGIC PLAN
BE THE LEAD RESOURCE FOR DESTINATION DATA
& INTELLIGENCE.
ACT AS THE CREATIVE AGENCY AND GO -TO
MARKETING PARTNER FOR HOSPITALITY -RELATED
BUSINESSES AND EVENTS.
BE THE AUTHORITY AND OFFICIAL RESOURCE
FOR INFORMATION.
CONTINUE WITH AN ENTREPRENEURIAL MINDSET
AND BUSINESS MODEL.
9-33
VISITN EWPORTBEACH.COM
30 1 CORPORATE BUSINESS OBJECTIVES
OBJECTIVE 1 -CORPORATE
ELEVATE OUR CORPORATE
COMMUNICATIONS
DEVELOP A COMMUNICATIONS AND OUTREACH STRATEGY TO PARTNERS, COMMUNITY, CIVIC
LEADERS, INTERNAL STAFF, BOARD MEMBERS TO INCREASE AWARENESS, EDUCATION, BUILD
BRAND REPUTATION AND ENHANCE ENGAGEMENT OF ALL NEWPORT BEACH & COMPANY ENDEAVORS AND SUCCESSES.
STRATEGY
The team will develop a comprehensive corporate communications strategy that will target the right audience, develop effective communications to distribute on 13213 channels with a strong cadence to ensure we continually stay in front of our stakeholders.
TACTICS:
• Enhance corporate communications via partner newsletters, Linkedln and staff emails with steady cadence and fresh designs.
• Explore new 13213 storytelling tactics and vehicles including trendy short -form video, infographics, animations and more to offer entertaining and easily digestible information. • Continue to distribute business intelligence and weekly insights with economic dashboard to provide up-to-date vital research and data.
• Create a schedule for one-on-one strategy and networking sessions with partners and key community leaders.
• Continue to update and scrub partner email database to ensure our news is reaching the right audience. • Hire a Strategic Partnership Manager and develop partnership program.
FY 2023-2024 BUSINESS PLAN 9-34
CORPORATE BUSINESS OBJECTIVES
OBJECTIVE 2 - CORPORATE
ADAPT AND LEVERAGE THE ARTIFICIAL
INTELLIGENCE (AI) REVOLUTION TO
T IMPROVE OPERATIONS
Al DEVELOPMENT HAS EXPLODED IN THE PAST YEAR WITH 1,000+ NEW PLATFORMS AND TOOLS DEBUTING IN 2023 ALONE. WITH Al EXPECTED TO REVOLUTIONIZE OUR DAY-TO-DAY LIVES AND
BUSINESS OPERATIONS, NEWPORT BEACH & COMPANY IS COMMITTED TO EXPLORING THE POTENTIAL BENEFITS OF THIS TECHNOLOGY AND ADOPT INTO OUR WORKPLACE.
STRATEGY
31 Newport Beach & Company recognizes the potential of Al Technology to rapidly change the workplace.
To effectively adopt Al in our organization, we will collaborate with an Al instructor to identify relevant technologies and use cases that align with our marketing, sales, digital, intelligence, administration and operations functions. Based on assessment, we will develop and implement a plan for staff training and adoption, ensuring our team is equipped with the knowledge and skills necessary to integrate Al into our daily operations to keep our competitive edge and improve efficiencies.
TACTICS:
• Facilitate an Al education session for staff.
• Look at ways team members can automate tasks such as identify potential leads and personalize outreach in sales; analyze customer data and content creation in marketing; automate financial reports in accounting and more.
• Explore ways Al can be used as an assistant with tasks such as communications, scheduling, messaging, automating workflows and more.
• As Al takes on mundane tasks, roles at the organization may evolve to prompt engineer and collaborate with Al.
• Develop a plan for adoption with staff training.
• Assess potential ethical harms, dangers or social implications Al can bring. 9-35
VISITNEWPORTBEACH.COM
32 1 CORPORATE BUSINESS OBJECTIVES
OBJECTIVE 3 - CORPORATE
HIRING AND INSPIRING: CONTINUE TO
• BUILD A STRONG WORKPLACE CULTURE
STRATEGY
Newport Beach & Company is dedicated to being a top employer by regularly evaluating and enhancing workplace culture and benefits to ensure employee satisfaction and retention.
TACTICS:
• Create a strong onboarding program that sets new employees up for success. • 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, benefits, 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 annual holiday lunch.
• Infuse the company's core values into everything we do. • Continue to look for enhancements, features and new tools to maximize return on investment. • Encourage external, job -related educational opportunities for all employees.
FY 2023-2024 BUSINESS PLAN 9-36
CORPORATE BUSINESS OBJECTIVES I 33
NEW STRATEGIC PLAN
FURTHER ENHANCED CORPORATE COMMUNICATIONS
EXPLORE EMERGING TECHNOLOGIES
EMPLOYEE DEVELOPMENT AND ENGAGEMENT
RECRUITMENT AND RETENTION OF TOP TALENT
CONTINUED REVIEW OF OFFICE SET-UP
9-3 7
VISITN EWPORTBEACH.COM
EXECUTIVE COMMITTEE
CHAIRPERSON
DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa
VICE CHAIRPERSON
GERARD WIDDER
The Resort at
Pelican Hill
MEMBER AT LARGE
JON LEWIS
Former Chief of
Police
JASON AL -IMAM
City of Newport Beach
DAVID BEEK
Island Marine Fuel
ANDRE BROSE
Lido House Hotel
LINDA M. BEIMFOHR
City Cruises
CANDACE BISCONTE
Eventis Destination Services
HOMER BLUDAU
Former City Manager
ANTONELLA CASTRO
Newport Beach Foundation
TREASURER
CANDACE BISCONTE
Eventis Destination
Services
MEMBER AT LARGE
HOMER BLUDAU
Former City Manager
CHARLES CHO
Newport Beach
Marriott Bayview
AMY DEIFT
City Cruises
MARINA DUTTON
Balboa Bay Resort
RUSH HILL
NRM Real Estate Advisors
DAVID HOFFMAN
Pendry Hotel
WASIM KAZI
Hyatt Regency John Wayne
Airport, Newport Beach
MARKUS KOHN
Renaissance Newport Beach
SECRETARY
LINDA M. BEIMFOHR
City Cruises
MEMBER AT LARGE
SHARON WOOD
City of Newport Beach
Appointee
JON LEWIS
Former Chief of Police
MARIO MAROVIC
Lounge Group Consulting
TONY PETROS
LSA Associates
HENRY PYLE
Chartwell Real Estate
Development/Balboa Fun Zone
Company, LLC.
PHIL RAVENNA
Newport Dunes Resort and Marina
CHARLENE REYNOLDS
John Wayne Airport, Orange County
STEVE ROSANSKY
Newport Beach Chamber
of Commerce
GREGG SCHWENK
Newport Beach Film Festival
DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa
TANYA THOMAS
Fashion Island
GERARD WIDDER
The Resort at Pelican Hill
SHARON WOOD
City of Newport Beach
Appointee
OPEN
Hyatt Regency
Newport Beach
FY 2023-2024 BUSINESS PLAN
9-38
GARY C. SHERWIN,
APR, CDME
PRESIDENT & CEO
EXECUTIVE TEAM
IIL
MICHELLE DONAHUE,
CDME
SENIOR VICE PRESIDENT
OF SALES
ASHLEY JOHNSON,
CDME
SENIOR VICE PRESIDENT
& CHIEF MARKETING
OFFICER
ADMINISTRATION
KAYCEE ROBISON ELIZABETH GARCIA
EXECUTIVE ASSISTANT ADMINISTRATIVE ASSISTANT
TO THE CEO
LILY PEARSON
VP OF FINANCE
LAURO GARCIA
SENIOR ACCOUNTANT
9-39
VISITNEWPORTBEACH.COM
ERIN ROSE
SENIOR DIRECTOR OF
COMMUNICATIONS
BRIANNA GRIMALDI
DIRECTOR OF
DIGITAL MARKETING
MEGAN JOHNS
COMMUNICATIONS MANAGER
z v
H-9
JACKIE INFANTE
CREATIVE DIRECTOR
DANIELA BALDWIN-VEGA
SOCIAL MEDIA MANAGER
HUNTER HOWELL
MARKETING COORDINATOR
. ,p
AMANDA KLIEM,
CDME, HMCC, CITP
DIRECTOR OF SALES
MICHELLE DEVINE,
CMM, HMCC
NATIONAL ACCOUNT DIRECTOR
ENRIQUE PAOLO JENNIFER BRANNON
NATIONAL ACCOUNT DIRECTOR NATIONAL ACCOUNT DIRECTOR
RACHEL BIRD
DESTINATION SERVICES MANAGER
`v
JANE LOENHORST
GROUP MARKETING &
COMMUNICATIONS DIRECTOR
AW
ROBERTA EMMONS
SALES COORDINATOR
9-41
FY 2023-2024 SUPPLEMENT
NEWPORT BEACH & COMPANY
DESTINATION BUSINESS PLAN
�EWPph.T r� VISIT
NEWPORI' o� a THE °:: NEWPORl'
& COMPANY 0 forever summer •� '
a. •'iTv...:TR•..� ..
CALIFORNIA
©2023 NEWPORT BEACH & COMPANY
NEWPORT BEACH & COMPANY '1600 NEWPORT CENTER DRIVE 'STE. 120 NEWPORT BEACH, CA 92660 VISITNEWPORTBEACH.COM ' 949.719.6100. 800.94.COAST
ATTACHMENT B
lV1 M h
N L VIA PORT
BE CIA 0
CALIFORNIA
Operating Revenue
Revenue
41000 - TOT/TBID Income
41031 - Advertising Income
Total Revenue
Other Income
46001 - Interest Income
Total Other Income
Total Operating Revenue
Expenses
General and Administrative Expenses
Operating Expenses
64100 - Office Supplies
64125 - Computer Software (non-deprec)
64130 - Voice and Data - Office
64140 - Postage
64145 - Shipping Charges
64150 - Bank Fees
64160 - Membership Dues
64170 - Team Meetings
64300 - Depreciation Expense
Total Operating Expenses
Insurance
63100 - General Liability Insurance
63300 - Board of Directors Insurance
Total Insurance
Professional Fees
64203 - Recruiting Fees
64207 - Online Content
64201 -Audit Fees
64202 - Tax Preparation Fees
64204 - Legal Fees
Total Professional Fees
Travel Expenses
65100 - Airfare
65200 - Accommodations
65300 - Meals
65400 - Transportation Costs
65405 - Mileage ($0.655/mile 2023)
65500 - Other Travel Costs
Total Travel Expenses
Total General and Administrative
Visit Newport Beach Inc. Leisure Marketing (TOT)
FY23 to FY24 Budget Comparison
FY2023
Budget
July 1, 2022 to
June 30, 2023
5,793,750.00
5.793.750.00
2,500.00
2,500.00
5,796,250.00
300.00
9,000.00
120.00
225.00
1,050.00
65,000.00
3,000.00
4,800.00
83,495.00
1,400.00
2,200.00
3,600.00
2,000.00
37,500.00
6,500.00
1,500.00
47,500.00
5,000.00
2,500.00
2,000.00
1,000.00
500.00
500.00
11,500.00
146,095.00
FY2024
Proposed Budget
July 1, 2023 to
June 30, 2024
6,706,147.00
100,000.00
6,806,147.00
30,000.00
30,000.00
6,836,147.00
300.00
9,500.00
120.00
200.00
500.00
2,000.00
61,250.00
3,000.00
4,000.00
80,870.00
2,100.00
2,200.00
4,300.00
3,000.00
7,500.00
2,000.00
3,000.00
15,500.00
3,200.00
1,800.00
2,000.00
1,000.00
500.00
500.00
9,000.00
109,670.00
Variance ($)
912,397.00
100, 000.00
1.012.397.00
27, 500.00
27,500.00
1,039,897.00
500.00
200.00
275.00
950.00
(3,750.00)
r800.00l
(2,625.00)
700.00
700.00
1,000.00
(37, 500.00)
1,000.00
500.00
3,000.00
(32, 000.00)
(1,800.00)
(700.00)
(2,500.00)
(33, 925.00)
9-43
LVA M h
N L VIA PORT
BE CIA 0
CALIFORNIA
Advertising Expenses
66101 - Advertising - Purchased
66102 - Advertising - Local Events
66104 - Advertising Tracking Media
66121 - Promotional Gift Cards
66123 - Promotional Client Gifts
66202 - Ad /Creative Production
66203 - Creative Design/Development
66205 - Photography/Video Shoots/Production
67101 - Research
Total Advertising Expenses
Marketing Expenses
Community Relations
66212 - Community Sponsorships
67105 - Awards
67107 - Promotional Items
67109 - Hospitality Training
Total Community Relations
Event Marketing
67103 - Community Partner Events
67102 - Christmas Boat Parade
Total Event Marketing
Marketing Collateral
67301 - Inspiration Guide
67309 - Business Plan
67311 - Collateral Production Expenses
67312 - Collateral Distribution
Visit Newport Beach Inc. Leisure Marketing (TOT)
Total Marketing Collateral
Digital Marketing
67501 - Social Media
67502 - Website Maintenance
67503--SEO/SEM
67504 - Content Creators/Influencers
67506 - Mobile Application
67508 - Website Redesign Expenses
67511 - Digital Lifestyle Channel Production
66211 - CRM Maintenance & Platform Subscriptions
Total Digital Marketing
Communications/Public Relations
67601 - PRAgency/Tracking/Copywriting
67602 - Media FAM Tours
67605 - Media Opportunities
67607 - Media Relations
67608 - Media Missions
Total Communications/Public Relations
Total Marketing Expenses
FY23 to FY24 Budget Comparison
FY2023
FY2024
Budget
Proposed Budget
July 1, 2022 to
July 1, 2023 to
June 30, 2023
June 30, 2024
Variance ($)
1,860,000.00
2,280,000.00
420,000.00
8,000.00
(8,000.00)
50,000.00
-
(50,000.00)
2,000.00
5,500.00
3,500.00
1,500.00
-
(1,500.00)
156,000.00
300,000.00
144,000.00
85,000.00
-
(85,000.00)
195,000.00
250,000.00
55,000.00
149,700.00
129,700.00
(20,000.00)
2,507,200.00
2,965,200.00
458,000.00
150,000.00
150,000.00
-
5,000.00
12,000.00
7,000.00
7,000.00
25,000.00
18,000.00
12,000.00
12,000.00
-
174,000.00
199,000.00
25,000.00
105,000.00
100,000.00
(5,000.00)
175,000.00
175,500.00
500.00
280,000.00
275,500.00
(4,500.00)
-
125,000.00
125,000.00
12,500.00
-
pZ500.00)
5,000.00
3,500.00
(1,500.00)
10,000.00
3,500.00
(6,500.00)
27,500.00
132,000.00
104,500.00
90,000.00
66,000.00
(24,000.00)
53,820.00
69,540.00
15,720.00
194,000.00
72,000.00
(122,000.00)
10,000.00
225,000.00
215,000.00
25,000.00
-
(25,000.00)
75,000.00
21,190.00
(53,810.00)
28,000.00
-
(28,000.00)
30,000.00
43,495.00
13,495.00
505,820.00
497,225.00
(8,595.00)
17,600.00
135,000.00
117,400.00
40,500.00
40,000.00
(500,00)
175,000.00
450,000.00
275,000.00
25,000.00
20,000.00
(5,000.00)
10,000.00
25,000.00
15,000.00
268,100.00
670,000.00
401,900.00
1,255,420.00
1,773,725.00
518,305.00
VISIT
L.1, Visit Newport Beach Inc. Leisure Marketing (TOT)
FY23 to FY24 Budget Comparison
BEACH H
CALIFORNIA
FY2023
FY2024
Budget
Proposed Budget
July 1, 2022 to
July 1, 2023 to
June 30, 2023
June 30, 2024
Variance ($)
International Marketing Initiatives
67401 - International Brand Activations
250,000.00
340,000.00
90,000.00
67402 - International FAM Tours
30,000.00
20,000.00
(10,000.00)
67403 - International Promotions
100,000.00
-
(100,000.00)
67404 - International Trade Shows
-
100,000.00
100,000.00
67405 - International Airfare
30,000.00
66,000.00
36,000.00
67406 - International Accommodations
19,200.00
20,500.00
1,300.00
67407 - International Meals
5,000.00
1,000.00
(4,000.00)
67408 - International Transportation Costs
5,600.00
2,500.00
(3,100.00)
67409 - International Other Travel Costs
4,000.00
3,000.00
(1,000.00)
67410 - International Business Meals/Entertainment
4,000.00
4,000.00
67411 - International Promotional Items
6,000.00
3,000.00
(3,000.00)
67412 - International Brand Events
225,000.00
375,000.00
150,000.00
67413 - International Sales Missions
35,000.00
-
(35,000.00)
Total International Marketing Initiatives
713,800.00
935,000.00
221,200.00
NB&Company Fees
68001 - NB&Co Fees
2,784,905.36
2,830,528.56
45,623.20
Total NB&Company Fees
2,784,905.36
2,830,528.56
45,623.20
Total Expenses
7,407,420.36
8,614,123.56
1,209,203.20
Utilization of Carryover Cash (not reserve funds)
1,611,170.36 *
1,777,976.56
169,306.20
Net Income
* Carryover funds not utilized in FY23 due to greater than anticipated revenue 9-45
VISIT NEWPORT BEACH, INC.
TOURISM -OCCUPANCY TAX (TOT) GOALS
FY .-
.. .- ..
TOPLINE GOALS & KEY PERFORMANCE INDICATORS FOR LEISURE TRAVEL TO NEWPORT BEACH
TOURISM -OCCUPANCY TAX (TOT) REVENUE
TO THE CITY OF NEWPORT BEACH
$33,889,024
$32,602,699*
$35,245,122
MARKETING CAMPAIGN ROOM NIGHTS
140,000
250,800*-
150,000
MARKETING CAMPAIGN ECONOMIC IMPACT
$40,000,000
$63,500,000**
$46,000,000
DIGITAL MARKETING, CONTENT MARKETING & SOCIAL MEDIA(OWNED & PAID MEDIA CHANNELS)
VNB WEB VISITS
1,480,000
1,288,175
1,628,000
REFERRALS TO PARTNER VISITS
9,500
82,563
10,925
SOCIAL MEDIA FOLLOWERS
250,000
274,235
270,000
CONSUMER DATABASE/NEWSLETTERS SENT
-
26,817/24
35,000/24
PARTNER DATABASE/NEWSLETTERS SENT
-
503/71
600/60
ADVERTISING (PAID MEDIA CHANNELS)
TOTAL AD IMPRESSIONS
145,000,000
210,508,920
175,000,000
ONLINE AD CLICKS TO SITE
125,000
1,293,443
430,000
MEDIA RELATIONS
MEDIA PLACEMENTS (DOMESTIC + INTERNATIONAL)
1,100
1,192
1,200
KEY CONSUMER MEDIA PLACEMENTS
300
656
325
KEY TRADE MEDIA PLACEMENTS (13213)
85 434
100
*REVENUES AS OF 5-31-23.
**METRICS THROUGH 4-30-23. CAMPAIGNS STILL UNDERWAY WITH FULL RESULTS TO BE DELIVERED ON 7-31-23.
FY 2023-2024 BUSINESS PLAN
NEWPORT BEACH & COMPANY
BUSINESS -UNIT GOALS
CELEBRATE NEWPORT BEACH: BRAND -DEFINING EVENT MARKETING UK HONOURS/VARIETY 10 ACTORS TO WATCH
IMPRESSIONS
5,500,000
404,442,422
5,500,000
NBFF/VARIETY10TO WATCH IMPRESSIONS
6,000,000
1,640,146,366
6,000,000
CHRISTMAS BOAT PARADE AD IMPRESSIONS
5,400,000
6,620,899
5,400,000
HOAG CLASSIC AD IMPRESSIONS
6,000,000
8,179,484
6,000,000
VIDEO NEWPORT BEACH: NEWPORT BEACH TV + DESTINATION LIFESTYLE VIDEO PROGRAMMING
NEW EPISODES CREATED
80 118
85 TV PRODUCTION HOURS
1,800
1,800
1,800
VISITN EWPORTBEACH.COM
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