Attachment A - FY 2025 Newport Beach & Co. Destination Business Plan — Newport Beach City Council, July 23, 2024

NEWPORT BEACH
– & –

COMPANY

DESTINATION

BUSINESS
PLAN
FISCAL YEARS 2025 & 2026

ATTACHMENT A
22-3
TABLE of CONTENTS
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 $1,139 IN TAXES PER YEAR.

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

IT WOULD COST EVERY NEWPORT BEACH HOUSEHOLD AN ADDITIONAL $ 43,922 IN ADDITIONAL LOCAL SPENDING PER YEAR.
22-4

INTRODUCTION
04 LETTER FROM CHAIR AND CEO
05 NEWPORT BEACH & COMPANY OVERVIEW

GOVERNANCE
127 EXECUTIVE COMMITTEE & BOARD OF DIRECTORS
129 NEWPORT BEACH & COMPANY TEAM
133 AWARDS & ACCOLADES
135 FAQ’S

STRATEGIC FRAMEWORK
30 LEISURE TRAVELER BUSINESS PLAN
50 MEETING PLANNER BUSINESS PLAN
62 LOCAL COMMUNITY BUSINESS PLAN
70 CORPORATE BUSINESS PLAN
81 FY 2024 BUDGETS
83 FY 2024 GOALS

BUSINESS-UNIT PLAN
87 VISIT NEWPORT BEACH INC. - LEISURE MARKETING
89 VISIT NEWPORT BEACH INC. - GROUP SALES
91 DINE NEWPORT BEACH
93 ENTERPRISE NEWPORT BEACH
95 CELEBRATE NEWPORT BEACH
97 VIDEO NEWPORT BEACH
99 YEAR IN REVIEW FY 2023 - 2024

BUSINESS INTELLIGENCE
14 NEWPORT BEACH COMPETITIVE SET
19 U.S. TRAVEL FORECAST
01 22-5

INTRODUCTION
22-6
03 INTRODUCTION
04 LETTER FROM CHAIR AND CEO
05 NEWPORT BEACH & COMPANY OVERVIEW
22-7
As Newport Beach & Company stands on the brink of a fresh biennial business cycle, it’s a moment to reﬂect on the achievements of the past momentous year and anticipate the promising trajectory ahead. The preceding years have been nothing short of exceptional for Newport Beach, marked by a surge in tourism and business growth that has propelled us beyond pre-pandemic levels.

Throughout FY 2023, our unwavering dedication to driving tourism, fostering group business, and crafting innovative marketing strategies resulted in record-breaking tourism-occupancy tax (TOT) collections. We’ve not only surpassed pre-pandemic average daily rates (ADR) from 2019 but have also outpaced our competitors, reinforcing Newport Beach’s position as a premier global luxury leisure and meeting destination.

Newport Beach has seen a steady increase in consumer demand for its aspirational lifestyle, leading to the highest annual revenue per available room (RevPAR) growth rate among its competitive counterparts in 2023. Notably, Newport Beach’s ADR and RevPAR have outpaced most of its competitive set since 2019. Although the city’s hotel occupancy has not yet recovered to 2019 levels, it grew by nearly 10% in 2023, showcasing resilience and adaptability in the face of challenges.

As we look forward, we extend our gratitude for your ongoing support of Newport Beach & Company and your integral role in creating memorable experiences for our visitors. We hope the insights gained from our journey will inspire your own plans and endeavors.

Excitingly, Newport Beach is experiencing a luxury renaissance, spearheaded by local visionaries and investors. The recent debut of Pendry Newport Beach heralds a new era of casual glamour and sophistication, while the upcoming opening of RH Newport Beach, The Gallery at Fashion Island promises a breathtaking rooftop dining experience with ocean views. Further developments in late 2024 and beyond are poised to elevate our destination’s appeal even further.

This renewed vibrancy and conﬁdence in Newport Beach are reﬂected in our hospitality partners’ commitment to setting new standards in coastal luxury. Newport Beach & Company is reimagining business strategies to ensure continued excellence and our marketing team has really pushed the envelope to position Newport Beach as a global luxury lifestyle brand. Through the creation of ﬁve luxury leisure campaigns, all produced and executed in-house, those efforts have generated more than 250,000 room nights and more than $65 million in economic impact to the destination over the past ﬁscal year.

Looking ahead to ﬁscal years 2024 and 2025, Newport Beach & Company is excited to showcase our luxury renaissance, fueled by the dedication of our staff, partners, and community. Together, we will elevate our destination brand to unprecedented heights, promising an exhilarating journey ahead.

Here’s to a spectacular summer ﬁnale and the exciting adventures awaiting us! Gary C. Sherwin, APR, CDME
President & CEO

Newport Beach & Company

Debbie Snavely

Chairperson
Newport Beach & Company

LETTER from CHAIR & CEO
22-8

BOARD OF

DIRECTORS

NEWPORT
BEACH

FOUNDATION

COMMUNITY

LEADERSHIP

DEVELOPMENT

PRESIDENT/
CEO

FINANCIAL/

ADMINISTRATIVE
TEAM
VISIT

NEWPORT
BEACH,
INC.

DINE

NEWPORT
BEACH

CELEBRATE

NEWPORT
BEACH

ENTERPRISE

NEWPORT
BEACH
BRAND

MARKETING
TEAM
VIDEO

NEWPORT
BEACH
GROUP
SALES
(MAP)

LEISURE

MARKETING
(TOT)

NEWPORT
BEACH
TV

LIFESTYLE
VIDEO

PRODUCTION
05 COMPETITIVE LANDSCAPE,

RIPE WITH UNEXPLORED
OPPORTUNITIES.

OUR VESSEL ANCHORS IN
NEWPORT Beach’s
22-9

BUSINESS INTELLIGENCE
22-10
07 BUSINESS INTELLIGENCE
10 NEWPORT BEACH HOTEL OUTLOOK
14 NEWPORT BEACH COMPETITIVE SET
16 CALIFORNIA TRAVEL OUTLOOK
19 U.S. TRAVEL FORECAST
20 DOMESTIC TRAVEL FORECAST
22 INTERNATIONAL TRAVEL SUMMARY
24 INTERNATIONAL TRAVEL SPENDING FORECAST
22-11

LEISURE
Traveler

RESEARCH
Newport Beach & Company fosters 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.

NB&Co subscribes to an array of business intelligence
platforms to continuously analyze, track and evaluate
the effectiveness and ROI for all marketing initiatives, tracking incremental visitor trips, overnight stays,
spend generated by marketing campaigns, and overall
economic impact. NB&Co 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.

The research and forecasts found on the following
pages include in-state, domestic and international.

Leveraging qualitative and quantitative data as well
best practices, and resources, NB&Co 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.
22-12
09 4.1M
$1.5B
$1.2B
$139M11K

TOTAL VISITATION
SOURCE: TOURISM ECONOMICS: ’THE NEWPORT BEACH VISITOR ECONOMY 2022’

TOTAL ECONOMIC

IMPACT OF TOURISM

VISITOR SPENDING

STATE & LOCAL

TAXES GENERATED

TOTAL JOBS

GENERATED

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.

THE NEWPORT BEACH VISITOR
ECONOMY - 2022
$1,139
$43,922
22-13
HOTEL
Outlook

NEWPORT BEACH
HISTORICAL HOTEL METRICS (2018 - 2023)
HISTORICAL HOTEL METRICS (2020 - 2023)
PERCENT RELATIVE TO 2019 (2019 - 100 PERCENT)

SUPPLY DEMAND OCCUPANCY REVENUE ADR REVPAR
2020 77% 44% 57% 47% 106% 61%
2021 91% 62% 68% 76% 124% 84%
2022 90% 74% 82% 101% 136% 111%
2023 90% 81% 89% 107% 132% 118%

SUPPLY DEMAND OCCUPANCY REVENUE ADR REVPAR
2018 1,218,919 869,470 71% $228,686,071 $263 $188
2019 1,242,460 939,85 76% $242,183,208 $258 $195
2020 956,612 413,782 43% $113,412,467 $274 $119
2021 1,125,036 939.895 51% $185,076,354 $320 $165
2022 1,122,696 693,334 62% $243,515,263 $351 $217
2023 1,124,300 760,551 68% $258,450,648 $340 $230
SOURCE: SMITH TRAVEL RESEARCH
SOURCE: SMITH TRAVEL RESEARCH
22-14
$228,686,071
$242,183,208
$113,412,467
$185,076,354
$243,515,263
$258,450,648
-60%
-40%
-20%
0%
20%
40%
60%
80%
$0
$50K
$100K
$150K
$200K
$250K
$300K
2018 2019 2020 2021 2022 2023
ANNUAL TOTAL HOTEL REVENUE ($)

REVENUE ANNUAL GROWTH RATE
71%
76%
43%
51%
62%
68%
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2018 2019 2020 2021 2022 2023
ANNUAL HOTEL OCCUPANCY (%)

OCCUPANCY ANNUAL GROWTH RATE
$263
$258
$274
$320
$351
$340
$0
$50
$100
$150
$200
$250
$300
$350
$400
2018 2019 2020 2021 2022 2023
ANNUAL HOTEL AVERAGE DAILY RATE ($)

AVERAGE DAILY RATE
SOURCE: SMITH TRAVEL RESEARCH
SOURCE: SMITH TRAVEL RESEARCH
SOURCE: SMITH TRAVEL RESEARCH
22-15
TRA
VELER
Feeder Markets

LEISURE

SAN FRANCISCO

SACRAMENTO

LOS ANGELES

SAN DIEGO

PHOENIX/SCOTTSDALE

LAS VEGAS

SALT LAKE CITY
22-16

DALLAS/FORT WORTH
13 DENVER
CANADA

UNITED KINGDOM

MIDDLE EAST
22-17
HOTEL
Competitve Set

NEWPORT BEACH

OCCUPANCY ADR ROOMS
DANA POINT 63% $408 1,697
BEVERLY HILLS 61% $724 2,362
HUNTINGTON BEACH 69% $269 2,368
LA JOLLA 71% $300 2,718
NEWPORT BEACH 68% $340 3,285
SANTA BARBARA 68% $271 3,618
IRVINEACH 70% $188 4,996
PALM SPRINGS 63% $210 5,971
ANAHEIM 75% $239 22,017
SAN DIEGO 75% $209 38,687

COMPETITIVE ROOMS AVAILABLE
SOURCE: SMITH TRAVEL RESEARCH
22-18
$210
$269
$271
$300
$340
$379
$724
$0
$100
$200
$300
$400
$500
$600
$700
PALM

SPRINGS

HUNTINGTON
BEACH
SANTA

BARBARA

LA JOLLA NEWPORT
BEACH
SANTA
MONICA

BEVERLY
HILLS
2023 COMPETITIVE HOTEL AVERAGE DAILY RATE ($)
61%
63%
68%
68%
69%
71%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

BEVERLY
HILLS
PALM

SPRINGS

NEWPORT
BEACH
SANTA

BARBARA

HUNTINGTON
BEACH

LA JOLLA SANTA
MONICA
2023 COMPETITIVE HOTEL OCCUPANCY (%)
SOURCE: SMITH TRAVEL RESEARCH
SOURCE: SMITH TRAVEL RESEARCH
22-19

TRA VEL
Outlook

CALIFORNIA
Total tourism spending in California advanced 6% in 2023, totaling $149 billion.

Growth is expected to average 7% in 2024, adding an additional $11 billion in direct tourism spending to California’s economy.

According to the Visit California February 2024 forecast, domestic visitor spending in California is expected to reach $130 billion in 2024, with $100 billion in leisure spending and $30 billion in business spending. Leisure spending is forecast to grow by 3%, and business spending by 10% relative to 2023.

By the end of the forecast horizon in 2028, direct tourism spending is expected to reach $191 billion, which would surpass 2019 levels by 32%.

Visits to California increased 4% in 2023 nearing 270 million visitors. We expect California to grow 4% and welcome an additional 10 million visitors in 2024.

In 2024, domestic visitation is expected to reach 98% of pre-pandemic levels, while international visitation should recover fully.

Visitor volume is expected to recover to 100% of 2019 visitation levels in 2025 and 10% above 2019 visitation levels by the end of 2028.

CALIFORNIA TOURISM SUMMARY (ANNUAL PERCENT CHANGE)
2018 2019 2020 2021 2022 2023F 2024F 2025F 2026F 2027F 2028F TOTAL VISITS 3.0% 1.0% -51.0% 52.0% 21.0% 4.0% 4.0% 3.0% 3.0% 3.0% 3.0%

DOMESTIC
TOTAL VISITS 3.4% 2.0% -49.0% 52.0% 19.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% LEISURE VISITS 2.0% 2.0% -45.0% 52.0% 14.0% 2.0% 2.0% 2.0% 2.0% 3.0% 3.0%

INTERNATIONAL
TOTAL VISITS 4.0% -4.0% -79.0% 37.0% 129.0% 29.0% 15.0% 8.0% 6.0% 3.0% 2.0% TOTAL EXPENDITURES ($B) 140.6 144.9 68.5 102.0 140.2 149.0 159.8 168.8 177.0 183.8 190.7 % CHANGE 5.6% 3.1% -52.7% 48.9% 37.4% 6.3% 7.2% 5.6% 4.9% 3.9% 3.7% DOMESTIC ($B) 112.0 116.8 63.2 96.8 122.6 124.7 130.5 135.9 141.0 145.9 151.4 % CHANGE 5.5% 4.3% -45.9% 53.2% 26.6% 1.7% 4.6% 4.2% 3.8% 3.5% 3.7% INTERNATIONAL ($B) 28.6 28.1 5.3 5.2 17.6 24.3 29.4 32.9 35.9 37.9 39.3 % CHANGE 6.0% -1.5% -81.2% -2.4% 240.0% 38.1% 20.9% 11.9% 9.3% 5.4% 3.7% SOURCE: VISIT CALIFORNIA, TOURISM ECONOMICS
SOURCE: VISIT CALIFORNIA, TOURISM ECONOMICS, DEAN RUNYAN ASSOCIATES, U.S. BUREAU OF ECONOMIC ANALYSIS (BEA) 22-20
$145
$69
$102
$140
$149
$160
$169
$177
$184
$191
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2019 2020 2021 2022 2023F 2024F 2025F 2026F 2027F 2028F TOTAL VISITOR SPENDING IN CALIFORNIA ($ BILLIONS)
-23%
-15%
-12% -14%
-25%
-20%
-15%
-10%
-5%
0%
OVERSEAS EUROPE MIDDLE EAST U.K.

INTERNATIONAL ARRIVALS TO CALIFORNIA - RELATIVE TO 2019 (JANUARY 2023 - SEPTEMBER 2023)
SOURCE: VISIT CALIFORNIA, TOURISM ECONOMICS, DEAN RUNYAN ASSOCIATES SOURCE: CIC RESEARCH, INC., NTTO SURVEY OF INTERNATIONAL AIR TRAVELERS (SIAT), DHS/CBP I-94 COR RECORD 22-21

TRA VEL
Trends
U.S.

The U.S. Travel Association provides key highlights and monthly insights via The U.S Travel Insights Dashboard, which includes analysis conducted by Tourism Economics of current travel trends and economic outlook for the year.

As reported in January 2024, the outlook for the U.S. economy remains optimistic due to the strength of the labor market, looser ﬁnancial conditions, and healthy household and non-ﬁnancial corporate balance sheets. This has ﬁltered through to slightly higher consumer sentiment.

Travel appetite started the year on a softer note, but overall growth continued. Air passenger growth remained positive, up 6% versus the prior year but lower than the double-digit growth seen through 2023. Foreign visits remained strong, up 24% YoY.

Sentiment is growing for upcoming leisure travel in 2024. The share of travelers reporting having travel plans within the next six months increased to 93% in January from 92% in December, according to Longwoods International’s monthly survey.

Hotel room demand continued a trend of slight contraction falling 1% versus the prior year, while short-term rental demand grew 1%, a lower rate than 2023. A particular bright spot was that group room demand within the top 25 markets displayed solid growth of 9% relative to the prior year.

Travel price inﬂation (TPI) fell slightly in January as a result of falling transportation prices.

Sticky services inﬂation should see relief from decelerating wage growth. However, upside risks stem from rising healthcare costs, supply chain disruptions and slowing labor supply
SOURCE: U.S. TRAVEL ASSOCIATION, TOURISM ECONOMICS
22-22

TRA VEL
Forecast
U.S.

The U.S. Travel Association, in collaboration with Tourism Economics, provides a seasonal U.S. Travel Forecast.

Tourism Economics has upgraded their baseline forecast for the US. The most signiﬁcant changes to the January 2024 forecast include an upward revision to their projection for real GDP growth this year, a lower peak in the unemployment rate, and an earlier rate cut by the Fed. Tourism Economics now forecasts real GDP to grow by 2% in 2024.

Job openings remain high across almost every industry compared to 2019, indicating sustained demand for workers. However, hiring has slowed in sectors like healthcare, leisure/hospitality, and government. This could be because these industries were already quite efﬁcient, leading to higher wages and making hiring easier.

Business travel is still expected to grow in 2024, albeit at a slower rate. Volume in the sector is expected to end the year at 95% of 2019 levels—up from 89% recovered in 2023. Slowing economic growth will hinder domestic business travel’s recovery, with a full comeback in volume not expected until 2026. Domestic business travel spending is not expected to recover to pre-pandemic levels within the range of the forecast.

Domestic leisure growth decelerated through three quarters of 2023, as consumer spending slowed amid higher borrowing costs, tighter credit conditions, and the restart of student loan repayments. The sector achieved a full recovery to pre-pandemic levels in 2022.

International travel to the U.S. is growing quickly but is still far from a full pre-pandemic recovery. An expected global macroeconomic slowdown, a strong dollar, and lengthy visa wait times could inhibit future growth, with volume reaching 98% of 2019 levels in 2024 (up from 84% recovered in 2023) and achieving a full recovery in 2025. Spending levels, when adjusted for inﬂation, are not expected to recover until 2026. Other countries with whom the U.S. directly competes have recovered their pre-pandemic visitation rates more quickly, and some countries—such as France and Spain—have even increased their share of the global travel market. Meanwhile, U.S. global market share is declining.

SOURCE: U.S. TRAVEL ASSOCIATION, TOURISM ECONOMICS 19
22-23

TRA VEL
Forecast

DOMESTIC
DOMESTIC LEISURE VS. BUSINESS TRAVEL VOLUME
(2020 - 2027F)
U.S. DOMESTIC PERSON TRIPS BY PURPOSE
(2019 - 2027F)
2019 2020 2021 2022F 2023F 2024F 2025F 2026F 2027F
TOTAL 2,320 1,580 2,020 2,250 2,310 2,440 2,500 2,500 2,560 % change 1.8% -31.8% 27.8% 11.4% 2.7% 2.6% 3.0% 2.5% 2.4% By purpose
Business 464 181 250 371 413 442 460 474 485
% change 1.1% -61.0% 38.1% 48.4% 11.4% 6.9% 4.0% 3.0% 2.3% Leisure 1,850 1,400 1,770 1,880 1,900 1,930 1,980 2,020 2,070 % change 1.9% -24.3% 26.4% 6.2% 1.1% 1.6% 2.6% 2.0% 2.5% SOURCE: U.S. DEPT OF COMMERCE-TRAVEL & TOURISM, TOURISM ECONOMICS, U.S. TRAVEL ASSOCIATION SOURCE: U.S. DEPT OF COMMERCE-TRAVEL & TOURISM, TOURISM ECONOMICS, U.S. TRAVEL ASSOCIATION 39%
54%
80%
89%
95%
99%
102%
104%
76%
96%
101%
102%
104%
107%
109%
112%
2020
2021
2022
2023F
2024F
2025F
2026F
2027F

LEISURE BUSINESS
22-24
SOURCE: U.S. DEPT OF COMMERCE-TRAVEL & TOURISM, TOURISM ECONOMICS, U.S. TRAVEL ASSOCIATION SOURCE: U.S. DEPT OF COMMERCE-TRAVEL & TOURISM, TOURISM ECONOMICS, U.S. TRAVEL ASSOCIATION SOURCE: U.S. DEPT OF COMMERCE-TRAVEL & TOURISM, TOURISM ECONOMICS, U.S. TRAVEL ASSOCIATION DOMESTIC AUTO vs. AIR TRAVEL VOLUME (2020 - 2027F)
71%
89%
98% 100%
102% 105% 108%
110%
42%
70%
92%
100%
104% 107% 108%
110%
0%
20%
40%
60%
80%
100%
120%
2020 2021 2022 2023F 2024F 2025F 2026F 2027F

AUTO AIR
DOMESTIC BUSINESS TRAVEL SPENDING FORECAST (2020 - 2027F) $92.9
$115.4
$200.7
$222.6
$236.8
$247.4
$251.2
$252.8 34%
43%
74%
83%
88% 92% 93% 94%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
$0
$50
$100
$150
$200
$250
$300
2020 2021 2022 2023F 2024F 2025F 2026F 2027F
SPENDING ($B) % RELATIVE TO 2019
DOMESTIC LEISURE TRAVEL SPENDING FORECAST (2020 - 2027F) $588.8
$752.9
$717.6
$720.4
$738.7
$752.2
$759.5
$767.8
81%
104%
99% 100% 102% 104% 105% 106%
0%
20%
40%
60%
80%
100%
120%
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
2020 2021 2022 2023F 2024F 2025F 2026F 2027F
SPENDING ($B) % RELATIVE TO 2019
22-25

TRA VEL
Summary

INTERNATIONAL
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 2023,
international visitors accounted for $31B of California’s $149B in tourism spending.

Newport Beach has three primary international markets:

Of these markets, Newport Beach & Company directly
invests in marketing, media relations and travel trade with representation in the United Kingdom and Canada. For the Middle East, Newport Beach & Company is actively exploring opportunities to re-enter this market post-COVID.

Newport Beach & Company has not carried out a Visitor
Proﬁle Study since 2019 due to the pandemic. However, there are plans to conduct a new study in the upcoming ﬁscal year to gather updated information, focusing speciﬁcally on the international market. This study will aim to provide detailed data on the volume and spend of international visitors to Newport Beach.

As the destination prepares to welcome an increased
number of international visitors, Newport Beach & Company will also continue to keep a pulse on Visa waivers and TSA experiences, global competitors, other opportunity markets and rapidly changing consumer sentiment around travel.

Canada
United Kingdom
Middle East
22-26
42%
12%
58%
16%
10%
71%
70%
75%
80%
73%

MIDDLE EAST
EUROPE

AMERICAS

CANADA (AIR)

UNITED KINGDOM
INTERNATIONAL ARRIVALS TO THE U.S. BY WORLD REGION AND COUNTRY (2021 - 2022)
INTERNATIONAL ARRIVALS TO THE U.S
(JUN 2023 - NOV 2023)
2021 2022
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
JUN-23 JUL-23 AUG-23 SEP-23 OCT-23 NOV-23

OVERSEAS CANADA (AIR) EUROPE MIDDLE EAST UNITED KINGDOM SOURCE: NATIONAL TRAVEL & TOURISM OFFICE (NTTO)
SOURCE: NATIONAL TRAVEL & TOURISM OFFICE (NTTO)
22-27

TRA VEL
Spending Forecast

INTERNATIONAL
24 22-28
23 18
75 104
113
120 126 130 132
22 15
81 112
123
133
143
150 155
2020 2021 2022 2023 2024F 2025F 2026F 2027F 2028F

VISITATION SPENDING
16 11
78 86
95 104 109 114 118
16 11
86 95
107
119
127
135
142
2020 2021 2022 2023 2024F 2025F 2026F 2027F 2028F

VISITATION SPENDING
10 46
74 65 71
84 90
98 104
10 47
82 73
80 96
104
114
123
2020 2021 2022 2023 2024F 2025F 2026F 2027F 2028F

VISITATION SPENDING
CANADA
UNITED

KINGDOM
MIDDLE
EAST

CANADA VISITATION & SPENDING FORECAST
(INDEXED TO 2019 LEVELS)

UNITED KINGDOM VISITATION & SPENDING FORECAST
(INDEXED TO 2019 LEVELS)

MIDDLE EAST VISITATION & SPENDING FORECAST
(INDEXED TO 2019 LEVELS)
SOURCE: TOURISM ECONOMICS, VISIT CALIFORNIA
SOURCE: TOURISM ECONOMICS, VISIT CALIFORNIA
SOURCE: TOURISM ECONOMICS, VISIT CALIFORNIA
22-29

STRATEGIC FRAMEWORK
22-30
27 STRATEGIC FRAMEWORK
30 LEISURE TRAVELER BUSINESS PLAN
50 MEETING PLANNER BUSINESS PLAN
62 LOCAL COMMUNITY BUSINESS PLAN
70 CORPORATE BUSINESS PLAN
81 FY 2024 BUDGETS
83 FY 2024 GOALS
22-31
28 22-32
STRAT
EGIC
Framework

BUSINESS PLAN
22-33
LEISURE Traveler LEISURE TravelerLEISURE Traveler LEISURE Traveler LEISURE Traveler LEISURE Traveler
30 22-34
LEISURE Traveler LEISURE Traveler
LEISURE Traveler LEISURE Traveler
LEISURE Traveler LEISURE Traveler
30 LEIS
URE
Traveler

BUSINESS PLAN
22-35

SSSOWSSOO
• Natural resources
o Newport Harbor/Beaches
o Crystal Cove State Marine
Conservation Area
o Back Bay – local estuary
• Year-round outdoor weather
o Biking/Hiking
o Boating/Kayaking
o Parasailing/Surﬁng
• New & revitalized product offerings
o VEA Newport Beach, A Marriott
Resort & Spa
o Pendry Newport Beach
o Ritz-Carlton Residences
o 80,000 sq. ft. Restoration Hardware
o High-end retail openings at
Fashion Island
o Crystal Cove cottage completion
o Visitor offerings
o Award-winning hotels and resorts
o 400+ Restaurants
o High-end, unique retail and
boutiques, including Fashion Island
and Lido Marina Village/Corona del Mar
o Home to one of the largest
recreational harbors on the
West Coast
o World-renowned signature events
o Engaging activities for all ages
o Close proximity to world-class
attractions
• Award-winning marketing campaigns
• Government & community development
o Safe destination outside of the
major cities
o Well-maintained infrastructure
o Diverse neighborhoods
o Clean, efﬁcient airport (SNA)
o Revitalization of SNA private
aviation terminal
o Close proximity to LAX, LGB
and ONT
• Engaged and supportive local hospitality
community
• Traveler patterns
o Short length of stay
o Lower winter occupancy
o Higher average daily rates
(ADR) that competitive set
• No beachfront hotels
• Air access from major markets
• Limited parking during peak season
• Limited public transportation
options
• Perception of being located in
Los Angeles, not Orange County
• Limited meeting space
LEISURE Traveler SWOT

STRENGTHS
S

WEAKNESSES
W
22-36
TOTTOO
• Internal team privy to technology
and AI advancements
• Re-entry in international markets
• Legislation to cut Visa wait times
• Niche audiences
• Business/Frequent Individual
Traveler (FIT)
• Consumer sentiment towards travel
• Inﬂux in Americans planning trips
• Luxury leisure partnerships
• State and national tourism
marketing efforts
• Visiting friends and relatives
(VFR) travel
• Visitor transportation (trolley)
• Modernizing air travel infrastructure
• Investment in data and research
to drive marketing strategies
• Expanding international market share
• Reimagined Balboa Fun Zone
• Weather and environmental hazards
• Increased coastal competition
• Economic uncertainty & inﬂation
• Elections/political climate & uncertainty
• Visa approvals & immigration issues
• Increased tourism marketing spending by
other destinations

OPPORTUNITIES
O

THREATS
T
33 22-37
LEIS
URE
Traveler

BUSINESS OBJECTIVES
Tourism remains a cornerstone of the Newport
Beach economy, fueling employment growth, income
generation, and infrastructure enhancement. The inﬂux
in quality visitors translates into substantial spending across various sectors, including hotels, restaurants,
attractions, retail, and local businesses, making tourism a vital driver of economic development.

As Newport Beach & Company tackles new
opportunities in leisure marketing, we are focused on
boosting visitor spending by highlighting the luxury
renaissance in our hotel, resort, and retail product,
while promoting and marketing our visitor-serving
partner businesses, local investors, and residents who
contribute to revitalizing our destination appeal and
enhancing our performance as destination marketers
in the coming years.

Our approach involves leveraging the full spectrum
of marketing initiatives to achieve these objectives.

Through integrated efforts across marketing,
communications, advertising, digital platforms and
media relations, we aim to nurture relationships that
keep Newport Beach aligned with emerging travel
trends. Our goal is to drive incremental visitation and spending to Newport Beach, ensuring our city remains
a top choice for travelers.

The cross-functional team at Newport Beach &
Company has developed an integrated business plan
speciﬁcally tailored for the leisure traveler customer
segment. This plan sets quantiﬁable objectives,
implements strategies designed to achieve those
objectives through innovative marketing, and outlines
tactics that support overarching strategies. By
harnessing the collective resources and expertise of
our marketing team, we are poised to deliver impactful
results and solidify Newport Beach’s position as a
premier travel destination.
22-38
Develop and execute targeted marketing campaigns to drive incremental leisure travel and spending in Newport Beach, within a competitive marketplace. Implement seasonal, full-funnel, and multi-channel strategies aimed at qualiﬁed leisure travelers. Collaborate with local businesses, hotels, short-term rentals, retail establishments, and restaurants to maximize economic impact.

Create a compelling and authentic brand experience for visitors to Newport Beach, focusing on personalization, value and engagement. Develop meaningful connections with visitors to foster loyalty and turn them into ambassadors. Implement targeted campaigns and initiatives to deepen the relationship with visitors, with the goal of increasing repeat visits and enhancing travel year-over-year.

Expand VNB’s international presence in the UK and Canada to attract high-net-worth international travelers to Newport Beach and measure success through key performance indicators such as visitor numbers, length of stay, and economic impact.

Middle East, a premier luxury market, is planned for expansion in the years ahead.

Leverage emerging technology and invest in data and intelligence.

Objective ONE
Objective TWO
Objective THREE
Objective FOUR
35 22-39
STRATEGY 1:

Develop bold,
creative, memorable
and break-through
marketing campaigns
that generate visitation
to Newport Beach.

TACTICS

STRATEGY 2:

Implement a
full-funnel marketing
plan with every
campaign to create
a comprehensive
approach that will
cover the entire
customer journey
from awareness to
conversion and return
travel to drive
business goals.

• Create strategies that reach potential travelers at every stage of the journey with compelling creative and tailored messaging.

Here is our full-funnel approach:
• 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 fully customized landing pages for consumers to book vacations.
• After addressing each stage, VNB’s business intelligence segment will track and measure results to ensure optimization and success, while also collecting campaign learnings to continue to reﬁne accordingly.

• The Visit Newport Beach marketing team will push the
envelope and continue to position itself as a global
luxury lifestyle brand, separating itself from traditional DMO marketing.
• Through bold and creative approaches, 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 VNB’s target audience, marketing campaigns will speak to the desires and emotions of the consumer to spark awareness and generate conversion.
• Through intelligence platforms, data and analytics, the team will tailor messaging and targeting to resonate with target audiences.

• The marketing team will explore partnerships with luxury 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.

Develop and execute targeted marketing campaigns to drive incremental leisure travel and spending in Newport Beach, within a competitive marketplace. Implement seasonal, full-funnel, and multi-channel strategies aimed at qualified leisure travelers. Collaborate with local businesses, hotels, short-term rentals, retail establishments, and restaurants to maximize economic impact. Achieve a minimum of $50 million in economic impact to Newport Beach by increasing visitor spending and supporting local businesses.

Objective ONE
LEISURE Traveler BUSINESS OBJECTIVES
22-40

TACTICS
STRATEGY 3:

With Los Ang
eles as
Newport Beach’s
#1 market, VNB
will work to convert
day-trippers to
overnight guests
with an emphasis on
midweek and
off-season visitation.

TACTICS
• Hire a VP of Luxury Marketing who will focus on building relationships with luxur
y buyers and tour operators, travel agents, and high-end meeting planners. • Contract with Black Diamond to act as VNB’s Travel Trade Representative in the UK in order to position Newport Beach as the premier luxury destination in Southern California. The agency will conduct sales calls and agent trainings; attend trade and consumer shows; facilitate trade Familiarization Tours; and to secure Newport Beach hotel and attraction product in agent’s programs. • Adjust creative to include slightly older, higher demographic personalities to attract uber luxury clientele.
• Work with new luxury hotels, restaurants and retail partners to align messaging and co-op on advertising buys to tell the Newport Beach story.

STRATEGY 4:

With the luxury
renaissance
happening in
Newport Beach,
focus on capturing
high-net-worth
clientele.
• With every marketing campaign, VNB will continue to develop landing pages that f
eature 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 con tent and campaigns to maximize visibility and generate conversions. • Continue to invest in the quality and quantity of signature marquee events to bring tourism to Newpor
t Beach throughout the year and in need periods.
• Continue to leverage intelligence platforms to monitor and track overnight stay
s while making adjustments to strategies and tactics as needed. 37 22-41
W e are more than a
destination marketing
organization; we are
positioning Newport Beach
as a global luxury lifestyle
brand with bold and
breakthrough campaigns
that generate millions of
dollars in economic impact.’’

ASHLEY JOHNSON, CDME

SENIOR VICE PRESIDENT & CMO
‘‘
22-42
39 22-43
S
TRATEGY 1:

Promote Newport
Beach through
authentic and creative
marketing tactics and
maximize across all
channels.

TACTICS TACTICS
STRATEGY 2:

Engage with VNB’s
audience on owned
and paid platforms to
create a community
of Newport Beach
ambassadors
while building and
maintaining brand
trust and loyalty
through social media
engagement while also
acting as a resource
to visitors and locals
on destination
offerings.

• Develop a cutting-edge website creating an in tuitive experience for inspiring travel, and as a resource for those in-market. • Deploy aspirational and compelling content, with the goal of every follower ﬁnding something to like, share, and save. • Drive strategy and 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).
• 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.
• Create a two-way conversation on social media platforms to strengthen engagement and connection with Newport Beach.
• Communicate brand values to create a personalized connection via regularly scheduled content and messaging.
• Provide value to the VNB audience with entertaining content and education to keep followers engaged.
• Create innovative marketing campaigns to keep the Newport Beach brand fresh and forward-thinking while increasing reach, frequency and engagement.
• Showcase Newport Beach and its new luxury hotel, resort and retail partners in out-of-the-box ways and integrate and leverage new luxury destination assets in communications and collateral.
• Utilize revised demographic proﬁle and elevated personas in all advertising plans to reach ultra-high net worth travelers. • Pitch and 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 garner interest that will motivate action and generate conversion.

Objective TWO
LEISURE Traveler BUSINESS OBJECTIVES
22-44
• Utiliz
e emerging technologies to create personalization for targeted visitors. • Create a persona to build out VNB’s TikTok account to create a community. • Continue to build out Newport Beach Vacation Club membership, creating unique offerings, exciting partnerships and fun and engaging content.

TACTICS
STRATEGY 3:

Cultivate brand
partnerships, event
activations and
opportunities to
propel Newport Beach
into the cultural
zeitgeist.
• Drive activations and integrations with high-end lif estyle, sports, culinary, 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 TV and ﬁlm opportunities that align with the Newport Beach brand.
• Enhance signature events in Newport Beach through brand building, unique partnerships and sponsorships, and advertising and marketing opportunities. • Forge advertising relationships to create bespoke opportunities for Newport Beach and its partners.

TACTICS
• Hire a VP of Luxury Marketing.
• C
ontract with Black Diamond to act as VNB’s Travel Trade Representative in the UK.
• Identify strategic partnerships with tour operators who can generate bookings in substantial numbers (key target operators: BA Holidays, Virgin Atlantic Holidays, Trailﬁnders and Flight Centre). • Create a targeted luxury strategy with key tour operators (Abercrombie & Kent, Elegant Resorts, Travel Counsellors and Scott Dunn). • Implement targeted advertising partnerships and strategic collaborations. • Engage agents through in-person training and webinars to educate them on Newport Beach’s unique offerings and prime position within Southern California. • Extend the average length of stay in destination from 1 night to 2 or 3 nights, encouraging Newport Beach as their homebase.
• Work closely with UK airline partners with direct airlift into LAX (British Airways, Virgin Atlantic, Delta, United and Aer Lingus). • Work closely with complementary Destination Marketing Organizations to create layered programs and co-ops.
• Host a FAM trip in market to bring the destination to life and help the trade sell effectively.
• Bring Newport Beach to the UK through a high-end experiential activation welcoming highly targeted agents and buyers.
• Plan expansion into the Middle East market.

STRATEGY 1:

Position Newport Beach
as the ultimate luxury
destination in Southern
California by emphasizing
its unique luxury offerings
and experiences. Develop
tailored marketing
campaigns that highlight
Newport Beach’s exclusivity
and appeal to upscale
travelers. Capitalize on
pass-through trafﬁc by
showcasing Newport Beach
as a must-visit destination
for luxury and road trip
travelers exploring the
California coast.

Objective THREE
Expand VNB’s international presence in the UK and Canada to attract high-net-worth international travelers to Newport Beach and measure success through key performance indicators such as visitor numbers, length of stay , and economic impact. Middle East, a premier luxury market, is planned for expansion in the years ahead. 22-45
STRATEGY 2:

In 2023, “London Week”
debuted – a week-long in-
market activation packed
with media events, top-
tier media appointments,
and the UK Honours
awards show, which
earned record-breaking
media coverage that
reached millions of Brits.

In 2025, VNB will reenter
the market through its
existing connections and
partnerships, while also
expanding programs to
reclaim the destination’s
foothold that was lost
last year (due to actors &
writers strike).

TACTICS TACTICS
STRATEGY 3:

Continue to forge
new relationships
with top-tier media,
inﬂuencers and
relevant organizations
to spark long-haul
visitation from the
UK and Canada to
Newport Beach.
• Continue to work with Fox Communications as VNB’s public relations a
gency across the US, UK and Canada, and challenge
them to continue to secure top-tier media coverage.
• Execute international PR plan to engage top-tier travel and lifestyle media.
• Craft relevant and timely pitches to capture travel interest during booking windows.
• Develop and disseminate a monthly media e-newsletter
complete with story starters, current campaign angles, images and video, and upcoming events in order to keep Newport Beach top-of-mind, while encouraging fresh story ideas.
• Host international media Familiarization Tours, bringing top-tier editors to experience Newport Beach ﬁrst-hand.
• In cooperation with Visit California, attend Canadian Media Events and take advantage of other international pitch opportunities ensuring Newport Beach is part of the California story. • 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 with luxury brands.

LEISURE Traveler BUSINESS OBJECTIVES
22-46

TACTICS TACTICS TACTICS
• Deploy AI technologies to improve operations , increase efﬁciencies and drive growth.
• Utilize AI to improve marketing efforts, enhance the visitor experience through personalization, data insights and optimization to better serve visitors.
• Receive continued training on how to use AI in the workplace to achieve business goals.
• Develop a cutting-edge design showcasing VNB as a standalone lifestyle, luxury brand with 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 AI based on customers and their speciﬁc activities and search history.
• Ensure website accessibility to allow usability for a wide range of users. • Partner with Blue Room Research on a data and reporting audit; while continuing to have them access and assess all of VNB’s data and research subscriptions, generating weekly and monthly insight reports to draw conclusions. • Conduct an updated Visitor Proﬁle Study through in-person intercept survey; an online panel survey of Newport Beach visitors; and survey of owned audiences. • Complete a Tourism Economic Impact Analysis to identify the economic impact of tourism to Newport Beach (i.e. visitor volume, visitor days, direct spending, taxes generated, jobs supported).
• To further understand leisure traveler perspectives of the Newport Beach brand, VNB will conduct a Brand Engagement Survey of Target Markets to determine travel afﬁnities and psychographics, travel motivators and Newport Beach brand alignment, and awareness and perceptions of the destination. • VNB will lead in-person focus groups in key target markets (Los Angeles, Phoenix and Dallas), gathering and analyzing the opinions and ideas of leisure travelers to yield deep insights that support quantitative survey ﬁndings.

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 AI will be crucial
in navigating this watershed
moment in history.

STRATEGY 2:

Visit Newport Beach will
launch and debut a brand
new, best-in-class website
to inspire, inform and engage
potential visitors and locals
alike. Leveraging the latest
in technology, the site will
be user-focused, fast,
optimized, and beautiful
with high-quality and
compelling content.

STRATEGY 3:

Invest in and utilize data,
research insights and
analytics to continue to
drive successful marketing
campaigns.

Leverage emerging technology and invest in data and intelligence.

Objective FOUR
22-47
At Visit Newport Beach, we understand that each traveler is as unique as the waves that lap our coastline, and catering to their diverse interests and preferences is paramount to our success.

Our approach to targeting lucrative travelers is multifaceted, focusing on personas by both traveler type and traveler interest. By discerning the distinctive characteristics of each segment, we position our campaigns, content and creative to attract travelers through visuals that resonate.

From sun-seeking families in search of seaside escapes to discerning luxury travelers seeking unparalleled indulgence, we meticulously craft our marketing strategies and markets to captivate the hearts and minds of our target audiences.

DEMO

GRAPHIC
Newport Beach
LEISURE Traveler DEMOGRAPHIC
22-48
TRA
VELER
By Experience

TASTEMAKERS

SUN SEEKERS

FREQUENT
Fliers

TRENDSETTERS

CORPORATE
Jetsetters
VIP
V oyagers
45 GENERATIONAL
Getaways

ROMANTIC
Retreaters

CREWSADERS

GLOW GETTERS

SEAFARERS
22-49
By embracing families, Visit Newport Beach taps into a wealth of potential. Renowned for its pristine beaches, iconic Balboa Fun Zone, and boundless outdoor adventures, Newport Beach emerges as the ultimate haven for multi-generational vacations. More than mere getaways, these trips embody a legacy tourism experience. Against the backdrop of our stunning coastal panorama, traditions, tales, and values intertwine, birthing memories destined to span generations.

Newport Beach is the ultimate destination for friend getaways, offering an array of activities and nightlife options to suit every taste. Whether it’s unwinding at a spa, hitting the beach, or exploring the vibrant nightlife, there’s something for every crew to enjoy. By targeting this segment, we tap into the trend of group travel, positioning Newport Beach as the go-to destination for unforgettable friend getaways, and sparking positive sentiment among friend groups.

Newport Beach isn’t just for business; it’s for blending business with pleasure. With a variety of hotel and unique meeting facilities, easy access, and a stunning coastal backdrop, Newport Beach offers the perfect destination for “bleisure” travelers. By positioning the destination for meetings, conferences, and corporate retreats, we drive tourism revenue and establish Newport Beach as the top choice for business travelers seeking a touch of paradise.

Enveloped in breathtaking sunsets, intimate waterfront dining, and coastal allure, Newport Beach emerges as a romantic haven. Couples seeking respite from the day-to-day and gravitate to our tranquil shores, rendering it a haven for anniversaries, honeymoons, and romantic escapades. Through curated romantic encounters, luxury accommodations, and bespoke couples’ packages, we cater to those yearning for unforgettable moments, enriching the destination’s romantic mystique.

Targeting return travelers is key to sustaining tourism growth in Newport Beach. By capitalizing on their past positive experiences, we leverage nostalgia and familiarity to encourage repeat visits. Return travelers often spend more and stay longer, making them valuable assets to the local economy. Building relationships with return travelers fosters positive word-of-mouth, attracting new visitors, and cementing Newport Beach’s reputation as a premier travel destination.

LEISURE Traveler DEMOGRAPHIC
GENERATIONAL Getaways

CREWSADERS
CORPORATE Jetsetters
ROMANTIC Retreaters
FREQUENT Fliers
T

ARGETING
By Travel Type
22-50
Newport Beach embodies luxury, boasting its stunning landscapes, upscale accommodations, exquisite dining, and exclusive experiences. By positioning the destination as synonymous with luxury, Visit Newport Beach leverages the high spending potential to bring in the right traveler that enhances Newport Beach’s allure and prestige while beneﬁting the region.

Newport Beach’s culinary scene is a vibrant tapestry of ﬂavors, boasting a diverse array of dining options that tantalize the taste buds and showcase the region’s rich culinary heritage. By focusing on culinary travelers, Visit Newport Beach invites food enthusiasts to savor the destination’s eclectic dining offerings, participate in culinary events, and discover the talents of local chefs.

Newport Beach’s tranquil setting and wellness amenities make it a sanctuary for travelers seeking relaxation and rejuvenation. By targeting wellness travelers, Visit Newport Beach taps into a growing market segment prioritizing self-care and mindfulness. Offering a place to retreat, spa packages, and healthy dining options, we provide transformative experiences that nurture the mind, body, and soul.

Buzzy travelers looking to shop will ﬁnd their haven in Newport Beach’s eclectic retail landscape, which offers a plethora of options to peruse. From high-end boutiques to luxury stores, Newport Beach’s shopping scene caters to diverse tastes and preferences, making it a prime destination for those seeking unique ﬁnds and exclusive brands.

Beach goers and outdoor enthusiasts ﬂock to Newport Beach for its stunning coastline and abundance of scenic places and experiences. We captivate this segment by seamlessly blending Newport Beach’s breathtaking natural landscapes, from its pristine beaches to its captivating coastal scenery, into curated experiences that are only found in Newport Beach.

Newport Beach’s rich maritime heritage establishes it as a top destination for boating enthusiasts. Catering to this audience, Newport Beach offers a variety of experiences including yacht charters, sailing lessons, electric boats and open sea excursions, all highlighting the destination’s coastal charm and diverse water sports opportunities.

Whether navigating the waves or exploring the coastline, Newport Beach beckons adventurers to embark on unforgettable nautical journeys.

VIP V oyagers

TASTEMAKERS

GLOW GETTERS

TRENDSETTERS

SUN SEEKERS

SEAFARERS

TARGETING
By Interest
22-51

BRAND CALENDAR
FY 2024 - 2025
LEISURE Traveler BRAND CALENDAR

SEASONAL CAMPAIGNS EVENTS SPECIAL PROGRAMS CORPORATE

SUMMER LEISURE CAMPAIGN FALL LEISURE CAMPAIGN HOLIDAY LEISURE RELISH

FOOD FESTIVAL

NEWPORT BEACH

FILM FESTIVAL/
10 ACTORS
—

VOLLEYBALL

INVITATIONAL

CAR SHOW

CHRISTMAS
BOAT
PARADE
WIMBLEDON FORMULA 1

EXECUTIVE

COMMITTEE

MEETING

EXECUTIVE

COMMITTEE &

BOARD OF

DIRECTORS

MEETING

EXECUTIVE

COMMITTEE

MEETING

BOARD OF

DIRECTORS
MEETINGORMULA 1

HOLIDAY

PARTNER
& STAFF
EVENT

JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER

SEASONAL CAMPAIGNSEVENTSSPECIAL PROGRAMSCORPORATE
FY 2024
22-52
49 WINTER LEISURE CAMPAIGN SPRING LEISURE CAMPAIGN SUMMER LEISURE

CAMPAIGN

LONDON WEEK HOAG CLASSIC INTERNATIONAL

BOAT SHOW JAZZ FESTIVAL

INSPIRATION
GUIDE

FOOD & WINE

CLASSIC
EXE
CUTIVE

COMMITTEE &

BOARD OF

DIRECTORS

MEETING ATION
GUIDE

EXECUTIVE

COMMITTEE

MEETING

EXECUTIVE

COMMITTEE &

BOARD OF

DIRECTORS

MEETING

EXECUTIVE

COMMITTEE

MEETING

EXECUTIVE

COMMITTEE &

BOARD OF

DIRECTORS

MEETING

EXECUTIVE

COMMITTEE

MEETING
—
ANNUAL

MARKETING

OUTLOOK WINE

CLASSIC

JANUARY FEBRUARY MARCH APRIL MAY JUNE
FY 2025
22-53
LEISURE Traveler LEISURE TravelerLEISURE Traveler LEISURE Traveler LEISURE Traveler LEISURE Traveler
50 22-54
LEISURE Traveler LEISURE Traveler
LEISURE Traveler LEISURE Traveler
LEISURE Traveler LEISURE Traveler
30 MEET
ING
Planner

BUSINESS PLAN
22-55

SSSOWSSOO
• Strong hotel partners support of
MAP & VNB sales team
• Experienced internal sales staff with
continuity/tenure in our markets
• Revitalized hotel product, including
new premium offerings
• Strong, robust third-party
partnerships
• Destination appeal:
o Outdoor experiences
o Newport harbor and beaches
o Coastal chic properties
o Luxury shopping
• Boutique destination appeal
• Accessible/affordable luxury
• Brand recognition for distinct
high-end experiences and
unique coastal appeal
• No central, walkable nightlife
directly accessible from properties
• Limited Orange County air access
to some major markets
• Limited variety of hotel properties:
o 3 hotel brands in the destination
(Hyatt, Marriott and Pendry)
o No MAP ﬁve-star resort properties
or beachfront hotels
• Limited number of unique, off-site
venues for large groups
• Lack of accessible,
destination-deﬁning experiences
• No onsite golf
• Limited cultural offerings
MEETING Planner SWOT

STRENGTHS
S

WEAKNESSES
W
22-56
TOTTOO
• Expansion of corporate end-users
in SoCal region
• Onboarding and continued
engagement with new and existing
MAP partners
• Increased customer awareness of
destination location for meetings
• Expanded airlift/direct ﬂights
(SNA & LGB)
• Broadening exposure for creating
interest for our high-end hotels (now
including VEA and Pendry).
• Integrated marketing campaign
targeting luxury audience
• Leverage all industry partnerships
• Enhanced incentives for 3rd parties
• Curated cultural experiences
tailored to Newport Beach
• Elevated destination/hotel site visits
• Creation of new client advisory board
• New Luxury Leisure Sales position
• Addition of 5-star resort to portfolio
• Continued industry stafﬁng and
recruitment challenges impacting
deliverables
• Climate change impacting
destination experience/assets
• Neighboring/local ﬁve-star
properties
• Competitors offering additional
ﬁnancial support
• Destination assets leveraged
by competitors
• Formidable competition from local
properties & neighboring destinations
(competitive hotels are adding brand
upgrades)

OPPORTUNITIES
O

THREATS
T
53 22-57
Visit Newport Beach Inc., in collaboration with
Newport Beach & Company, is excited to unveil a
comprehensive two-year marketing plan designed
to adapt and thrive in the evolving landscape
of professional meetings and events. While the
pandemic’s impact undoubtedly changed the meetings
industry, we continue to see an upward trajectory for
in-person meetings. Our marketing strategy is poised to leverage this momentum, ensuring that Newport Beach
is consistently seen as a premier choice for top-tier
meeting programs in Southern California.

This strategic blueprint debuts alongside a new chapter in our long-standing partnership with our hoteliers via the Tourism Business Improvement District (TBID).

Having thrived through 15 years of partnership with the TBID, Visit Newport Beach is now set to exceed the high water mark for meetings that are proﬁtable and highly
desirable for our hotel partners. The introduction of the Meetings Assessment Partnership (MAP) agreement
with our hotel allies underlines our commitment to
a synergistic approach, aiming to attract superior
meetings and conventions to our beautiful shoreline.

Our two-year marketing plan is thoughtfully crafted
to respond to current demands and anticipate future
industry trends. With a focus on cutting-edge marketing tactics, comprehensive planning support, and fortiﬁed
partnerships, we are dedicated to upholding Newport
Beach’s reputation as a premier destination. This plan
meets the evolving expectations of today’s meeting
planners and attendees, and we look forward to
working alongside our stakeholders and partners as
we launch this ambitious path toward continued
success and innovation.

MEET
ING
Planner

BUSINESS OBJECTIVES
22-58
Establish Newport Beach as the Southern California
small market meetings leader.

Establish and reinforce Visit Newport Beach as
an essential business partner.

Objective ONE
Objective TWO
55 22-59
STRATEGY 1:

Expand engaging
marketing
content, sales
support materials
and targeted
promotions.

TACTICS TACTICS TACTICS
STRATEGY 2:

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

STRATEGY 3:

Committing our
resources to provide
top-notch experiences
in-destination which
will educate, inspire
and build conﬁdence
in meeting planners to
book Newport Beach.

Establish Newport Beach as the Southern California small market meetings leader. • Elevate signature tradeshows and industr y event presence while investing in new luxury-focused shows with enlarged booth and engaging activations.
• Leverage technology of newly rebuilt iSales app for dynamic, timely property and destination updates.
• Invest in strategic event sponsorships and speaking opportunities to establish a strong continuity of industry support and expand brand presence.
• Maximize tradeshow marketing and advertising across multiple channels to engage attendees 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.
• Promote well-executed client events and tradeshow booth activations and experiences via dedicated group sales social channels. • Expand Visit Newport Beach Sales Team to include strategic role of Senior Manager, Client Engagement, dedicated to all inbound client experiences.
• Aggressively pursue hosted industry events that align with MAP partner client customer proﬁles and commit necessary dollars to ensure ﬂawless execution leaving the clients with an outstanding impression and conﬁdence to book meetings here.
• Execute elevated familiarization tours (FAMs) with curated, branded experiences and high-touch service from VNB Sales Team and destination partners.
• Increase awareness of beneﬁts of location and reach within the Southern California coast to planners across the U.S.
• Enhance storytelling and destination positioning with unique itineraries (activities, dining, etc.) via new and engaging 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. • Targeted, curated content positioning Newport Beach as an ideal location for luxury incentive events and high-end corporate business. • Leverage dedicated planner-focused social media channels to promote inspirational and informational content, including tradeshow & event coverage, group activities, destination features, planner promotions and more.

Relentlessly pursue positioning as the premier choice across all small meeting group business verticals via seamless integration of branding, messaging, planning support, and online/offline touchpoints strategically deployed at all phases of the planner’s journey .

MEETING Planner BUSINESS OBJECTIVES
Objective ONE
22-60
STRATEGY 1:

Position Visit
Newport Beach
as an invaluable
resource to clients
throughout all
stages of the
planning journey.

STRATEGY 2:

Fortify partnership
and engagement
among destination
MAP partners.

TACTICS TACTICS
Establish and reinforce Visit Newport Beach as an essential business partner. • Capture highlights of immersive client experiences with eng aging digital photo album sent post-event. • Focus on client gift programs that deliver a high-impact, zero-waste gift experience with personalized messaging deﬁning the luxury destination brand.
• Continue to provide innovative and curated site visits; removing all obstacles to getting the client(s) in the destination including airfare to Newport Beach. • Promote Visit Newport Beach value and professionalism via accredited and experienced team members, elevated service, etc.
• Leverage destination services to provide high-quality assets and resources to our clients.
• Create innovative solutions to address planner and program pain points through destination partnerships and extended value propositions. • Promote seasonal and signature offers and sponsorships that impact an event’s bottom line.
• Ensure prompt and customized replies to all client RFPs demonstrating a “one-size-ﬁts-one” sales mentality.
• 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 client partnership case studies via social channels and email communications.
• Sustain ongoing engagement and meeting conversion support with MAP hotel partners through funnel reviews and lead assists.
• Aggressively pursue hosted industry events that align with MAP partner client customer proﬁles and commit necessary dollars to ensure ﬂawless execution. • Plan Familiarization Trips in collaboration with hotel partners to bring qualiﬁed clients to the destination showcasing hotels, venues and activities. • Provide engaged Visit Newport Beach destination services to support not only clients but internal conference services/meeting event teams on property. • Extend client promotions directly to MAP partners to enhance their sales proposition and impact conversion.
• Feature MAP hotels in iSales app, website and social channels with engaging video and imagery. Provide access to fresh collateral and content for selling tools. • Invest in MAP hotel Cvent proﬁles to elevate exposure and secure better RFP results.
• Visit Newport Beach provides ongoing MAP Partner orientations to ensure maximum engagement.

Reinforce the value of engaging the Visit Newport Beach Sales T eam through compelling initiatives that provide proof points of partnership.

Objective TWO
22-61
In the group meetings arena,
the Visit Newport Beach
sales team is both the offense
and defense for MAP hotel
partners.’’

MICHELLE DONAHUE, CDME

SENIOR VICE PRESIDENT OF SALES
‘‘
22-62
59 22-63
MEETING Planner MEETING PLANNER CALENDAR

TRADESHOWS
CALENDAR Meeting Planner
FY 2024 - 2025

PROFESSIONAL CONVENTION

MANAGEMENT ASSOCIATION (PCMA)

0EVENT SERVICE PROFESSIONALS

OASSOCIATION (ESPA)

CBI PHARMA FORUM

MIC CONFERENCE & TRADESHOW

PRESTIGE NATIONAL SALES MEETING

CONFERENCEDIRECT APM
MPI [WE]CON - MEETING

PROFESSIONALS INTERNATIONAL

SMALL & BOUTIQUE

MEETINGS SPRING

NORTHSTAR INCENTIVE LIVE

CALSAE ELEVATE
MARTIZ GLOBAL- ELEVATE 2024

HELMSBRISCOE ANNU
AL

BUSINESS CONFERENCE

LAMONTCO ANNUAL

XCHANGE SUMMIT (AXS)

FICP EDUCATIONAL FORUM

DESTINATION WEST

MEETINGS AND INCENTIVES

WORLDWIDE SUPPLIER SHOWCASE

MARTIZ GLOBAL- ACTIVATE

NATIONAL

CONFERENCE DIRECT CDX

CONNECT MARKETPLACE

DESTINATION CALIFORNIA

HOSPITALITY PERFORMACE

NETWORK(HPN) ANNUAL

PARTNER MEETING

PRESTIGE EVENT/SALES TRIP
NORTHSTAR TEAMS 24

IMEX AMERIC
A

MEETINGS MADE EASY

FICP ANNUAL CONFERENCE

NORTHSTAR LEADERSHIP FORUM

CALSAE SEASONAL SPECTACULAR

SITE SOCAL HOLIDAY EVENT

DESTINATION WEST

INDEPENDENT PLANNER

EDUCATION CONFERENCE (IPEC)

JULY AUGUST SEPTEMBER OCTOBER NOVEMBER
22-64

DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE
22-65
62 22-66
LOCAL
Community

BUSINESS PLAN
22-67

SSSOWSSOO
• Strong, credible City and DMO reputation
o City staff, civic leaders, civic
organization
o Visit Newport Beach Inc.,
Newport Beach & Company
• Collaboration on branding and development
of signature events
• Positive ﬁnancial impact through development
of brand-deﬁning marquee events
• Abundant natural offerings making a
compelling tourism product
• Hospitality-forward ﬁrst responders
o Police
o Fire
o Marine Safety
o Engaged local media
• Strong partnerships with local businesses
• Robust hospitality and restaurant community
• New & Revitalized Product Offerings
o VEA Newport Beach,
A Marriott Resort & Spa
o Pendry Newport Beach
o Ritz-Carlton Residences
o 80,000 sq. ft. Restoration
Hardware
o High-end retail openings at
Fashion Island
o Crystal Cove cottage completion
• Dynamic economic development base
• High-tech digital video equipment and
green screen available to community
• Quality, experienced and award-winning
DMO staff
• Limited convention, meetings and
event facilities venues to beneﬁt
the city
• Lack of sports and recreation
facilities
• Limited mobility and access via
transportation within the city
• Workforce: competitive salaries
and limited staff
• Lack of tourism marketing expertise
by some business and community
leaders
LOCAL Community SWOT

STRENGTHS
S

WEAKNESSES
W
22-68
TOTTOO
• Growing prominence of signature
marquee events
• Revitalization of SNA dining options
& private aviation terminal
• Expanded airlift (SNA) through
airport capacity cap increase
• Modernizing air travel infrastructure
• Nimble and innovative internal team
• Weather and environmental hazards
• Economic uncertainty & inﬂation
• National politicization of business and
social issues
• Competition for top tier staff talent
• International geo-political unrest

OPPORTUNITIES
O

THREATS
T
65 22-69
Newport Beach & Company plays a pivotal role as
the leader of Newport Beach’s hospitality and tourism
industry, offering value to businesses, serving as an
information hub, creating resources, and advocating
for the global signiﬁcance of tourism, hospitality, and meetings. NB&Co remains dedicated to supporting the
community and our organization prioritizes partnerships and stakeholder engagement, from small businesses
to luxury resorts and everything in between. Through
advocacy, partner communications, and corporate
outreach, NB&Co highlights the economic impact, job
creation, and importance of the industry.

In the coming ﬁscal year, NB&Co will continue to
operate as a community marketing agency for Newport
Beach and will continue to serve as the cohesive
force that unites the community from marketing,
economic, and hospitality perspectives. We connect
various stakeholders, including local residents,
partners, the City of Newport Beach, City Council,
civic organizations, hotels, businesses, merchant
associations, regional destination marketing entities,
and other community organizations.

Leveraging this model, we plan to engage the local
community in innovative ways to showcase the value
of tourism, NB&Co, and the Newport Beach brand.

This integrated business plan for the local-community
segment adopts a management-by-objectives approach,
where quantiﬁable goals guide our strategies and
tactics. The plan encompasses ﬁve key initiatives aimed at raising awareness and delivering ongoing value to the City of Newport Beach and its key stakeholders.

LOCAL
Community

BUSINESS OBJECTIVES
22-70
Be the lead resource for destination data and intelligence.

Serve as the creative agency and go-to marketing
partner for hospitality-related businesses, events and
civic organizations.

Continue with an entrepreneurial mindset and
business model.

Objective ONE
Objective TWO
Objective THREE
67 22-71
STRATEGY 1:

Leverage NB&Co’s
business intelligence
platform and other
data reports to provide
partners with insightful
analytics, aiding them
in driving marketing
strategies.

STRATEGY 1:

Reevaluate, evolve and
expand Newport Beach &
Company’s community-
marketing organization and
its six distinct business
units: Visit Newport Beach,
Inc. (TOT and MAP) Dine
Newport Beach, Celebrate
Newport Beach, Enterprise
Newport Beach and Video
Newport Beach.

TACTICS TACTICS
Be the lead resource for destination data and intelligence.

Continue with an entrepreneurial mindset and business model. • Direct Blue Room Research to access and assess all of NB&Co’s data and research subscriptions
, generating weekly and monthly
insight reports to draw conclusions.
• Conduct an updated Visitor Proﬁle Study and a Tourism Economic Impact Analysis to measure true visitor volume, economic impact of tourism, visitor spending and visitor demographic proﬁle information to local civic leaders and partners.
• Continue to deploy a comprehensive weekly insights dashboard brimming with economic information and data points to illustrate the economic health of the destination.
• Empower partners to use analytics and data effectively for business growth.
• 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. • Evaluate and evolve the NB&Co business model with innovative and entrepreneurial business units that are self-sustaining, stafﬁng and explore additional revenue streams.
• Continue to rebuild internal staff and extended team to ensure the success of the business units, both with in-house team members and with top freelancers and contractors.
• Assemble neighborhood advisory taskforces, address needs and implement cutting-edge marketing and branding campaigns to drive awareness and visitation to all corners of the destination. • Continue to consult with marketing and communications services for signature, brand-deﬁning community events.

LOCAL Community BUSINESS OBJECTIVES
Objective ONE
Objective TWO
22-72
STRATEGY 1:

Position Newport Beach
& Company as a leading
creative community
consultant by offering
expert assistance in
marketing, branding, and
sales to local businesses,
hotels, restaurants, and
civic organizations.

TACTICS
Serve as the creative agency and go-to marketing partner for hospitality-related businesses, events and civic organizations.
• Position organization as the community “go-to” for various needs to include mark
eting plans, communication strategy, branding, ad buys, crisis communications, brainstorming, social media management and more.
• 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; support by way of branding and marketing.
• Develop tailored consulting packages and workshops that cater to the speciﬁc needs of each client, showcasing NB&Co’s expertise and commitment to supporting the local community.
• Build on NB&Co’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.
• Maximize opportunities for partner wins for Newport Beach & Company and its partners.
• Provide graphic design, art direction and video-production services to local businesses and partners.
• Provide economic resources and marketing toolkits for partners and community.
69 Objective THREE
22-73
70 22-74
CORP
ORATE

BUSINESS PLAN
22-75

SOWSSOO
• Committed staff, executive committee
and board of directors
• Strong and supportive city council and staff
• Accredited destination marketing organization
• Certiﬁed Destination Management Executive
(CDME) executive team and staff
• Award-winning marketing campaigns
• Leader in the DMO space
• Small but mighty marketing and sales teams
• Innovative community marketing
organizational model
• Strong company core values, beneﬁts &
culture
• Cross department collaborations
• Appealing ofﬁce infrastructure
• Nimble and innovative internal with
ability to pivot as needed
• Workforce: competitive salaries and
limited staff; increased minimum wage
• Recruitment expectations (i.e. salary,
remote work)
• Limited convention, meetings and event
facilities venues to beneﬁt the city
• Lack of sports and recreation facilities
• Strong economy makes cost of services
more expensive
• Internal team lives outside of city limits
due to cost of living

CORPORATE SWOT

STRENGTHS
S

WEAKNESSES
W
22-76
TOTTOO
• City and board of directors
engagement
• Facilitate vendor and partner
relationships to negotiate best price
and maximize efﬁciencies
• Internal team privy to technology
and AI advancements
• Positive corporate culture attractive
for recruitment
• New & revitalized product offerings
• Marketing consultancy and
expertise to beneﬁt partners
• Investment in data and research to
drive marketing strategies for partner
businesses
• Increased corporate communications
• Increased coastal competition
• Economic uncertainty & inﬂation
• Elections/political climate & uncertainty
• Weather and environmental hazards
• High cost of employee beneﬁts
• ADA compliant website and threats of
lawsuits

OPPORTUNITIES
O

THREATS
T
73 22-77
Newport Beach & Company continues to be committed to meeting this watershed moment by rolling out a variety of new ways we do business, from hybrid scheduling to embracing evolving tech. NB&Co 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 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 entities.

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 NB&Co and its six entrepreneurial business units:
• Visit Newport Beach, Inc. TOT (Tourism-Occupancy Tax drives incremental tourism)
• Visit Newport Beach, Inc. MAP (Meetings Assessment Partnership generates incremental meetings business)
• Dine Newport Beach (former partnership with the Newport Beach Restaurant Association—reimagined into culinary/restaurant tourism marketing)
• Enterprise Newport Beach (Neighborhood Advisory Taskforce/ Economic Development)
• Celebrate Newport Beach (brand-deﬁning events):

Newport Beach Film Festival (NBFF): NBFF Fall Honors/Variety 10 Actors to Watch & NBFF U.K. Honours/Variety 10 Actors to Watch (London), Hoag Classic, International Boat Show, Christmas Boat Parade, and more).
• Video Newport Beach (formerly NBTV): Video production 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
CORP
ORATE

BUSINESS OBJECTIVES
22-78
Further enhanced corporate communications.

Explore emerging technologies and how they can be applied to partner organizations and local businesses.

Continue to build a strong workplace culture.

Serve as the creative agency and go-to marketing partner for hospitality-related businesses.

Objective ONE
Objective TWO
Objective THREE
Objective FOUR
75 22-79
STRATEGY 1:

The NB & Co marketing
team will develop
a comprehensive
corporate
communications plan
to effectively engage
with its partners,
the community, civic
leaders, internal staff,
and board members
in order to increase
awareness, educate
stakeholders, continue
to build brand
reputation and to
enhance engagement.

TACTICS TACTICS
STRATEGY 1:

Position NB & Co
as a leading creative
community consultant
by offering expert
assistance in marketing,
branding, and sales to
local businesses, hotels,
restaurants, and civic
organizations.

Further enhanced corporate communications.

Serve as the creative agency and go-to marketing partner for hospitality-related businesses.
• Enhance and ensure corporate communications via partner e
-newsletters, LinkedIn posts, and staff emails with steady cadence, fresh designs and punchy and engaging content that adds value to the recipient.
• Explore new B2B storytelling tactics and vehicles including trendy short-form video, infographics, animations and more to offer entertaining, useful and easily digestible information. • Reﬁne and 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 all NB&Co news is reaching the right audience.
• Partner with local community newspaper, Stu News, to author a regular CEO column to communicate VNB’s programs and
successes.
• Hire a Partnership Coordinator to create a more tailored and enhanced partnership model as needed; explore new
opportunities for partner engagement.
• Position organization as the community “go-to” for various needs to include marketing plans, communication strategy, branding, ad buys, crisis communications, brainstorming, social media management and more.
• Develop tailored consulting packages and workshops that cater to the speciﬁc needs of each client, showcasing NB&Co’s expertise and commitment to supporting the local community. • Develop marketing toolkits for partners and the community.

CORPORATE BUSINESS OBJECTIVES
Objective ONE
Objective TWO
22-80
STRATEGY 1:

Recognize the
transformative
potential of
AI technology
and its impact
on the workplace.

STRATEGY 1:

NB & Co is
dedicated to being
a top employer by
investing in employee
development and
engagement; and
regularly evaluating
and enhancing its
workplace culture and
beneﬁts to ensure
employee satisfaction
and retention of top
talent.

TACTICS TACTICS
Explore emerging technologies and how they can be applied to partner organizations and local businesses.

Continue to build a strong workplace culture.
• Facilitate an AI education session for staff.
• Iden
tify other thought-leaders in the tech space who can continue to keep NB&Co privy to trends coming down the pipeline and how they can be implemented into the organization’s efforts.
• Explore ways team members can automate tasks such as identify potential leads and personalize outreach in sales; analyze customer data; content creation in marketing; automate ﬁnancial reports in accounting and more.
• Recognize ways AI can be used as an assistant with tasks such as communications, scheduling, messaging, automating workﬂows and more.
• As AI takes on mundane tasks, roles at the organization may evolve to prompt engineer and collaborate with AI.
• Invest in paid versions of AI and develop and implement a comprehensive plan for staff training and adoption.
• Assess potential ethical harms, dangers or social implications AI can bring. • Maintain a competitive edge, improve efﬁciencies, and drive innovation across all aspects of our organization.
• Develop a strong onboarding program for new employees. • Dedicate leadership to reviewing and reinvesting in company culture and employee development.
• Deﬁne and communicate NB&CO’s core values to guide decision-making. • Foster collaboration and teamwork among employees.
• Provide opportunities for growth and development through training and advancement.
• Recognize and reward employee achievements.
• Promote a healthy work-life balance and wellness initiatives. • Cultivate a culture of diversity, inclusion and respect. • Lead by example to set organizational values and behaviors. • Continue to offer creative health, wellness, and beneﬁt programs. • Hold annual retreats for brainstorming and improvement. • Ensure competitive compensation and beneﬁts.
• Conduct annual performance reviews.
• Facilitate team-building events across departments.
• Integrate core values into all aspects of the company. • Support external educational opportunities for employees.

Objective THREE
Objective FOUR
22-81
Our success isn’t just about
showcasing a beautiful
destination; it’s about
nurturing a corporate
culture where passion meets
purpose, and where every
team member is empowered
to innovate, collaborate, and
embody our shared values.

When they zig, we zag, and
that’s how we’ve found our
success.’’

GARY SHERWIN, CDME, APR

PRESIDENT AND CEO
‘‘
22-82
33 79
22-83
22-84
81 VISIT NEWPORT BEACH, INC. (TOT)
LEISURE BUDGET ALLOCATION BUDGET FY2025 BUDGET FY2026
Revenue $6,871,939 $7,005,000
Advertising $1,724,400 $1,497,750
Marketing $2,176,949 $2,179,750
International Marketing $722,500 $642,500
Newport Beach & Company Administrative Fees $2,648,090 $2,685,000 VISIT NEWPORT BEACH, INC. (TOT) LEISURE FY2 025 & FY202 6 24%
30%
10%
36%
Advertising
Marketing
International Marketing
Newport Beach & Company
Administrative Fees
NEWPORT BEACH & COMPANY BUDGET FY2025 BUDGET FY2026
Revenue $2,802,840 $2,838,000
Operating Expenses $2,802,840 $2,838,000
NEWPORT BEACH & COMPANY FY2025 & FY202 6
FY2025 & FY2026
Budgets
22-85

TOURISM-

OCCUPANCY(TOT)
Goals
VISIT NEWPORT BEACH, INC.

FY2023 - FY2024
GOALS
FY2023 - FY2024

YTD ACHIEVED
AS OF 4/15/24
FY2024 - FY2025

FORECAST GOAL
FY2025 - FY2026

FORECAST GOAL

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

TOURISM-OCCUPANCY TAX (TOT) REVENUE
TO THE CITY OF NEWPORT BEACH $35,245,122 $23,654,682* $35,315,612 $36,021,924 MARKETING CAMPAIGN ROOM NIGHTS* 150,000 250,800 220,000 224,400 MARKETING CAMPAIGN ECONOMIC IMPACT** $46,000,000 $63,500,000 $50,000,000 $51,000,000

DIGITAL MARKETING, CONTENT MARKETING & SOCIAL MEDIA (OWNED & PAID MEDIA CHANNELS) VISITNEWPORTBEACH.COM WEB VISITS 1,628,000 1,319 ,475 1,700,000 1,734,000 REFERRALS TO PARTNER VISITS 10,925 21,606 22,038 22,478 SOCIAL MEDIA FOLLOWERS 270,000 280,954 350,000 357,000
CONSUMER DATABASE/NEWSLETTERS SENT 35,000/24 29,730/35 38,000/30 40,000/35 PARTNER DATABASE/NEWSLETTERS SENT 600/60 651/54 700/60 720/60

ADVERTISING (PAID MEDIA CHANNELS)
TOTAL AD IMPRESSIONS*** 175,000,000 186,113,998 180,000,00 182,000,00 ONLINE AD CLICKS TO SITE 430,000 333 ,579 350,000 357,000

MEDIA RELATIONS
MEDIA PLACEMENTS (DOMESTIC + INTERNATIONAL) 1,200 1,334 1,400 1,428 KEY CONSUMER MEDIA PLACEMENTS 325 322 350 357
KEY TRADE MEDIA PLACEMENTS (B2B) 100 136 145 148
*FORECASTED GOAL DOESN’T INCLUDE SUPER BOWL CAMPAIGN.
**SOURCE: SOJERN
***METRICS DON’T INCLUDE FY 23-24 SPRING CAMPAIGN METRICS/FORECASTED GOAL DOESN’T INCLUDE SUPER BOWL CAMPAIGN. 22-86
83 BUSINESS-UNIT
Goals

NEWPORT BEACH & COMPANY
FY2023 - FY2024
GOALS
FY2023 - FY2024

YTD ACHIEVED
AS OF 4/15/24
FY2024 - FY2025

FORECAST GOAL
FY2025 - FY2026

FORECAST GOAL
CELEBRATE NEWPORT BEACH: BRAND-DEFINING EVENT MARKETING UK HONOURS/VARIETY “10 ACTORS TO WATCH”
IMPRESSIONS 5,500,000 N/A 5,500,000 5,5610,000
NBFF/VARIETY “10 ACTORS TO WATCH” IMPRESSIONS 6,000,000 N/A 6,000,000 6,120,000 CHRISTMAS BOAT PARADE AD IMPRESSIONS 5,400,000 21,453,422 6,500,000 6,630,000 HOAG CLASSIC AD IMPRESSIONS 6,000,000 15,161,468 8,000,000 8,160,000 22-87

BUSINESS-UNIT PLAN
22-88
85 BUSINESS-UNIT PLAN
87 VISIT NEWPORT BEACH INC. - LEISURE MARKETING
89 VISIT NEWPORT BEACH INC. - GROUP SALES
91 DINE NEWPORT BEACH
93 ENTERPRISE NEWPORT BEACH
95 CELEBRATE NEWPORT BEACH
97 VIDEO NEWPORT BEACH
98 YEAR IN REVIEW FY 2023 - 2024
22-89

NEWPORT
Beach, Inc.

VISIT

LEISURE MARKETING TOURISM-

OCCUPANCY TAX (TOT) FUNDING
Visit Newport Beach, Inc. is an essential part of
promoting the aspirational lifestyle of Newport
Beach worldwide, guiding visitors from initial
interest to conversion, creating unforgettable
memories. The organization, powered by leisure
marketing, weaves the captivating Newport Beach
narrative into every stage of a traveler’s journey
- from sparking the desire to visit to providing
resources for planning and eventually creating
lasting memories.

Funding for leisure marketing comes from a
portion of the Transient Occupancy Tax (TOT),
the third largest source of revenue for the city of
Newport Beach, which is paid by visitors staying
overnight in hotels, resorts and short-term
vacation rentals.

The leisure marketing team is focused on two
functional areas of specialty:
• Destination Brand Development & Storytelling
• Destination Marketing Strategy & Business
Intelligence
22-90
87 DESTINATION BRAND DEVELOPMENT & STORYTELLING:

Visit Newport Beach places a signiﬁcant emphasis on its media-relations endeavors, anchored in robust and continual partnerships with select media, bloggers, and social inﬂuencers. Our focus lies in nurturing existing relationships, expanding our proprietary media database, enhancing media visits to Newport Beach, and crafting compelling ad campaigns that resonate with our target audience. Central to these efforts is the sharing of Newport Beach’s brand narrative through esteemed media platforms, bold and breakthrough ad campaigns and social media channels, not only lending credibility to the destination but also enabling audiences to connect with the destination on an emotional level and engage with us in meaningful ways.

DESTINATION MARKETING STRATEGY & BUSINESS INTELLIGENCE:

The destination marketing strategy & business intelligence team conducts comprehensive analyses of customer behavior, campaign performance, visitor proﬁles, and detailed ongoing reporting on all performance metrics, standards, and benchmarks. Following this, the team strategically matches each customer with the most suitable media and channels based on their preferences, ensuring highly targeted campaigns that reach the right audience at the right time. Collaborating with the brand development team, they ensure that messaging in each creative piece aligns perfectly with the intended audience and is delivered via the most effective media channel to maximize return on investment for Newport Beach.

As Visit Newport Beach resumes its international sales and marketing efforts, the marketing team takes the lead in engaging with the travel trade, tour operators, wholesalers, and travel agents. They oversee project workﬂow, budgeting, and day-to- day project management for all initiatives, ensuring seamless execution of strategies.

The team is also responsible for deploying messages to potential consumers, managing visitor resources, and tracking visitor patterns and behaviors. Their core responsibilities within the destination marketing strategy & business intelligence team encompass various functional areas of marketing, including advertising, research, business intelligence, international marketing (both consumer and trade), industry relations, strategic partnerships, visitor services, hospitality training, and all facets of digital marketing.
22-91

NEWPORT
Beach, Inc.

VISIT

GROUP SALES & MARKETING

MEETINGS ASSESSMENT

PARTNERSHIP (MAP) FUNDING
Visit Newport Beach, Inc. Group Sales
actively brings valuable group meetings and
conference business to the privately-funded
Newport Beach Meetings Assessment
Partnership (MAP) hotel properties and local
businesses.
22-92
The purpose of the MAP agreement is to directly increase group business (meetings and conferences) for partner
hotels. To deliver on the MAP promise, Visit Newport Beach Group Sales fosters current client relationships and attracts 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 MAP hotel partners.

The Newport Beach MAP consists of seven hotel properties:
• Balboa Bay Resort
• Hyatt Regency Newport Beach
• Lido House
• Newport Dunes Waterfront Resort & Marina
• Pendry Newport Beach
• Renaissance Hotel Newport Beach
• VEA Newport Beach, A Marriott Resort & Spa
89 22-93
DINE
Newport Beach
22-94
91 Since 2013, Newport Beach & Company and the Newport
Beach Restaurant Association (NBRA) have joined forces to create Dine Newport Beach, a culinary consumer-facing entity aimed at branding, promoting, and boosting the economic vitality of the culinary community. These efforts have
successfully increased foot trafﬁc and patronage at Newport Beach dining establishments.

In the upcoming ﬁscal, the Newport Beach Chamber of
Commerce will assume responsibility for the operations of the Newport Beach Restaurant Association and will revive Newport Beach Restaurant Week. The Chamber will collaborate with Newport Beach & Company on all branding, marketing, and promotional initiatives associated with this event, ensuring its continued success and impact on the local culinary scene. 22-95
ENTER
PRISE
Newport Beach
Newport Beach & Company continues
to work with local merchants and
neighborhoods on brand development,
omni-channel marketing, promotions and
strategic events to activate visitation that
generated positive economic impact.

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 through content development
and storytelling that are both informative
and inspirational.
22-96
93 NEIGHBORHOOD ADVISORY TASK FORCE:

The re-imagination of this business unit begins with forming a 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 full redesign 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 technology to showcase topographical information in a visual way. The team will create bespoke content pages for each of the ten neighborhoods, with multi-media storytelling across all the tourism small business sectors to generate demand. The use of AI will also be incorporated into the new website for ease in itinerary building and showcasing all of the not-to-miss elements found in each neighborhood.

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:

The Visit Newport Beach team regularly promotes neighborhood events and promotions through its website, social media and media relations channels assisting in pre-promotion of events as well as day-of coverage.
22-97
CELE
BRATE
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 competitive set that provide
world-class experiences.

Large-scale in-person events returned
in late 2022 and we are working as
a community to build out new event
experiences. From city-wide conventions in
Anaheim to Coachella in the desert, there
is a public desire to attend events at scale.
22-98
95 The Celebrate Newport Beach business unit will continue to expand and enhance these experiences in the upcoming ﬁscal year and leading branding efforts, and through 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:
• Newpor
t Beach Film Festival (NBFF)
• Newpor
t Beach Christmas Boat Parade
• NBFF U
.K. Honours/Variety’s 10 Brits to Watch
• Hoa
g Classic
• Sur
f & Turf Polo Classic
• V
olleyball Invitational
• In
ternational Boat Show
• Additional brand-deﬁning even
ts
Newport Beach & Company support ranges from guidance on marketing tactics to making strategic media placements, destination market delivery and business intelligence; destination brand development, public relations pitches and storytelling; to year-round signature event support through NB&Co marketing channels. The level of support is at the discretion of the Newport Beach & Company Marketing Team and takes into account the opportunities to garner tremendous news coverage, which supports attendance numbers and overnight hotel stays. All Newport Beach events have the opportunity to promote on appropriate Newport Beach & Company-owned channels. 22-99
VIDEO
Newport Beach
In recent years, there has been a signiﬁcant
shift in consumer behavior towards
spending more time on mobile devices,
engaging in video entertainment both
individually and with brands. New social
platforms like TikTok have exploded in
popularity, providing users with easy-to-
use video creation tools. This trend has led
legacy social platforms to quickly evolve
and incorporate video content capabilities
to keep up with the demand, democratizing
video creation and sharing for everyone.
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97 The volume of video content uploaded in just 30 days now surpasses what major U.S. television networks have broadcast over 30 years. With 625 million videos viewed on TikTok every minute (that’s up from 167 million just two years ago) and high engagement rates after viewing video ads on platforms like Instagram, it’s evident that video is a powerful marketing tool. Viewers also retain signiﬁcantly more information from video content compared to text-based content.

Recognizing the value of video marketing, Newport Beach & Company has been proactive in investing in video production and ﬁlmmaking. In the upcoming ﬁscal year, Newport Beach & Company will enhance its video production efforts even further with a four-pronged strategy:

1. Platform-Speciﬁc Video Production: Newport Beach & Company will continue to allocate resources towards cut
ting-edge video production tailored for different platforms.

This includes video content for TV and social media, each crafted with platform-speciﬁc best practices to maximiz
e engagement and relevance.

2. Social Media Video Optimization: NB&Co will increase its focus on crafting short, ever
green videos and reels for social media. These videos will educate and inspire potential visitors while showcasing local busines
ses. By staying attuned to social media trends
and leveraging audio, editing tools, and community engagement, NB&Co aims to maintain freshnes
s and strengthen its community engagement.

3. Producing Bold Commercials on a Quarterly Basis: NB & Co will strategically invest in broadcast, producing bold a
d campaigns that will put highly engaging, fresh commercial con
tent in front of targeted demographics on a quarterly basis. Building on past successes, the compan
y will align commercial launches around major awards shows and events to maximiz
e brand visibility and impact.

4. Collaboration with Creators & Inﬂuencers: The team will collaborate with creatives, creators
, ambassadors, and inﬂuencers to produce diverse and engaging video content.

T
his collaboration aims to amplify brand awareness, drive engagement and foster a deeper connection with the audience
.

By implementing these strategies, Newport Beach & Company aims to solidify its position as a leader in the community and tourism industry, driving increased visitation to Newport Beach while staying ahead of the evolving digital landscape. 22-101
YEAR in REVIEW
FY 2023 - 2024

WE CHART A

COURSE TOWARD EVEN
GREATER HEIGHTS.

TODAY, FUELED BY

OUR PAST
Successes,
22-102
07 99
22-103
With more water than land and a vibrant
nautical heritage, Newport Beach
introduces “Float With Us” which guides
travelers on an immersive journey
through Newport Beach’s water story
via Newport Harbor, the Ocean, Back
Bay, and Resort Pools. Through stylish,
creative storytelling, the campaign
introduces key Visit Newport Beach
personas experiencing the full spectrum
of our aquatic offerings.
personas experiencing the full spectrum
of our aquatic offerings.

SUPER BOWL 2023
Big Game Getaway
JAN 5 - FEB 12
POPPY

AWA R D
SPRING 2023
Float with Us
MAR 20 - JUN 14
WINTER 2023
Stay at Sea Level
JAN 3 - MAR 31
UK Honours

FEBRUARY
Oscars Campaign

FEBRUARY
‘‘Stay at Sea Level’’ invites
travelers to embrace Newport
Beach as a refreshing alternative
to traditional winter destinations.

The campaign emphasizes the
allure of experiencing winter at
sea level with cheeky taglines
‘‘Choose Boats Over Coats This
Winter’’ and ‘‘Choose Seas Over
Skis This Winter,’’ highlighting
coastal activities over snowy
adventures.

VISIT

CALIFORNIA
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Experience More
JUN 20 - SEPT 5
‘‘Experience More’’ aimed to
attract tourism by focusing
on Newport Beach’s unique
charm and vibrant summer
atmosphere. The creative
focused on capturing
natural, authentic moments
that encapsulate the
magic, joy, and freedom of
summertime.

SUMMER 2023
Newport Beach V acation Club
SEPT 6 - NOV 15
FALL 2023
The Newport Beach Vacation Club campaign created
a brand loyalty program, ﬁrst-ever merchandise and a
multi-touch integrated campaign with robust visuals
that highlighted the rich legacy of Newport Beach’s
prestigious clubs with contemporary sophistication.
22-105
Viva V acation
NOV 16-18
Formula 1 Pitstop in Newport Beach
Influencer Activation
NOV 16-18
50 Days of
Festive Fun
NOV 17 - JAN 6
HOLIDAY 2023
One of the nation’s longest-running
destination wide holiday celebrations,
‘‘50 Days of Festive Fun’’ showcased
the transformation of Newport Beach
into a magical winter wonderland full
of holiday happenings, dazzling light
displays, festive dining and more all
season long.

ADDY

AWA R D
22-106
Après Ski Sea
JAN 5 - MAR 18
Land in Lux
MAR 19 - JUN 19
The ‘‘Land in Lux’’ campaign showcases
Newport Beach’s unparalleled luxury
by highlighting lavish resorts, exquisite
landscapes and unique leisure activities.

The campaign aims to inspire and allure
discerning travelers with stunning visuals
that bring to life our blend of coastal beauty
and luxury offerings.

The new campaign redeﬁnes
the traditional winter adventure,
seamlessly offering an elevated
and luxe coastal chateau
experience with the warmth of
a luxurious escape, all while
steering clear of the cold.

WINTER 2024
SPRING 2024
SUPER BOWL 2024
Touch Down in Newport Beach

FIRST-EVER SUPER BOWL DRONE SHOW
FEB 1 - 11
103
22-107
1104
22-108
WINTER
2023
Stay at Sea Level
JAN 3 - MAR 31
34K2.1M

PUBLIC RELATIONS

IMPRESSIONS

4.6M

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS

20.5M

AD IMPRESSIONS
2M

SOCIAL MEDIA
REACH
22-109
SUPER
BOWL
2023
Big Game Getaway
JAN 5 - FEB 12
18K200M

PUBLIC RELATIONS

IMPRESSIONS
871K

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS

1.7M

AD IMPRESSIONS
236K

SOCIAL MEDIA
REACH
POPPY

AWA R D
VISIT

CALIFORNIA
22-110
1107
22-111
108
22-112
SPRING
2023
Float With Us
MAR 20 - JUN 14
41K43.8M

AD IMPRESSIONS
5M

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS
$12.6M

ECONOMIC
IMPACT

8.5M

PUBLIC RELATIONS

IMPRESSIONS

1.7M

SOCIAL MEDIA
REACH
22-113
SUMMER
2023
Experience More
JUN 20 - SEPT 5
90K36M

AD IMPRESSIONS

6.4M

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS
$12.6M

ECONOMIC
IMPACT

8.5M

PUBLIC RELATIONS

IMPRESSIONS

1.3M

SOCIAL MEDIA
REACH
22-114
1111
22-115
1112
22-116
FALL
2023
Newport Beach V acation Club
SEPT 6 - NOV 15
139K46.9M

AD IMPRESSIONS
310K

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS
$9.9M

ECONOMIC
IMPACT

11.7M

PUBLIC RELATIONS

IMPRESSIONS
208K

SOCIAL MEDIA
REACH
22-117
FORMULA 1
2023
Viva V acation
NOV 16 - 18
ADDY

AWA R D
31K
700K

8.5M

AD IMPRESSIONS
771K

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS

ECONOMIC
IMPACT
165K

SOCIAL MEDIA
REACH
22-118
1115
22-119
1116
22-120

HOLIDAY
2023
50 Days of Festive Fun
NOV 17 - JAN 6
79K40M

AD IMPRESSIONS

2.5M

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS
$4.1M

ECONOMIC
IMPACT
166M

PUBLIC RELATIONS

IMPRESSIONS
2M

SOCIAL MEDIA
REACH
22-121
WINTER
2024
Après Ski Sea
JAN 5 - MAR 18
64K31M

AD IMPRESSIONS
3M

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS
$5.2M

ECONOMIC
IMPACT
400K

PUBLIC RELATIONS

IMPRESSIONS

1.6M

SOCIAL MEDIA
REACH
22-122
119
22-123
1120
22-124
SUPER
BOWL
2024
Touch Down in Newport Beach

FIRST-EVER SUPER BOWL DRONE SHOW
FEB 1 - 11
11K4M

AD IMPRESSIONS
186K

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS
$220K

ECONOMIC
IMPACT
236M

PUBLIC RELATIONS

IMPRESSIONS
119K

SOCIAL MEDIA
REACH
22-125
SPRING
2024
Land in Lux
MAR 19 - JUN 19
66K
*
26M
*

AD IMPRESSIONS
4K
*

SOCIAL MEDIA

IMPRESSIONS

WEBSITE LANDING

PAGE VIEWS
$7.1M
*

ECONOMIC
IMPACT
*Metrics included are as of 4-30-24 as the campaign runs through 6-19-24. 61K
*

PUBLIC RELATIONS

IMPRESSIONS
260K
*

SOCIAL MEDIA
REACH
22-126
1123
22-127

GOVERNANCE
22-128
125

GOVERNANCE
127 EXECUTIVE COMMITTEE & BOARD OF DIRECTORS
129 NEWPORT BEACH & COMPANY TEAM
133 AWARDS & ACCOLADES
135 FAQ’S
22-129

AMY DEIFT
City Cruises
ANDRÉ BROSE
Lido House Hotel

ANNIE PAINTING
Hyatt Regency
Newport Beach

ANTHONY HARTWELL
Newport Beach Marriott
Bayview

ANTONELLA CASTRO
Newport Beach Foundation

CANDACE BISCONTE
Eventis Destination Services

CHARLENE REYNOLDS
John Wayne Airport (SNA)

CINDY RACCO
Balboa Bay Resort & Club

DAVID BEEK
Island Marine Fuel

DAVID HOFFMAN
Pendry Newport Beach

DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa

GERARD WIDDER
The Resort at Pelican Hill

GREGG SCHWENK
Newport Beach
Film Festival

HENRY PYLE
Balboa Fun Zone

HOMER BLUDAU
Former City Manager

JASON AL-IMAM
City of Newport Beach

JON LEWIS
Former Chief of Police
LINDA M. BEIMFOHR
Former VP of City Cruises

MARIO MAROVIC
Lounge Group

MARKUS KOHN
Renaissance
Newport Beach

PHIL RAVENNA
Newport Dunes Waterfront
Resort & Marina

RUSH HILL
NRM Real
Estate Advisers

SHARON WOOD
City of Newport Beach

STEVE ROSANSKY
Newport Beach Chamber
of Commerce

TANYA THOMAS
Fashion Island

TONY PETROS
LSA

WASIM KAZI
Hyatt Regency
John Wayne Airport
Newport Beach

CHAIRPERSON

DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa

MEMBER AT LARGE

JON LEWIS
Former Chief of
Police

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
Former VP of City Cruises

EXECUTIVE
Committee
BOARD
Of Directors*
GOVERNANCE*FISCAL YEAR 2023-24
22-130

ANNIE PAINTING
Hyatt Regency Newport Beach

CINDY RACCO
Balboa Bay Resort

MARKUS KOHN
Renaissance Newport Beach Hotel

PHIL RAVENNA
Newport Dunes Waterfront
Resort & Marina

DAVID HOFFMAN
Pendry Newport Beach

CHAIRPERSON

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

CHAIRPERSON

BEN STINNETT
VEA Newport Beach,
A Marriott Resort & Spa

ANGELA CORTRIGHT
Spa Gregorie’s

ANNASOPHIA SERVIN
John Wayne Airport (SNA)

COLLEEN DALUISIO
Balboa Fun Zone Company, LLC

DON CHOCK
Hyatt Regency Newport Beach

ELISA WONG
Pendry Newport Beach

HEIDI PILECKI
VEA Newport Beach,
A Marriott Resort & Spa

JAMES KEAVENY
The Resort at Pelican Hill

JAN HOLLIS
Hyatt Regency John Wayne Airport
Newport Beach

JAN YERZIK
Newport Dunes Waterfront
Resort & Marina

JOHN POPE
City of Newport Beach

KARYN CARREON
City Cruises

KATY CHALLENGER
Lido House Hotel

KELLY CARLSON
Balboa Village Merchant Association

MAUREEN SLOAN
HelmsBriscoe

MELISSA OLSON
Balboa Bay Resort

MICHAEL SWYNEY
Renaissance Newport Beach
MICHELLE ST. AMOUR
Lido Marina Village

NANCY GARDNER
Newport Beach Conservancy

NAVA REZVAN
Roger’s Gardens
SCOTT LaFLEUR
Sherman Library & Gardens

STEPHANIE HINKLEY
Irvine Company Resort Properties

VALERIE ROBLES
Fashion Island

MARKETING
Committee

MEETINGS ASSESSMENT

PARTNERSHIP (MAP)
Board Of Directors
127
22-131
EXECUTIVE Team

ADMINISTRATION
GARY C. SHERWIN,

APR, CDME

PRESIDENT & CEO

MICHELLE DONAHUE,
CDME

SENIOR VICE PRESIDENT

OF SALES

ASHLEY JOHNSON,
CDME

SENIOR VICE PRESIDENT
& CHIEF MARKETING

OFFICER

LILY PEARSON

VICE PRESIDENT

OF FINANCE

ELIZABETH GARCIA

ADMINISTRATIVE ASSISTANT

LAURO GARCIA

SENIOR ACCOUNTANT

KAYCEE ROBISON

EXECUTIVE ASSISTANT

TO THE CEO
22-132
EXEC
UTIVE
Team
129
22-133

MEGAN JOHNS

COMMUNICATIONS MANAGER

MARIAH PONCE

MARKETING COORDINATOR

BRIANNA GRIMALDI

DIRECTOR OF

DIGITAL MARKETING

ERIN ROSE

SENIOR BRAND DIRECTOR

JACKIE INFANTE

CREATIVE DIRECTOR

ED OLEN

VIDEO PRODUCTION

SUPERVISOR

MARKETING

NEWPORT BEACH & COMPANY

GOVERNANCE
22-134

RACHEL BIRD

SENIOR MANAGER,

CLIENT ENGAGEMENT

ROBERTA EMMONS

SALES COORDINATOR

AMANDA KLIEM,

CDME, HMCC, CITP

DIRECTOR OF SALES

ENRIQUE PAOLO, CDME

NATIONAL ACCOUNT DIRECTOR

JANE LOENHORST

GROUP MARKETING &

COMMUNICATIONS DIRECTOR

JENNIFER BRANNON, CDME

NATIONAL ACCOUNT DIRECTOR
GROUP Sales

VISIT NEWPORT BEACH, INC
22-135
2022 - 2023

HERMES CREATIVE AWARDS
PLATINUM – London Week Food x Film Immersive Media Dinner:

Electronic Media - Video
PLATINUM – Sleigh this Season in Newport Beach: Social Media PLATINUM – A New Year’s Soiree: Social Media
PLATINUM – Pop the Bubbly: Social Media
PLATINUM – Photography Around Newport Beach: Animated Print PLATINUM – Float with Us: Animated Display Ads
PLATINUM – Float with Us: Social Media
GOLD – ABC15 Arizona Holiday Segments: Media Relations - TV Placement GOLD – Let’s Dream by the Sea: Strategic Campaign
GOLD – Let it Glow: Strategic Campaign
GOLD – Visit California Advertisement: Print Media Category GOLD – Float with Us: TV Commercial/Ad
HONORABLE MENTION – ABC7 Helicopter Live Stream of
Newport Beach Christmas Boat Parade: Media Relations - TV Placement

TELLY AWARDS
SILVER – London Week Food x Film Immersive Media Dinner: Non-Broadcast SILVER – Crystal Cove Neighborhood Guide: Social Video
BRONZE – Super Bowl Commercial: Local TV
BRONZE – 94th Oscars Commercial: Regional TV
BRONZE – Let’s Dream by the Sea Romantic Getaway: Regional TV BRONZE – Let’s Dream by the Sea Family Day: Regional TV BRONZE – Let’s Dream by the Sea in Newport Beach: Regional TV BRONZE – Let’s Dream by the Sea Girlfriend’s Getaway: Regional TV BRONZE – Let it Glow Holiday Campaign: Regional TV
BRONZE – Choose Tan Lines Over Lift Lines: Social Video BRONZE – Celebrate the 114th Newport Beach Christmas Boat Parade:

Social Video

MARCOM AWARD
GOLD – Let’s Dream by the Sea

LUXLIFE AWARD
Best Destination Marketing Organization in Orange County 2023

A W ARDS &
Accolades
22-136
2023 - 2024
MODERN LUXURY - Best of the City Award - Best Tourism Board – 2023

VISIT CALIFORNIA POPPY AWARD
Best Public Relations Campaign – Destination
Big Game Getaway

OCPRSA PROTOS AWARDS OF EXCELLENCE
Special Events & Observations - 114th Annual Newport Beach Christmas Boat Parade – 2023 AMERICAN ADVERTISING AWARDS – 2024
Silver Addy – Local: The Avant-Garde Award – Formula 1

VIDDY AWARDS
GOLD – A New Year’s Soiree in Newport Beach – Social Media GOLD – Celebrate the 114th Newport Beach Christmas Boat Parade – Social Media GOLD – Choose Tan Lines Over Lift Lines and Stay at Sea Level this Winter in Newport Beach – Social Media
GOLD – Float with Us: Romance on the Water – Marketing/Advertising GOLD – Life’s a Beach, and Lucky for you, we have plenty of them! – Social Media GOLD – Neighborhood Guide Series: Crystal Cove – Social Media GOLD – Newport Beach Super Bowl Commercial – Commercials – Tourism & Leisure GOLD – Pop the Bubbly New Year’s Eve is Here! – Social Media GOLD – “On the Red Carpet After the Awards”: Visit Newport Beach Commercial – Commercials – Tourism & Leisure
PLATINUM – Float with Us in Newport Beach – Social Media PLATINUM – Float with Us: Girlfriend’s Getaway – Integrated Marketing Campaign PLATINUM – Float with Us: Poolside – Integrated Marketing Campaign PLATINUM- Food x Film: A Four-Course Immersive Newport Beach Dining Experience – Interactive Brand Experience
PLATINUM – Let It Glow Holiday Campaign – Advertising Campaign PLATINUM – Let’s Dream by the Sea in Newport Beach – Advertising Campaign PLATINUM – Sleigh This Season in Newport Beach – Social Media PLATINUM – Visit Newport Beach: Big Game Getaway – Advertising Campaign PLATINUM – Float with Us this Spring – Marketing/Advertising Campaign PLATINUM – ‘Tis the Season for a Holiday Sea-Side Escape! – Social Media HERMES CREATIVE AWARDS - 2024
GOLD – Newport Beach Vacation Club – Digital Marketing Campaign GOLD – Food x Film Immersive Media Dinner – Documentary PLATINUM – Pit Stop in Newport Beach – Public Relations – Special Event PLATINUM – Après Sea – Social Media
HONORABLE MENTION – Formula 1 – Viva Vacation Club –
Integrated Marketing Campaign
HONORABLE MENTION – Newport Beach’s Big Game Getaway –
Integrated Marketing Campaign
133
22-137
What is a DMO?
A DMO
, or Destination Marketing Organization, is a body that promotes a speciﬁc destination to attract visitors, typically for tourism or business purposes. Visit Newport Beach is a DMO.

W
hat does Visit Newport Beach do?
Visit Newpor
t Beach is the ofﬁcial destination marketing organization for the city of Newport Beach, California. Its primary goal is to promote Newport Beach as a premier travel destination for visitors, meetings, and events. Visit Newport Beach works to showcase the city’s attractions, accommodations, dining, shopping, and recreational opportunities through marketing campaigns, advertising, public relations, and promotional activities. Visit Newport Beach also collaborates with local businesses, hotels, and attractions to enhance the overall visitor experience and drive tourism to the area.

H
ow is Visit Newport Beach funded?
DMOs are of
ten funded through a combination of public and private sources. Public funding may come from local government agencies or tourism taxes, while private funding may come from membership fees, grants, or other sources. Visit Newport Beach receives 18% of the Transient Occupancy Tax (TOT) from the City of Newport Beach, a tax that is charged overnight visitors staying in hotels and properties rented through home sharing services (i.e. Airbnb). TOT funds are used solely for leisure marketing efforts. Visit Newport Beach’s group and meetings department is funded through Meetings Assessment Partnership (MAP), private funding that is self-assessed at 5% by the hotels and resorts looking to garner group business.

FAQ’ S
22-138
135
What is the difference between a DMO and a CVB?
A DMO
, or Destination Marketing Organization, is a broader term that can include both Convention and Visitors Bureaus (CVBs) and Tourism Boards. CVBs typically focus more on attracting conventions and meetings, while Tourism Boards may have a broader focus on attracting leisure travelers.

H
ow does a DMO measure success?
DMOs may measure succes
s based on metrics such as visitor numbers, hotel occupancy rates, economic impact, or the success of speciﬁc marketing campaigns. They may also gather feedback from visitors to assess their experiences and satisfaction levels.

H
ow can a DMO benefit a destination?
A DMO can beneﬁt a destination by increasing visitor numbers , boosting the local economy, creating jobs,
destination development, community engagement, cultural preservation, and increased visibility in raising the destination’s proﬁle.
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136
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NEWPORT BEACH & COMPANY 2024 ©
1600 NEWPORT CENTER DRIVE • STE. 120 NEWPORT BEACH, CA 92660 VISITNEWPORTBEACH.COM • 949.719.6100 • 800.94.COAST

33.6189° N, 117.9298° W
22-142

Newport Beach City CouncilJuly 23, 2024

Newport Beach City Council
July 23, 2024