In 2025, the Little Rock Convention & Visitors Bureau (LRCVB) will continue to be the leading voice and the guiding resource of Little Rock’s Tourism Industry. In 2023, tourism supported 8,565 industry jobs and influenced direct tourism spending of more than $1.5 billion in Little Rock, saving each Little Rock household $1,079.
As the official destination marketing organization for the City of Little Rock, the LRCVB is charged with serving the city’s current visitors while also marketing and selling the city as a meeting, sports, and leisure travel destination, and managing multiple facilities including Statehouse Convention Center, Robinson
Center, Cromwell Building, River Market (including the Market Hall, First Security Amphitheater, and the pavilions), and multiple parking facilities. In 2023, the LRCVB launched a Tourism Master Plan (TMP), a 10-year vision for the organization’s future. This Business Plan outlines the steps the organization will take in 2025 to achieve these goals.
Gina Gemberling, CDME President & CEO
Little Rock Convention & Visitors Bureau
WILLIAM J. CLINTON
GOAL 1
Identify a sustainable and equitable pathway for the growth of the local tourism industry that will positively impact Little Rock residents economically and elevate the destination to visitors.
Growth in Little Rock’s tourism economy has a direct positive impact on the quality of life that all residents enjoy. This idea is foundational to the LRCVB’s mission and guides the goals, objectives, and strategies in this document. After unveiling a Tourism Master Plan in 2023, this Business Plan serves as a roadmap for accomplishing the plan’s goals and objectives.
2024 ACCOMPLISHMENTS
• Hosted 362 events in LRCVB-managed facilities, welcoming more than 547,000 guests and a direct spend of $44,260,043.
• Booked 213 future events with an estimated direct spend of $50,856,319.
• Aggregated more than 40 million digital impressions for Little Rock digital media networks.
• Engaged a consulting firm to further a Sports Facilities Feasibility Study.
• Continued to be an active participant in the Downtown Master Plan Executive Steering Committee.
• Leveraged and budgeted LRCVB funds to take on several Tourism Master Planrelated projects.
• Implemented new budget module in procurement software to better optimize resource allocation.
• Established and implemented new investment policy to generate returns to support tourism needs.
• Purchased two new LED walls and several other audio-visual items for customer rental.
• Partnered with the City of Little Rock to reimagine the River Market Hall.
• Collaborated with the City of Little Rock, City of North Little Rock, Pulaski County, and North Little Rock Tourism to determine the future of the bridge lights.
OBJECTIVE 1
Use existing operational funding to increase destination brand identity, attract more visitors, strengthen local quality of life, and to maintain and enhance facilities.
STRATEGY 1: Leverage existing LRCVB funds to identify priority-driven investment and resource allocation.
OBJECTIVE 2
Maximize operational revenue and tax funds to support potential tourism development projects, including a Resident Sentiment Study, a Visitor Profile Study, future Statehouse Convention Center expansion, and improvements to Robinson Center, River Market Hall, First Security Amphitheater, the B. Finley Vinson Plaza, and bridge lights.
STRATEGY 1: Identify new funding opportunities to broaden the LRCVB’s revenue base.
OBJECTIVE 3
Continue to ensure that tourism has a voice in ongoing destination development projects as it relates to the Tourism Master Plan.
STRATEGY 1: Ensure the Tourism Master Plan is utilized as a roadmap for destination development projects.
GOAL 2
Utilize a broad-spectrum, multi-channel sales and marketing approach to position Little Rock as a leading destination for leisure and group travel.
Little Rock is a vibrant community, a great place to call home, and an attractive destination for leisure and group travel. Sharing that message with the world is at the core of everything we do. From digital footprints and public relations to sales pipelines and service retention strategies, everything the LRCVB does is to elevate the city’s brand as a hospitable and welcoming destination. When we’re successful in that mission, the entire city benefits and the economic impact of our industry ripples out across our community.
2024 ACCOMPLISHMENTS
• Evolved the “Big on Little Rock” campaign for both the local and visitor audiences.
• Deployed True Omni kiosks to enhance the visitor experience and increase visitor spending.
• Introduced and deployed the LRCVB’s mobile marketing vehicle (Pebbles), with both in-and-out-of-market activations, including a True Omni kiosk.
• Streamlined branding of all LRCVB assets and responsibilities.
• Created and introduced the “Little Rock BIG Advantage” campaign to the meetings and conventions audiences.
• Continued the marketing partnership program with local attractions and tourism-focused events to attract visitors to Little Rock.
• Utilized social media influencers to achieve key engagement and reach metrics among core audiences.
• Expanded the Zartico subscription to support strategic marketing decisions.
OBJECTIVE 1
Enhance the LRCVB’s sales & services efforts to position Little Rock as a leading destination for group travel.
STRATEGY 1: Enhance leisure sales & services efforts to highlight the visitor experience, and increase visitation and spending.
STRATEGY 2: Identify opportunities to grow “bleisure” stays.
STRATEGY 3: Identify and refresh sales & services collateral to leverage team offerings to secure and retain meetings and events.
STRATEGY 4: Enhance the LRCVB’s trade show presence marketing strategy.
STRATEGY 5: Continue to develop and refine annual content calendar for sales & services needs.
STRATEGY 6: Evolve and amplify the “Little Rock BIG Advantage” campaign which is focused on meetings, events, and conventions.
OBJECTIVE 2
Enhance the LRCVB’s marketing efforts to position Little Rock as a leading destination for travel.
STRATEGY 1: Continue evolving the brand platform as a basis for creative direction.
STRATEGY 2: Continue to grow targeted marketing outreach.
OBJECTIVE 3
Leverage the LRCVB’s owned social media platforms to enhance its outreach to key target markets by focusing on creating and sharing effective, appealing content.
STRATEGY 1: Implement a “right channeling” approach to guide the LRCVB’s social media audiences toward the most relevant
platforms or resources, enhancing the overall user journey.
STRATEGY 2: Expand the LRCVB’s digital media presence by creating and promoting highly engaging, shareable content to reach a broader audience and foster greater community engagement.
STRATEGY 3: Foster deeper engagement and build brand loyalty through interactive and community-focused social media initiatives.
OBJECTIVE 4
Utilize a broad public relations strategy to influence media and consumer narratives about Little Rock.
STRATEGY 1: Develop a communications strategy.
STRATEGY 2: Utilize public relations tools and techniques to elevate the Little Rock brand.
OBJECTIVE 5
Utilize LittleRock.com as a powerful owned marketing channel to attract and convert visitors to the destination.
STRATEGY 1: Continue to grow LittleRock.com to evolve its design, features, and increase website traffic.
OBJECTIVE 6
Utilize a content calendar that includes sales, leisure, and industry-wide narratives for yearlong planning and promotion.
STRATEGY 1: Develop the 2025 content calendar.
ARKANSAS MUSEUM OF FINE ARTS
GOAL 3
Optimize the utilization of all LRCVB-managed facilities and identify potential new revenue sources that allow for maximized potential income.
The LRCVB’s managed facilities – Statehouse Convention Center, Robinson Center, Cromwell Building, the River Market (including the Market Hall, First Security Amphitheater, and the pavilions), and multiple parking facilities – are a major asset and source of greater revenue development. Capitalizing on these assets’ potential will allow the LRCVB to achieve a more stable financial position.
2024 ACCOMPLISHMENTS
• Created new Definite sales booking goals.
• Established schedule to refresh pricing bi-annually.
• Purchased state of the art robotic maintenance equipment to increase efficiency and maintain refreshed spaces.
• Updated monthly, quarterly, and annual reports based on stakeholder audiences.
• Purchased a suite of new technology upgrades across LRCVB-managed facilities.
• Researched and developed new audiovisual and information technology package offerings for groups to better leverage assets and generate higher return on investment on equipment purchases.
• Continued to prioritize Tourism Master Plan-related projects in the capital budget.
• Budgeted and executed capital projects to upgrade LRCVB-managed facilities to ensure they stay competitive in the marketplace (Statehouse Convention Center restrooms, two new LED walls, atrium flooring, lighting and paint upgrades, Wally Allen Ballroom air walls, information technology infrastructure refresh, etc.).
• Monitored and reported monthly on Statehouse Convention Center optimization progress.
OBJECTIVE 1
Continue to increase revenue and develop a targeted sales approach across LRCVBmanaged facilities.
STRATEGY 1: Monitor and evaluate trends, key performance indicators (KPIs), and learnings, to maximize bookings at the Statehouse Convention Center.
STRATEGY 2: Identify new sales and booking goals for the Statehouse Convention Center to increase revenues.
STRATEGY 3: Identify new sales and booking goals for Robinson Center to increase revenues.
STRATEGY 4: Create new reporting mechanisms.
OBJECTIVE 2
Enhance the LRCVB’s opportunities to generate additional operational revenue.
STRATEGY 1: Conduct market research for packages, service fees, and pricing, while communicating new and upgraded facilities technology as a source of revenue.
STRATEGY 2: Purchase additional equipment to lessen the need for outsourcing.
OBJECTIVE 3
Continue facility upgrades and maintenance to put all LRCVB-managed facilities at the forefront of their competitive sets.
STRATEGY 1: Continue to prioritize the capital project list.
STRATEGY 2: Monitor industry trends in facility operations.
GOAL 4
Refine a service-centric approach by building brand loyalty to elevate the customer experience encouraging repeat stays and positive word of mouth.
By transforming our customers into our advocates, the LRCVB can harness the power of repeat business and word of mouth marketing to position itself as an even more favorable destination for group and leisure travel.
2024 ACCOMPLISHMENTS
• Reenvisioned the pre-conference process, including site visits and pre-con meetings.
• Designed a comprehensive activation strategy for LRCVB’s mobile marketing vehicle (Pebbles) that includes interactive experiences, giveaways, memorabilia, and other branded collateral.
• Launched the Little Rock Tourism Ambassador Program and achieved 100% completion of the certification program for all LRCVB team members.
• Offered employee training to ensure upto-date knowledge among the workforce, including CPR, first aid, and other relevant training.
• Prioritized Guidepost’s security and technology recommendations (camera and door lock integration, multi-factor authentication, SASE Firewalls, Intune device management, vSOC, Windows Hello, cloud-based email filter, enhanced highdensity Wi-Fi, phishing e-mail testing and training).
• Created a process for customized site visits.
• Successfully aligned the schedule of the downtown ambassadors with events in LRCVB-managed facilities.
• Hosted a year’s worth of LRCVB-managed events and activations including The 2024 Great American Eclipse, adopt-a-street clean-up initiatives, 50th Anniversary of the Farmers Market, High School Tourism Day, Jazz in the Park, River Market Live!, the BIG Little Rock Holiday Parade, Sip, See & Savor: Celebrating Black History in Little Rock, River Market Entertainment District’s Birthday Bash, Hispanic Heritage Celebration, and more.
• Implemented new in-facility wayfinding systems in accordance with new LRCVB branding.
• Researched potential locations for new a visitor experience center in the River Market Entertainment District.
• Launched the True Omni kiosks to enhance the visitor experience.
• Integrated camera systems with the City of Little Rock’s Real Time Crime Center.
• Continued funding, monitoring compliance, and support of the Downtown Ambassador Program in collaboration with the City of Little Rock and Downtown Little Rock Partnership.
RIVER MARKET LIVE!
OBJECTIVE 1
Continue to refine visitor services strategy needs and opportunities for growth and optimization.
STRATEGY 1: Determine potential visitor experience center needs and timelines.
STRATEGY 2: Maximize True Omni kiosks to enrich the visitor experience and drive visitor data collection.
STRATEGY 3: Develop new client survey to include questions about the destination as a whole.
OBJECTIVE 2
Position LRCVB’s mobile marketing vehicle (Pebbles) for advocacy, community engagement, and to provide visitor services.
STRATEGY 1: Utilize the mobile marketing vehicle (Pebbles) as a tool to build Little Rock’s brand equity.
OBJECTIVE 3
Continue providing safe and secure facilities for the LRCVB’s customers and community.
STRATEGY 1: Conduct biannual review of all LRCVB safety and emergency plans and procedures.
STRATEGY 2: Complete security upgrades in LRCVB-managed facilities.
OBJECTIVE 4
Enhance services provided to meeting planners to ensure satisfaction and customer retention and increase attendance and overall visitor spending.
STRATEGY 1: Evaluate and improve current destination service offerings.
OBJECTIVE 5
Ensure technology upgrades align with the larger technology trends in the meetings industry.
STRATEGY 1: Work with vendors to ensure Artificial Intelligence can interface with technology upgrades in the future.
OBJECTIVE 6
Bolster the LRCVB’s support offerings to event promoters to strengthen industry relationships and make LRCVB-managed facilities even more desirable venues.
STRATEGY 1: Refine support of ticketedshow requirements and promoter needs in collaboration with operations.
STRATEGY 2: Compile a range of marketing and promotional tools and strategies available to event promoters with LRCVB facilitation.
OBJECTIVE 7
Improve the visitor experience by supporting the Little Rock Tourism Ambassador Program.
STRATEGY 1: Establish the Little Rock Tourism Ambassador Program as the official training program for the tourism industry.
STRATEGY 2: Continue to support the Downtown Ambassador Program.
OBJECTIVE 8
Develop a diverse spectrum of activities that cater to a range of interests, thereby enriching the visitor experience.
STRATEGY 1: Host LRCVB-owned events and activations to improve the visitor experience, increase visitor spending, and encourage return visits.
GOAL 5
Use advocacy and inclusion to raise the community’s awareness of the role tourism plays in the local economy and as a catalyst for local pride.
The LRCVB’s success is everyone’s success. When our residents feel seen and valued by our brand, we ensure that everyone feels seen, connected to, and invested in our success. We won’t rest until everyone in Little Rock shares our Big on Little Rock spirit.
2024 ACCOMPLISHMENTS
• Strengthened the rapport with adjacent hotels by implementing a new group text system and conducting weekly meetings with hotel staff.
• Successfully pitched and garnered media coverage for three conventions and an announcement for a high-profile 2026 conference in partnership with the Little Rock Regional Chamber and Metro Little Rock Alliance.
• Secured an Arkansas Democrat-Gazette guest opinion editorial in honor of National Travel & Tourism Week that was bylined by LRCVB President & CEO, Gina Gemberling.
• Developed and executed a media strategy for both the roll-out and the naming of the LRCVB’s first-ever mobile marketing vehicle (Pebbles).
• Hosted a mobile marketing vehicle (Pebbles) launch event for community and local media.
• Created a new partnership with Academies of Central Arkansas to strengthen awareness of the tourism industry as a career path.
• Partnered with the Arkansas Hospitality Association (AHA) and with Academies of Central Arkansas to present the Little Rock Tourism Ambassador Program at the AHA’s regional meeting.
• Supported the Arkansas Foodbank to develop a Central Arkansas Restaurant Weeks campaign with outreach to restaurants and promotional marketing.
• Successfully hosted a year of owned events across the community and industry including: The 2024 Great American Eclipse, adopt-astreet clean-up initiatives, 50th Anniversary of the Farmers Market, High School Tourism Day, Jazz in the Park, River Market Live!, the BIG Little Rock Holiday Parade, Sip, See & Savor: Celebrating Black History in Little Rock, River Market Entertainment District’s Birthday Bash, Hispanic Heritage Celebration, and more.
• Served as the central hub for all information related to the 2024 Eclipse, with LRCVB’s website serving as a clearinghouse for attractions and local businesses to share their events and activities.
• Participated in several job fairs and awareness events.
• Continued internship and youth summer work programs exposing students to hospitality career opportunities.
• Partnered with Global Ties Arkansas to host a professional fellow as part of the Young Transatlantic Innovation Leaders Initiative Program (YTILI).
LITTLE ROCK FARMERS MARKET
OBJECTIVE 1
Engage with tourism industry partners to better share information, ideas, and opportunities, including key advocacy areas.
STRATEGY 1: Develop a communications plan targeted to industry partners.
STRATEGY 2: Facilitate tourism partners’ adoption of LRCVB software.
STRATEGY 3: Ensure the smooth rollout of the LRCVB’s Extranet following the completion of the iDSS (customer relationship management system) redesign.
OBJECTIVE 2
Utilize local media to bolster tourism awareness and advocacy.
STRATEGY 1: Develop a communications plan for local media.
OBJECTIVE 3
Develop the community engagement program to grow the LRCVB’s presence in the destination.
STRATEGY 1: Build out the community engagement touchpoint to support all aspects of the LRCVB’s commitment to industry and community through education to further the organization’s position as a leader, resource, and steward of the destination.
GOAL 6
Utilize current research methodologies as well as new data tools to devise comprehensive organizational key performance indicators and create a schedule for departmental benchmarking and strategic recalibrations.
Informed decisions are the best decisions, and that’s why we equip ourselves with the best data and data analyzation tools possible. Aligning our work to current industry-standard best practices and benchmarks ensures that we’re always acting in the best interest of our goals and Little Rock at large.
2024 ACCOMPLISHMENTS
• Launched a Visitor Profile Study to gain an understanding of Little Rock’s visitor demographics, behaviors, and motivations to help guide future development priorities.
• Conducted a Sports Facilities Feasibility Study to provide critical insights into infrastructure needs and economic impacts, helping to strategically position Little Rock to capitalize on the growing sports tourism industry.
• Completed a Tourism Impact Study to provide the economic implications of tourism in Little Rock.
• Continued to conduct market research on destination standards and best practices for accessibility.
OBJECTIVE 1
Monitor key performance indicators of the organization that align with the Tourism Master Plan.
STRATEGY 1: Support administration in determining the development of dashboards for monitoring key performance indicators for the organization.
OBJECTIVE 2
Increase the number of available data streams to support better decision-making and to elevate our local advocacy and awareness efforts.
STRATEGY 1: Aggregate data sets, including data from state tourism, Zartico, AirDNA, and CoStar.
STRATEGY 2: Complete the Visitor Profile Study and utilize the findings to guide future decision-making.
STRATEGY 3: Conduct a Resident Sentiment Study.
DÍA DE MUERTOS
GOAL 7
Use a strong data-driven approach to create an internal culture that puts social inclusion initiatives at the forefront while dismantling internal barriers to interdepartmental communications and ensuring employee retention.
For us to be most successful, the principles of social inclusion have to be centered in our work, our culture, and our outcomes. Little Rock’s diversity is one of its strongest assets, and we must not only lean into that diversity but reflect it both internally and outwardly to the world.
2024 ACCOMPLISHMENTS
• Hosted an annual social inclusion training.
• Ensured supervisory roles had adequate training on good management practices.
• Successfully participated in the City of Little Rock’s Summer Youth Employment Program.
• Developed customer service training centered around the organization’s core values.
• Achieved 100% completion of the Little Rock Tourism Ambassador Program by all LRCVB team members.
• Researched best practices in accessibility in the tourism industry.
• Implemented KPI tracking of spend with disadvantaged vendors.
OBJECTIVE 1
Continue the LRCVB’s social inclusion initiatives to become a stronger and more diverse organization.
STRATEGY 1: Enhance social inclusion programs internally with key goals.
OBJECTIVE 2
Grow LRCVB workforce to support the Tourism Master Plan needs.
STRATEGY 1: Position the LRCVB as a great place to work in Little Rock.
STRATEGY 2: Utilize the LRCVB internship program to serve as an “on-ramp” to potential future tourism industry employees.
STRATEGY 3: Serve as a steward and advocate for the tourism industry in Little Rock.
OBJECTIVE 3
Increase employee retention to ensure the strength of the LRCVB’s workforce.
STRATEGY 1: Revitalize the employee committees to foster a greater sense of organizational community.
OBJECTIVE 4
Reevaluate training and workflow processes to maximize efficiency.
STRATEGY 1: Explore opportunities for developmental training.
STRATEGY 2: Ensure employees are trained on current LRCVB policies and best practices.
OBJECTIVE 5
Enhance internal communications to break down inter and intra-departmental silos and create a culture of shared knowledge and understanding.
STRATEGY 1: Ensure appropriate employees are trained on all LRCVB IT management software.
OBJECTIVE 6
Ensure all communications SOPs and plans align with industry standards to help the departments function at the highest levels.
STRATEGY 1: Create a new destination crisis communications plan that includes the existing crisis communications plan for LRCVB-managed facilities.
STRATEGY 2: Evaluate the efficacy of current SOPs.
