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.
Utilize a broad-spectrum, multi-channel sales and marketing approach to position Little Rock as a leading destination for leisure and group travel.
Optimize the utilization of all LRCVB-managed facilities and identify potential new revenue sources that allow for maximized potential income.
Refine a service-centric approach by building brand loyalty to elevate the customer experience, encouraging repeat stays and positive word of mouth.
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.
Utilize current research methodologies as well as new data tools to devise comprehensive organizational key performance indicators (KPIs) and create a schedule for departmental benchmarking and strategic recalibrations.
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.
CEO STATEMENT
In 2026, the Little Rock Convention & Visitors Bureau (LRCVB) will continue to be the leading voice and guiding resource of Little Rock’s tourism industry. According to Arkansas Tourism’s Economic Impact Report, in 2024, tourism supported 12,213 industry jobs and influenced direct tourism spending of more than $2.19 billion in Pulaski County.
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 the Statehouse Convention Center, Robinson Center, First Security Amphitheater, River Market Ottenheimer Hall and pavilions, and multiple parking facilities. Following the unveiling of the Tourism Master Plan in 2023, this Business Plan serves as a roadmap for accomplishing the plan's goals and objectives.
Gina Gemberling, CDME President & CEO Little Rock Convention & Visitors Bureau
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 for all residents. This idea is foundational to the LRCVB's mission and guides the goals, objectives, and strategies in this document.
2025 ACCOMPLISHMENTS
• Completed an operational review of service procedures for the First Security Amphitheater, including a newly optimized staffing strategy and new concessions revenue streams.
• Worked with the City of Little Rock on a Request for Qualifications (RFQ) for the development and operation of Ottenheimer Market Hall.
• Created long-term staffing plans for the mobile marketing vehicle, Pebbles, and the new Visitor Experience Center.
• Continued to optimize usage in both the Statehouse Convention Center and Robinson Center, including a multiyear room rental strategy leading to maximized revenues and continued growth.
ONGOING PRIORITIES
• Use existing operational funding to increase destination brand identity, attract more visitors, provide exceptional service, maintain and enhance facilities, and strengthen the local quality of life.
• Assess the available budget capacity to support staffing needs, capital projects, and sales and marketing initiatives.
• Explore new industry trends and opportunities to streamline operations, enhance efficiency, and drive sustainable revenue growth.
• Invest in additional production and service equipment aligned with emerging industry trends to expand capabilities and increase revenue potential.
• Participated in the Downtown Master Plan Implementation Committee to ensure priorities aligned with the needs of future visitors.
• Grew customer rental options by identifying and purchasing new equipment resulting in increased revenues.
• Worked with city officials on opportunities to include LRCVB-managed facilities in the Downtown Little Rock Energy District.
• Participate in the Downtown Master Plan Implementation Committee to ensure tourism perspectives and impacts are fully considered in planning and implementation efforts.
• Maintain and operate the River Lights in the Rock and bridges to ensure they remain functional and continue to enhance the riverfront experience.
• Produce and activate high-quality community events— including Jazz in the Park, the Little Rock Farmers Market, and the Downtown Holiday Parade—that enrich the visitor experience, strengthen downtown vibrancy, and improve the quality of life for Little Rock residents.
OBJECTIVE 1
Maximize operational revenue and tax funds to support tourism development projects.
STRATEGY 1: Play a critical role in the redevelopment of River Market Hall.
STRATEGY 2: Create a visitor experience center that highlights Little Rock’s amenities, culture, and identity for both visitors and residents.
STRATEGY 3: Establish Juneteenth weekend as a signature destination event that drives regional and national visitation.
STRATEGY 4: Advocate for the development, renovation, and enhancement of key destination facilities.
OBJECTIVE 2
Incorporate the Tourism Master Plan into all planning and decision-making processes for destination development projects.
STRATEGY 1: Advocate for and ensure tourism representation in all future destination development initiatives that impact the tourism sector.
OBJECTIVE 3
Support the City of Little Rock’s priorities in alignment with the Little Rock Advertising & Promotions Commission.
STRATEGY 1: Ensure a more synchronous workflow with the City of Little Rock for business permit and tax permit processes.
STRATEGY 2: Continue to explore the Energy District with the City of Little Rock.
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 designed to elevate the city’s brand as a hospitable and welcoming destination. When we succeed in that mission, the entire city benefits, and the economic impact of our industry ripples throughout the community.
2025 ACCOMPLISHMENTS
• Created a new marketing campaign and brand refresh to be launched in 2026.
• Created unique landing pages for individual target markets, including Dallas, Chicago, Memphis, and more.
• Developed and refined a system for refreshing creative content on LittleRock.com.
• Defined new research-based marketing personas for content delivery and targeted outreach.
• Developed a new internal procedure to promote local events occurring during or adjacent to meetings and conventions, enabling effective cross-promotion and “bleisure” travel.
• Defined new data processes for Pebbles and the soon-toopen Visitor Experience Center.
• Utilized internal software to more effectively track and distinguish communications for annual business versus new business.
• Refreshed the organization’s brand promise to ensure it is informed by new data and is supported by the new brand refresh.
• Executed a new meetings video and photoshoot, including leisure elements to align with the new brand campaign refresh.
• Continued to grow Little Rock’s brand presence through marketing partnerships with local partners.
• Created a new Tax Permittee Welcome Packet for new businesses designed to familiarize them with the LRCVB and its role in the tourism industry for implementation with the new marketing campaign and brand refresh launch.
• Developed a new partnership with local influencers and content creators to produce authentic and engaging content.
• Created a new media kit that introduces regional, national, and international media to the Little Rock experience.
ONGOING PRIORITIES
• Produce an annual content calendar as a roadmap for all LRCVB content, creative assets, and marketing.
• Grow and expand targeted marketing outreach.
• Grow LittleRock.com to evolve its design, features, and increase website traffic.
• Enhance the LRCVB's current marketing efforts to position Little Rock as a leading destination for travel.
• Continue to focus on research-based personas in creating and delivering content.
• Utilize the LRCVB's owned email lists and purchased lists to maximize direct targeting geography, psychographics, and aligned interests.
• Utilize a broad public relations strategy to influence media and consumer narratives about Little Rock.
• Develop an annual communications strategy with key industry trade publications and leverage editorial calendars.
• Utilize public relations tools and techniques to elevate the Little Rock brand, including highlighting the local restaurant industry with out-of-market public relations efforts.
OBJECTIVE 1
Enhance LittleRock.com where it works for every aspect of the LRCVB’s business, from meetings, sales, and facilities to leisure tourism, local awareness, and advocacy.
STRATEGY 1: Create a list of clear deliverables from each division on what information and functionality should be added to the website.
STRATEGY 2: Develop a clear benchmark framework for defining success in website growth.
OBJECTIVE 2
Enhance the LRCVB’s current sales efforts to position Little Rock as a leading destination for group travel.
STRATEGY 1: Support meeting planners with enhanced marketing and visitor experience resources.
STRATEGY 2: Increase opportunities to grow "bleisure" stays.
STRATEGY 3: Identify and refresh Sales, Services, & Community Engagement collateral to leverage team offerings to secure new meetings and events.
STRATEGY 4: Enhance the LRCVB’s trade show presence marketing strategy.
STRATEGY 5: Create a meetings incentives plan for planners.
OBJECTIVE 3
Enhance the LRCVB’s current marketing efforts to position Little Rock as a leading destination for travel.
STRATEGY 1: Continue to grow targeted marketing outreach.
STRATEGY 2: Successfully launch the new marketing campaign.
OBJECTIVE 4
Leverage social media and digital storytelling to increase awareness and engagement with the Little Rock brand.
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.
OBJECTIVE 5
Utilize LittleRock.com as a powerful, owned-marketing channel to attract and convert visitors to the destination.
STRATEGY 1: Refine website content to address the needs of diverse traveler segments.
GOAL 3
Optimize the utilization of all LRCVB-managed facilities and identify potential new revenue sources that allow for maximum potential income.
Facilities managed by the LRCVB are a major asset and source of revenue growth. These include the Statehouse Convention Center, Robinson Center, First Security Amphitheater, River Market Ottenheimer Hall and pavilions, and multiple parking facilities. Capitalizing on these assets' potential will allow the LRCVB to achieve a more stable financial position.
2025 ACCOMPLISHMENTS
• Continued capital improvements to LRCVB-operated facilities.
• Began developing KPI dashboards into a business intelligence platform collaborative across all LRCVB divisions.
• Identified new IT and Wi-Fi needs for the B. Finley Vinson Plaza and the new Visitor Experience Center.
• Successfully executed an aggressive capital projects schedule while continuing to prioritize key initiatives.
ONGOING PRIORITIES
• Increase revenue and develop a targeted sales approach across LRCVB-managed facilities.
• Monitor and evaluate trends and KPIs.
• Continue to monitor lost business reports to identify trends and key learnings.
• Enhance the LRCVB’s opportunities to generate operational revenue.
• Continue upgrades and maintenance to put all LRCVBmanaged facilities at the forefront of their competitive sets.
• Continue to prioritize the capital project list.
• Strengthen the LRCVB’s relationship with key promoters.
OBJECTIVE 1
Continue to increase revenue and develop a targeted sales approach across LRCVB-managed facilities.
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: Increase operating efficiencies across all LRCVB-managed facilities.
OBJECTIVE
2
Fully incorporate add-on services and technology upsell opportunities into all customer communications, including Sales, Services, & Community Engagement interactions, as well as the booking and event detailing processes.
STRATEGY 1: Ensure alignment between the Operations Division and the Sales, Services, & Community Engagement Division.
STRATEGY 2: Finalize marketing opportunities and strategy for add-on services and technology features.
OBJECTIVE 3
Utilize a refined Marketing Partnership Program to identify signature events that may expand into regional room night generators.
STRATEGY 1 : Create a measurement tool that analyzes year-overyear hotel room night growth for key events.
STRATEGY 2: Create new ways to extend and enhance the current program.
STRATEGY 3: Identify the type of event and time of year that would be most successful in Little Rock.
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.
2025 ACCOMPLISHMENTS
• Completed the design of a new visitor experience center, which will open in mid-2026.
• Developed a comprehensive calendar of Pebbles deployments.
• Drove record growth in e-newsletter sign-ups.
• Began Phase One of security camera upgrades throughout LRCVB-managed facilities.
• Strengthened relationships with show promoters to make Robinson Center a venue of choice for touring acts.
• Continued enhancement of the Downtown Little Rock Ambassador Program to meet both resident and visitor needs.
ONGOING PRIORITIES
• Provide high-quality service to visitors, customers, and residents.
• Utilize Pebbles, Visitor Experience tables, and the Visitor Experience Center to drive visitor engagement and data collection.
• Provide safe and secure facilities for the LRCVB's customers and community.
• Conduct biennial review of all LRCVB safety and emergency plans and procedures.
• Enhance services provided to meeting planners to ensure customer satisfaction and retention while increasing attendance and overall visitor spending.
• Ensure technology upgrades align with the larger technology trends in the meetings industry.
• Improve the visitor experience by supporting the Little Rock Tourism Ambassador Program.
• Maximize True Omni kiosks to enrich the visitor experience and drive visitor data collection.
• Created an employee-led Artificial Intelligence (AI) committee to explore potential needs and uses.
• Continued the Little Rock Tourism Ambassador Program as the official training and certification program for the tourism industry.
• Continued to enhance LRCVB-owned events and activations to enrich the visitor experience and quality of life for residents.
OBJECTIVE 1
Successfully open the Visitor Experience Center.
STRATEGY 1: Determine potential Visitor Experience Center needs and timelines.
OBJECTIVE 2
Create a strategy for survey-based data collection for LRCVB customers.
STRATEGY 1: Develop a new leisure survey.
STRATEGY 2: Develop a new promoter survey.
STRATEGY 3: Develop a new convention services survey.
OBJECTIVE 3
Bolster the LRCVB’s support offerings to event promoters to strengthen industry relationships and elevate the appeal of LRCVB-managed facilities.
STRATEGY 1: Compile a range of marketing and promotional tools and strategies available to event promoters, facilitated by the LRCVB.
STRATEGY 2: Create a Standard Operating Procedure (SOP) that defines every step of the artist experience for each show.
OBJECTIVE 4
Provide an elevated experience for customers of LRCVB-managed facilities.
STRATEGY 1: Create an SOP for connecting with large high-profile groups.
STRATEGY 2: Before booking, ensure the Operations Division and Sales, Services, & Community Engagement Division are aligned on key targets and goals.
OBJECTIVE 5
Utilize Pebbles, Visitor Experience tables, and the new Visitor Experience Center to drive visitor experience and data collection.
STRATEGY 1: Develop a targeted strategy to ensure Pebbles, Visitor Experience tables, and the new Visitor Experience Center are maximized as data collection tools.
STRATEGY 2: Create a promotional strategy that builds visitation to Pebbles, Visitor Experience tables, and the new Visitor Experience Center.
OBJECTIVE 6
Create a pipeline for new and sustained Little Rock Tourism Ambassador Program enrollment that focuses on industry partners.
STRATEGY 1: Develop an “always on” pipeline for new Little Rock Tourism Ambassador Program enrollees.
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 see themselves reflected in our brand, they feel connected to our mission and invested in our success.
2025 ACCOMPLISHMENTS
• Supported tourism partners by understanding and evaluating their use of the LRCVB’s iDSS Extranet.
• Created and coordinated public relations campaigns for local media outlets that highlighted the importance of the tourism industry through events like National Travel & Tourism Week and Destination Professionals Day.
• Unveiled reports from the Visitor Profile Study, Potential Visitor Study, and Resident Sentiment Study to the community.
• Continued support of the Arkansas Foodbank’s Restaurant Month.
• Expanded the LRCVB’s Community Engagement team.
ONGOING PRIORITIES
• Engage with tourism industry partners to better share information, ideas, and opportunities, including key advocacy areas.
• Ensure advocacy efforts are reflected in the annual content calendar, including but not limited to: Tourism Talk, Food Flash, quarterly tourism industry mixers, the Little Rock Tourism Ambassador Program, and National Travel & Tourism Week.
• Utilize local media to bolster tourism awareness and advocacy.
• Develop the community engagement program to grow the LRCVB's presence in Little Rock.
• Leverage National Travel & Tourism Week, Destination Professionals Day, Service Professionals Day, and Meetings Mean Business to highlight the importance of Little Rock's tourism industry, LRCVB-managed facilities, and to elevate key advocacy messages.
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 toward industry partners.
STRATEGY 2: Facilitate tourism partners' adoption of the LRCVB Extranet.
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 Little Rock.
STRATEGY 1: Build out the community engagement outreach program 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.
OBJECTIVE 4
Revitalize a local awareness campaign that inspires residents within associations and organizations to advocate for bringing meetings, conventions, and events to Little Rock.
STRATEGY 1: Create a workplan to reimagine and relaunch the “bring your meeting home” program.
STRATEGY 2: Develop a targeted promotional strategy for the campaign within the community.
OBJECTIVE 5
Develop foundational messaging for the LRCVB and its advocacy goals.
STRATEGY 1: Craft an “elevator pitch” for the LRCVB to ensure that every employee, partner, and ambassador is communicating the LRCVB’s value clearly and consistently.
GOAL 6
Utilize current research methodologies as well as new data tools to devise comprehensive organizational key performance indicators (KPIs) 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 analysis tools possible. Aligning our work to current industry standards, best practices, and benchmarks ensures that we're always acting in the best interest of our goals and Little Rock at large.
2025 ACCOMPLISHMENTS
• Released an RFQ and completed Little Rock’s first ever Resident Sentiment Study, showcasing locals’ understanding of and relationship to the city’s visitors and the industry that supports them.
• Utilized the Visitor Profile Study, Potential Visitor Study, and Zartico, a tourism intelligence platform, to support better decision-based marketing efforts.
• Began developing PowerBI dashboards to monitor KPIs.
ONGOING PRIORITIES
• Monitor KPIs of the organization that align with the Tourism Master Plan.
• Develop dashboards for monitoring KPIs for the organization.
• Invest in data platforms to support better decisionmaking and to elevate our local advocacy and awareness efforts.
• Utilize Visitor Profile, Potential Visitor, and Resident Sentiment studies to inform marketing decisions and messaging for visitors, potential visitors, and residents.
OBJECTIVE 1
Monitor KPIs of the organization that align with the Tourism Master Plan.
STRATEGY 1: Develop a KPI dashboard to aid in making key decisions.
STRATEGY 2: Create new reporting mechanisms for the Statehouse Convention Center and Robinson Center.
OBJECTIVE 2
Identify efficiencies across organizational platforms and subscriptions to streamline operations, reduce redundancy, and maximize the value of existing technology resources.
STRATEGY 1: Evaluate and consolidate systems where possible to reduce the number of subscriptions, improve integration across departments, and eliminate overlapping tools or functions.
OBJECTIVE 3
Leverage the 10-year anniversary of Robinson Center's grand re-opening as an opportunity to evaluate the facility’s impact, performance, and future potential while engaging the community and strengthening longterm strategic planning.
STRATEGY 1: Engage an external consultant through an RFQ process to conduct a comprehensive assessment of Robinson Center and develop a forward-looking analysis to guide future decision-making.
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.
To achieve the greatest success, the principles of social inclusion must be central to our work, culture, and 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.
2025 ACCOMPLISHMENTS
• Hosted social inclusion training for all employees.
• Developed new communication channels with key stakeholders to monitor workforce trends at the local level.
• Created an organizational AI Committee to explore ways the LRCVB can utilize AI tools.
• Established a clear SOP template that was implemented across the organization.
• Streamlined internal employee committees to focus on AI and internal celebrations.
• Continued to offer new employee training opportunities.
ONGOING PRIORITIES
• Grow and evolve the workforce to support the Tourism Master Plan and evolving needs in the industry.
• Provide ongoing, organization-wide training opportunities, including at least one annual training focused on social inclusion.
• Retain talent by ensuring employees feel valued, supported, and able to grow.
• Create cross-departmental working groups and goals to encourage collaboration and dismantle silos.
• Provide cross-departmental staff celebrations, information, and training events.
• Invest in development opportunities to support employee and organizational growth.
OBJECTIVE 1
Strengthen employee retention at the LRCVB by cultivating an engaged, supported, and inclusive workforce capable of delivering the Tourism Master Plan.
STRATEGY 1: Enhance leadership effectiveness by strengthening inclusive management practices and a culture that promotes employee engagement and retention.
STRATEGY 2: Create a structured departmental onboarding program to set clear, consistent expectations and support the success of new employees.
STRATEGY 3: Invest in continuous learning and professional development to enhance employee skills, engagement, and retention.
STRATEGY 4: Cultivate employee connection and engagement through intentional networking and gathering opportunities to break down inter- and intra-departmental silos and create a culture of shared knowledge and understanding.
OBJECTIVE 2
Complete implementation of new policies and, moving forward, ensure all SOPs and plans align with industry standards to help the departments function at the highest levels.
STRATEGY 1: Complete implementation of new IT policies.
STRATEGY 2: Formalize an instructional process for all SOPs across departments.
STRATEGY 3: Create a new destination crisis communications plan that includes the existing crisis communications plan for LRCVB-managed facilities.
