Newport Beach & Company Destiantion Buisness Plan Supplement Fiscal Year 2022

FIS CA L-Y E A R 202 2

RE-ENGAGE. REVITALIZE. REJOICE. N EWP O RT BE AC H & C O M PA N Y D EST IN AT IO N BUSI N ES S P L A N SU P P L E M E N T

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Q3 Q4

R 2021 • • • • • • • • • • • • • • • • JANUARY - MARCH 2022 • • • • • • • • • • • APRIL - JUNE 2022

NEWPORT BEACH SPRING FILM FESTIVAL U.K. HONOURS EVENT LEISURE CAMPAIGN & U.K. PROMOTION MARCH - JUNE FEBRUARY MEETING INDUSTRY WINTER COUNCIL LEISURE CAMPAIGN MARCH DECEMBER - FEBRUARY

NEWPORT BEACH CHRISTMAS BOAT PARADE DECEMBER

SALES ALL/WINTER ROMOTION MBER - FEBRUARY

RE-ENTER UK MARKET JANUARY - JUNE

NEWPORT BEACH RESTAURANT WEEK JANUARY

RE-ENTER CANADA MARKET APRIL - JUNE

HELMSBRISCOE ANNUAL MEETING APRIL

TABLE OF CONTENTS INTRODUCTION 04 05

EXECUTIVE SUMMARY NEWPORT BEACH & COMPANY OVERVIEW AND AUDIENCE OVERVIEW

VISIT NEWPORT BEACH, INC. BUSINESS PLAN 08 32

LEISURE TRAVELER AUDIENCE BUSINESS PLAN MEETING PLANNER AUDIENCE BUSINESS PLAN

NEWPORT BEACH & COMPANY BUSINESS PLAN 50 66

LOCAL COMMUNITY AUDIENCE BUSINESS PLAN ORGANIZATION AUDIENCE BUSINESS PLAN

GOVERNANCE 82 84 86 90 91 92

BUDGETS GOALS BRAND ARCHITECTURE EXECUTIVE COMMITTEE & BOARD OF DIRECTORS TBID BOARD OF DIRECTORS AND MARKETING COMMITTEE NEWPORT BEACH & COMPANY TEAM

INTRODUCTION

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04 E X ECU T I VE SU MMARY

05 N EWP ORT B E ACH & C OMPANY OVE RVI EW AND AU DI E NCE OVE RVI EW

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EXECUTIVE SUMMARY After a year of dramatic health and economic implications from the COVID-19 global pandemic and its devastating toll on the hospitality, travel, tourism, restaurant, attraction and entertainment industries, Newport Beach & Company is poised to accelerate growth and recover as we re-engage marketing and sales in all of our markets, revitalize our domestic and international programs, and rejoice in the return to travel, meetings, conferences and a strong, vibrant tourism, meetings and visitor economy in Newport Beach, California.

We survived the worst period ever in the tourism industry, and this is our comeback year.

In this new plan, Newport Beach & Company will lead the region and its competitors in leisure travel recovery and bring meetings and conferences back to Newport Beach via an historic $1.2 million paid-advertising campaign and another historic Group Sales Client “1,000 Reasons” Incentive to build back our tourism economy and meetings industry even better.

Through this new plan, we will re-engage with customers and clients, meeting planners and media and consumers throughout all of our feeder markets and beyond. The new fiscal year will also ring in the return of Visit Newport Beach to the U.K. and possibly Canadian tourism markets. And, the Group Sales Team will hit the road again selling and promoting this great destination to meeting and conference planners across the United States. We know that our hotel partners have lost a significant number of their sales and marketing professionals over the last year, and we are prepared to help be on the front lines to help recover the group-meeting segment.

As Newport Beach & Company enters the second year of our two-year, business-planning cycle, we present this updated 2022 Destination Business Plan Supplement that encompasses our revised objectives, strategies, goals and budgets for the next fiscal year.

Throughout the unique audience-based planning approach, Newport Beach & Company challenged its team to re-engage, revisit and rejoice in initiatives that will take Newport Beach into the new post-COVID-19 travel, tourism and meetings world.

With our entrepreneurial spirit and industry-leading, community-marketing model, our destination marketing organization of the future never rests on its laurels. It constantly seeks new heights, new challenges and innovative ways to be the engine that ignites global passion and drives economic vibrancy, success and results for Newport Beach, California. As we prepare for the next monumental fiscal year, we stand poised to re-engage, revisit and rejoice in future success in fiscal-year 2022. It’s time to get to work.

JOURNEY WELL

Gar y C. Sherwin, APR, CDME President & CEO Newpor t Beach & Company

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Debbie Snavely Chairperson Newpor t Beach & Company

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AUDIENCE OVERVIEW Newport Beach & Company flips its strategic-planning process on its head and no longer creates future plans by functional departments or areas. Instead, the entire company looks at planning from its customers’ points of view vs. internally looking out. For Newport Beach & Company, the organization interacts with four major customer/ audience groups: Leisure Travelers, Meeting Planners, Local Community Partners and the Organization & Board of Directors. Everyone from the receptionist all the way up to the President & CEO is placed onto four audience-based strategic-planning teams, which meet over the course of several months to re-imagine and re-invest in developing new objectives, strategies and tactics designed to generate incremental travel, meetings, partnerships or engagement with the organization and to Newport Beach, California.

LEISURE TRAVELER

MEETING PLANNER

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

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

ORGANIZATION & BOARD OF DIRECTORS

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

BOARD OF DIRECTORS

NEWPORT BEACH & COMPANY FINANCIAL/ ADMINISTRATIVE TEAM

PRESIDENT/ CEO

NEWPORT BEACH FOUNDATION

COMMUNITY LEADERSHIP DEVELOPMENT

LOCAL COMMUNITY

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

BRAND MARKETING TEAM

DINE NEWPORT BEACH

VISIT NEWPORT BEACH, INC.

GROUP SALES (TBID)

LEISURE MARKETING (TOT)

CELEBRATE NEWPORT BEACH

VIDEO NEWPORT BEACH

NEWPORT BEACH TV

ENTERPRISE NEWPORT BEACH

LIFESTYLE VIDEO PRODUCTION

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VISIT NEWPORT BEACH, INC BUSINESS PLAN

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08 L E IS URE T R AVE L E R AU DI E NCE B USI NES S PL AN

32 ME E T IN G PL ANNE R AU DI E NCE B USI NES S PL AN

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LEISURE TRAVELER AUDIENCE BUSI NES S PL AN Visitors and potential visitors to Newport Beach who bring valuable revenue that enhances the local economy primarily through transient-occupancy tax (TOT) and direct visitor spending.

LEISURE TRAVELERS FUTURE MAP

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

PARKING AND PUBLIC TRANSPORTATION OPTIONS LIMITED IN-CITY ATTRACTIONS

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NATURAL RESOURCES • Newport Harbor/Beaches • State Beach • Back Bay – local estuary • Clean beaches

GOVERNMENT & COMMUNITY DEVELOPMENT • Safe community • Clean, efficient airport (SNA) • Relatively close to LAX airport • Well-maintained infrastructure

YEAR-ROUND OUTDOOR WEATHER • Biking/Hiking • Boating/Kayaking

CENTRAL SOUTHERN CALIFORNIA LOCATION

VISITOR OFFERINGS • Diverse accommodations • Engaging activities • Award-winning hotels and resorts • World-renowned events • Nearby world-class attractions

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O

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EXPLOIT STRENGTHS

MITIGATE WEAKNESSES

450 RESTAURANTS, CELEBRITY CHEFS HIGH-END, UNIQUE RETAIL, SHOPPING AND BOUTIQUES DIVERSE NEIGHBORHOODS COMMUNITY RELATIONSHIPS BRAND-DEFINED DESTINATION

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MONITOR OPPORTUNITIES

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NEW AND REFRESHED HOTEL PROPERTIES EXPANDED VISITOR MARKETS • Niche audiences • International efforts • Business/Frequent Individual Traveler (FIT) • Second- and third-tier markets

LEISURE /SALES PARTNERSHIPS RECOGNIZED EVENTS STATE AND NATIONAL TOURISM MARKETING EFFORTS MILLENNIAL / GEN Z TRAVELERS ECO AND PURPOSE-DRIVEN TOURISM VFR TRAVEL LIDO MARINA VILLAGE REVITALIZATION • Lido Marina Village • Lido House hotel VISITOR-TRANSPORTATION OPPORTUNITIES (TROLLEY) TRANSPORTATION RELATIONSHIPS • Balboa Island Trolley • Airline opportunities and airport • Metro and public transportation

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PREPARE FOR CONTINGENCIES OR THREATS

WEATHER AND ENVIRONMENTAL HAZARDS ECONOMIC UNCERTAINTY UNCERTAIN POLITICAL CLIMATE COASTAL COMPETITION I NTERNATIONAL CURRENCY EXCHANGE RATE FLUCTUATIONS SHARING ECONOMY TRAVEL BANS, LAPTOP BANS, VISA APPROVALS, IMMIGRATION ISSUES COVID-19 & FUTURE PANDEMICS • Future possible variants being vaccine resistant • Vaccine hesitancy in U.S. population • Vaccine availability and usage in top international in-bound markets • Requirements for “Vaccine Passports” from/to international markets • Requirements for “Vaccine Passports” to attend large-scale events/meetings • Pandemic - Induced Recession • Pandemic shutdowns of travel • Quarantines • Travel Bans on international travel

ECONOMIC INFLATION OR STAGNATION POLITICAL DISCOURSE & FEAR-MONGERING LACK OF FAIR & BALANCED MEDIA/ SOCIAL MEDIA U.S. UBER-LIBERTARIAN TENDENCIES U.S. RACE RELATIONS & PROTESTS ON EITHER SIDE ORANGE COUNTY/HUNTINGTON BEACH PERCEPTIONS/ MISPERCEPTIONS NEWP ORT BE ACH ANDCO.CO M

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

BEACH GOERS This sun seeking crowd is singularly motivated by beach destinations and beach activities for vacations. This group is Newport Beach & Company’s family travel persona with demographics between 45-54, married with 1-2 children and post-graduate education. This persona group enjoys an active outdoor lifestyle, dining out, cultural outings and has a willingness to invest in premium experiences from quality brands.

BUZZ BOUND These travelers only invest in trips and destinations that are buzzed about, exclusive, on-trend and provide ample opportunity for social media content and clout. This group is interested in the latest and greatest in premium products, have worldly interests, enjoy nightlife, eating out and opt to try new things. The demographics for this group ranged from 25-54 but skewed slightly younger than other personas.

CULINARY CONNOISSEUR These nomadic foodies travel for local culinary experiences to capture them to share on social media. Demographics are in the 35-54 age range but all age groups were represented in this group and a majority were also married with children. A seeker of knowledge, this group conducts significant amount of research before purchasing, but once committed is likely to become a brand evangelist, sharing their experiences and content online with their followers.

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LUXURY TRAVELER The Luxury Traveler is an accomplished, well-informed and well-educated discerning group likely to stay in five-star resorts and invest in high-end experiences. This persona group skews toward the 35-54 age range with a HHI of $200K+. This group identifies as affluent, indulges in latest fashions and premium products and is interested in all aspects of the luxury lifestyle categories.

ROMANCE SEEKERS Romance Seekers believe travel is the best way to connect with their loved one and choose destinations for the sole purpose of enjoying a romantic environment. This persona group is educated, married and relatively even across the age categories but skewed slightly higher in the 45-54 demographic. This group is worldly, well-informed, risk takers and interested in culture and adventures.

SPA FANATICS These wellness warriors specifically take trips to visit spas and indulge in a variety of healthy experiences while on vacation. This group was highly-likely to have a graduate degree, is married with kids and ages were fairly spread out between 25-54. Research showed this group has affinities for environmentally-friendly living, vegan/vegetarian cuisine and eco-friendly products. This group is more likely to embark on adventures than other personas and seeks volunteerism and educational opportunities while traveling.

UNIQUE BOUTIQUERS Fashion, local shopping, beautiful ambiances and places are the keys to winning over this group. This persona boasts high-affinities for fashion, beauty, celebrity news and are more image-conscious than any other persona. The profile for this group tipped toward the 35-44 range but was present among all age demographics, are highly-educated and married with 1-2 children. A duality exists in what drives the Unique Boutiquer: A localized, cultural, small business shopping experience for one-of-a-kind finds while also seeking premium brands and all things glam.

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LEISURE TRAVELERS BUSINESS PLAN EXECUTIVE SUMMARY Newport Beach & Company, through its business-unit structure, presents this integrated marketing, media relations, digital marketing, brand development, communications and meetings-services business plan supplement to attract targeted leisure visitors and meeting attendees to Newport Beach in the 2022 fiscal year.

The City of Newport Beach has contracted with Newport Beach & Company to foster a strong tourism environment; to attract visitors with strategic marketing efforts; and to engage them in-market to create a positive visitor experience.

By enticing visitors to stay in Newport Beach, the City of Newport Beach generates Transient-Occupancy Tax (TOT), its third-largest revenue source. This income to the city benefits residents, saving each household an average of $1,139 in additional taxes every year, while maintaining the exceptional infrastructure and city services expected in Newport Beach.

To keep the Newport Beach economy churning at the same levels and to keep thousands of local businesses open, each household would have to spend an additional $43,922 more locally each year in Newport Beach, to make up for the economic benefits of tourism.

Tourism plays a vital role in the Newport Beach economy. Before the COVID-19 pandemic, visitors spent significant dollars at hotels, restaurants, attractions, retail and local businesses. The 7.3 million annual visitors propelled $1.2 billion into Newport Beach’s economy, supporting more than 16,000 jobs each year and generating more than $43 million in local taxes making tourism one of the purest and most lucrative forms of economic development.

In the wake of the pandemic, which shutdown tourism, hospitality and the greater economy, Newport Beach & Company adopted a new internal mantra, “Re-imagine, Revitalize and Rejoice.”

Newport Beach & Company plans to continue to think in new, innovative ways to drive economic recovery for our local tourism economy by expanding its entrepreneurial approach with new initiatives that support our hotel, restaurant, retail and attraction partners.

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Our hospitality, tourism, entertainment and culinary industries all screeched to a grinding halt in March 2020 as first international then domestic U.S. travel stopped with stay-at-home orders implemented across the globe. Newport Beach hotels went from 80-percent occupancy in February 2020 to single-digits in March 2020, and unemployment claims leaped to the highest levels since the Great Depression. In the subsequent quarters of the pandemic, Newport Beach experienced peaks and valleys with summer of 2020 faring fairly well on weekends and through the fall. The spike in COVID-19 cases in Southern California peaked at its highest points December 2020 through January 2021—when the State of California and Orange County reverted back into tighter lock-downs. February through spring of 2021 experienced stronger weekend leisure business, but mid-week continued to be at lower levels.

NEWPORT BEACH HOTEL PERFORMANCE: MONTHLY OCCUPANCY RATE (%)

90% 80%

79.8%

78.7% 67.6% 67.3% 69.1%

70% 60% 50% 40%

37.3% 38.2%

30.0%

30%

44.2% 43.9% 45.2%

38.4%

34.3%

27.6%

25.0% 23.9%

29.6%

13.4%

20% 10% 0%

OCT NOV DEC

JAN

FEB MAR APR MAY JUN

2019

JUL

AUG

SEP

OCT NOV DEC

JAN

2020

FEB MAR 2021

OCCUPANCY MONTHLY RATE SOURCE: STR, INC.

The positive story of the past year has been an extremely strong average daily hotel rate. Newport Beach hotels and resorts continued to outperform pre-pandemic levels on hotel rates anywhere from $10 to $100 over previous years.

NEWPORT BEACH HOTEL PERFORMANCE: AVERAGE MONTHLY RATE ($) $350 $300 $250

$307 $246

$236

$242

$243

$241

$266

$263

$321

$275

$306

$297

$297

$299

$292

$264

$255

$279

$200 $150 $100 $50 $0

OCT NOV DEC JAN 2019

FEB MAR APR MAY JUN

JUL

2020

AUG SEP OCT NOV DEC JAN

FEB MAR 2021

SOURCE: STR, INC.

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Compared against Newport Beach’s top competitive leisure destinations, Newport Beach has pulled ahead of its comp set in Average Daily Rate for every month since the start of the pandemic commencing in March 2020 through March 2021. In each of those months for the past year, Newport Beach has surpassed Santa Monica and Santa Barbara for the first time in its documented history.

NEWPORT BEACH HOTEL PERFORMANCE: AVERAGE MONTHLY RATE ($) VS. COMPETITIVE DESTINATIONS $400 $350 $300 $250 $200 $150 $100 $50 $0

OCT

NOV DEC

JAN

FEB MAR APR MAY JUN

2019

HUNTINGTON BEACH

JUL

AUG SEP

OCT

NOV DEC

JAN

2020

SAN DIEGO

IRVINE

SANTA BARBARA

FEB MAR 2021

ANAHEIM

SANTA MONICA

NEWPORT BEACH

SOURCE: STR, INC.

The COVID-19 pandemic hit the travel, tourism, hospitality, attraction, restaurant and entertainment industries especially hard. U.S. Travel Association predicts that total travel spending declined by 45 percent in 2020 and will not return to 2019 levels until 2024 or 2025. Total travel industry losses reached $510 billion by the end of 2021 and a cumulative $1 trillion by the end of 2023.

TOTAL TRAVEL SPENDING IN THE U.S. ($ BILLIONS) $1,200

$1,088

$1,127 $954

$1,000

$1,043

$1,100

2023

2024

$760

$800

$617

$600 $400 $200 $0 2018

2019

2020

2021

PRIOR YEARS

2022

TRAVEL FORECAST

SOURCE: U.S. TRAVEL ASSOCIATION’S TRAVEL FORECAST MODEL, TOURISM ECONOMICS, DEPARTMENT OF LABOR, DEPARTMENT OF COMMERCE.

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U.S. Gross Domestic Product (GDP) is forecast to recover to prior-peak levels (2019 Q4) in the final quarter of 2021, business investment in the second quarter of 2022 and employment in the second quarter of 2023.

GROSS DOMESTIC PRODUCT IN U.S. ($ TRILLION) 6.0%

$25,000 $20,000 $15,000

2.3%

2.3%

3.7%

3.0%

4.0%

2.8%

2.0%

2.3%

0.0%

$10,000

-2.0%

$5,000 -3.5%

$0 2017

2018

2019

-4.0%

2020

2021

PRIOR YEARS

2022

2023

TRAVEL FORECAST

GDP (NORMAL) $ TRILLION

GDP (REAL) % CHANGE

SOURCE: U.S. TRAVEL ASSOCIATION’S TRAVEL FORECAST MODEL, TOURISM ECONOMICS, DEPARTMENT OF LABOR, DEPARTMENT OF COMMERCE.

After a 50-year low at the end of 2019 (3.9%), the U.S. Unemployment Rate increased significantly this past year reaching 14.7% in April 2020 and 13.3% in May 2020. The pandemic and resulting economic aftermath including closures of many sectors of the economy resulted in the highest unemployment rate since the Great Depression in 1933. The loss of jobs was severe in both its scope and speed. During the Financial Crisis of 2009, 9 million jobs were lost over a period of two years. During the COVID-19 pandemic, 19.6 million jobs were lost in just three months. According to U.S. Travel Association, one third of all jobs lost in the U.S. economy are attributable to declines in direct travel employment.

U.S. UNEMPLOYMENT RATE (%) 9.0%

8.3%

8.0% 6.7%

7.0%

5.5%

6.0% 5.0%

4.4%

4.0%

4.6%

3.9%

3.7%

2018

2019

3.0% 2.0% 1.0% 0.0% 2017

PRIOR YEARS

2020

2021

2022

2023

TRAVEL FORECAST

SOURCE: U.S. TRAVEL ASSOCIATION’S TRAVEL FORECAST MODEL, TOURISM ECONOMICS, DEPARTMENT OF LABOR, DEPARTMENT OF COMMERCE.

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According to U.S. Travel Association, “After growing consistently for more than a decade, domestic leisure travel (defined as the number of person trips) is projected to decline by 24% in 2022 while domestic leisure travel spending is projected to decline by 34%.”

“Following a slight decline in 2019, international inbound travel is projected to shrink by a staggering 76 percent in 2020. Travel from Canada and Mexico is projected to fall by 77 percent and 61 percent respectively. Overseas travel is particularly susceptible to the effects of the global pandemic with travel from overseas markets projected to drop by 82 percent in 2020. International travel spending is projected to decline by a similar 77 percent. International inbound travel (visitations as well as spending) is projected to remain below 2019 levels even in 2024.”

TOTAL LEISURE & INTERNATIONAL TRAVEL SPENDING IN THE U.S. ($ BILLIONS) $800 $600 $400 $200

$681

$649

$541

$450 $157

$155

$36

$666

$624

$95

$62

$702

$132

$118

$0 2018

2019

2020

2021

2022

PRIOR YEARS

2023

2024

TRAVEL FORECAST

LEISURE TRAVEL SPENDING

INTERNATIONAL TRAV EL SPENDING

SOURCE: U.S. TRAVEL ASSOCIATION’S TRAVEL FORECAST MODEL, TOURISM ECONOMICS, DEPARTMENT OF LABOR, DEPARTMENT OF COMMERCE.

“International visitations to the U.S. are projected to fall by 60 million—from 79 million in 2019 to just 19 million in 2020. A 76 percent projected decline in visitations will be accompanied by a 77-percent decline in international travel spending. A full recovery to 2019 levels is not likely until 2025. The U.S. is expected to further lose market share as travel to competitive markets is projected to recover faster than travel to the U.S. After declining from 13.7 percent in 2015 to 11.3 percent in 2019, the U.S. share of long-haul travel is expected to fall by an additional four percentage points in 2020 to 7.2 percent.”

U.S. SHARE OF GLOBAL LONG -HAUL TRAVEL 16.0% 14.0%

13.7%

13.0%

12.0%

12.2%

11.7%

11.3%

10.0% 8.0%

7.2%

7.8%

2021

2022

9.1%

9.8%

6.0% 4.0% 2.0% 0.0% 2015

2016

2017

2018

2020

PRIOR YEARS

2023

2024

TRAVEL FORECAST

SOURCE: U.S. TRAVEL ASSOCIATION’S TRAVEL FORECAST MODEL, TOURISM ECONOMICS, DEPARTMENT OF LABOR, DEPARTMENT OF COMMERCE.

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As more and more of the U.S. and global populations begin to receive COVID-19 vaccinations, domestic leisure travel is expected to increase starting with regional, in-state travel through spring 2021 and into a wider domestic travel footprint into summer 2021. Newport Beach is uniquely positioned geographically and demographically to recover quickly in summer 2021 based on its proximity to nearly 20 million travelers in Southern California with high disposable incomes ready to spend and travel.

Multigenerational travel is expected to be a major driver of travel to Newport Beach as families are eager to reunite grandparents with grandkids and generations of all ages after being separated for more than a year. Generation Z travelers (born between 1997-2015) spent a disproportional amount of travel dollars during the pandemic, so re-engaging with these travelers is crucial as they become older and wealthier. Celebratory travel is also expected to be a major theme as the travel and tourism industry recovers—families and friends will want to experience all that life has to offer and celebrate the small and major events in bigger ways. Newport Beach is uniquely positioned to garner these benefits of multigenerational, celebratory and new age groups of travelers.

Lastly, with business and group travel expected to return in fourth quarter of 2021, share of leisure rooms available for sale might become less prevalent. During the pandemic with only leisure travel dominating the destination, Newport Beach experienced extremely higher average daily rates. As business and group travel return, hotel occupancy will rise throughout the destination, but average daily rate might drop from the historic pandemic highs. While average daily rate may decline, the profitability of hotels via ancillary business/group travel spending will significantly increase Newport Beach hotels’ profitability and RevPAR. As countries begin to increase vaccinations, Newport Beach & Company will prioritize its international markets for the greatest return on investment with the United Kingdom and Canada as the first two markets to come back from the depths of the recession. Newport Beach & Company is planning to restart its U.K. representation in the second quarter and in the Canadian market in third quarter of FY2022.

By leveraging all of the planning team’s resources, the cross-departmental team developed this integrated business plan for the leisure traveler customer segment with a management-by-objectives approach: Where objectives are quantifiable goals; strategies form strategic approaches to reaching the objectives; and tactics are specific projects that support overarching strategies. Through these objectives, strategies and tactics, Newport Beach & Company delivers this plan to re-imagine, revitalize and rejoice our hospitality and tourism industry.

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LEISURE TRAVELER BUSINESS OBJECTIVES OBJECTIVE 1 RE-ENGAGE & REVITALIZE MARKETING CHANNELS RE-ENGAGE AND REVITALIZE MARKETING CHANNELS TO LEISURE TRAVELERS TO GENERATE AT LEAST $20 MILLION IN ECONOMIC IMPACT TO NEWPORT BEACH VIA TARGETED NEED PERIODS FOR NEWPORT BEACH HOTELS, RESORTS, SHORT-TERM RENTALS, OTHER ACCOMMODATIONS AND ALL VISITOR-SUPPORTED BUSINESSES.

OBJECTIVE 2 PERCEPTIVELY PERSONALIZED PERSONAS RE-ENGAGE AND RETARGET MORE THAN 75 MILLION HIGHLY-TARGETED POTENTIAL LEISURE TRAVELERS UTILIZING THE SEVEN NEW LEISURE TRAVELER PERSONAS AS A MISSION FILTER TO IDENTIFY AND REACH THE MOST OPTIMAL, QUALIFIED AND LUCRATIVE LEISURE TRAVELERS TO NEWPORT BEACH.

OBJECTIVE 3 DIGITAL DESTINATION STORYTELLING RE-IMAGINE THE NEWPORT BEACH DESTINATION STORY ACROSS ALL OWNED AND EARNED DIGITAL CHANNELS TO INCREASE BRAND AWARENESS, DIGITAL ENGAGEMENT, DESTINATION KNOWLEDGE AND PARTNER CONTENT BY RE-ENGAGING AND REJOICING WITH LEISURE TRAVELERS ACROSS THE DIGITAL-MARKETING SPECTRUM.

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OBJECTIVE 4 BIG, BOLD BRAND-BUILDING INITIATIVES RE-ENGAGE AND REVITALIZE THE NEWPORT BEACH DESTINATION BRAND VIA BIG, BOLD BRAND-BUILDING INITIATIVES TO INCREASE NEWPORT BEACH BRAND AWARENESS, NET PROMOTER SCORES AND OTHER BRAND-TRACKING TOOLS ACROSS ALL TARGETED LEISURE TRAVELER PERSONAS.

OBJECTIVE 5 INTERNATIONAL MARKETS & TRAVELERS RE-EVALUATE & RE-ENGAGE PREVIOUS AND POTENTIAL INTERNATIONAL FEEDER MARKETS TO GENERATE $5 MILLION IN VISA CREDIT CARD SPENDING IN NEWPORT BEACH BY PRIORITIZING THE RE-ENTRY AND RE-ENGAGEMENT WITH THOSE INTERNATIONAL MARKETS WITH THE GREATEST PROPENSITY TO TRAVEL TO NEWPORT BEACH GIVEN COVID-19 PANDEMIC RESTRICTIONS, QUARANTINES, VACCINATION LEVELS AND POTENTIAL VISITOR SPENDING.

MICRO-AUDIENCES FREQUENT INDIVIDUAL TRAVELERS (FIT)—LEISURE VISITORS ON A VACATION OR GETAWAY FOR PLEASURE OR LEISURE PURPOSES OR A BUSINESS TRAVELER EXTENDING THEIR STAY INTO A LEISURE/PLEASURE GETAWAY FROM REGIONAL, NATIONAL AND INTERNATIONAL FEEDER MARKETS. NEW TARGETED LEISURE TRAVELER PERSONAS: – BEACH GOERS – BUZZ BOUND – CULINARY CONNOISSEUR – LUXURY TRAVELER

– ROMANCE SEEKERS – SPA FANATIC – UNIQUE BOUTIQUERS

TRAVEL TRADE—TOUR OPERATORS, TRAVEL WHOLESALERS, TRAVEL AGENCIES/AGENTS BOOKING TRAVEL FOR INDIVIDUAL OR GROUPS OF LEISURE TRAVELERS TO NEWPORT BEACH. LOCAL RESIDENTS—INVITING FRIENDS AND RELATIVES TO VISIT NEWPORT BEACH—VISITING FRIENDS AND RELATIVES (VFR) BUSINESS TRAVELERS/MEETING ATTENDEES—CONFERENCE, CONVENTION OR MEETING ATTENDEES AND BUSINESS TRAVELERS TRAVELING TO NEWPORT BEACH OR THE REGION FOR A MEETING OR CONFERENCE WHO EXTEND THEIR STAY EITHER BEFORE OR AFTER THE MEETING/CONFERENCE THEREBY BECOMING LEISURE TRAVELERS MEDIA/INFLUENCERS—TRADITIONAL AND DIGITAL MEDIA INCLUDING TRAVEL, CONSUMER AND TRADE MEDIA AS WELL AS SOCIAL MEDIA INFLUENCERS WHO RECOMMEND TRAVEL TO CONSUMERS VIA MEDIA OUTLETS OR SOCIAL MEDIA CHANNELS.

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OBJECTIVE 1 LEISURE TRAVELER

RE-ENGAGE & REVITALIZE MARKETING CHANNELS RE-ENGAGE AND REVITALIZE MARKETING CHANNELS TO LEISURE TRAVELERS TO GENERATE AT LEAST $20 MILLION IN ECONOMIC IMPACT TO NEWPORT BEACH VIA TARGETED NEED PERIODS FOR NEWPORT BEACH HOTELS, RESORTS, SHORT-TERM RENTALS, OTHER ACCOMMODATIONS AND ALL VISITOR-SUPPORTED BUSINESSES.

STRATEGY 1: Develop highly-targeted, fully integrated $ 1.2 million paid-media leisure marketing campaigns targeting exact need periods to generate the highest leisure spend at the right time targeting families, multigenerational, millennials, rejoiceful and celebratory travel.

TACTICS:

• Place strategic paid media buys to promote Newport Beach on media channels most relevant to

potential travelers in targeted media markets to drive incremental visitation, spending, longer length

of stay and repeat trips to Newport Beach.

• Ensure all marketing, messaging and paid media encourages travel to Newport Beach during

mid-week, specific holidays or need periods when Newport Beach hotels and resorts need the

business the most.

• Need Periods: - Summer 2021 – Mid-week and last two weeks of August - Fall 2021 – Mid-week and key holidays (Veteran’s Day, Columbus Day) - Winter 2021-2022 – Weekends, mid-week, last two weeks of December/Christmas Boat Parade and

the following 2022 holiday weekends/weeks: Martin Luther King Day, President’s Day, Ski Week.

- Spring 2022 – Mid-week and bad weather weekends to conquer May Gray/June Gloom

decreases in visitation and assist with filling slow holidays: Spring Break, Easter and Mother’s Day.

• These campaigns will stress the destination’s authentic, inherent brand benefits of vitality,

health and wellness and position Newport Beach as a safe respite from global health and

economic conditions.

• Plan and place paid media using new leisure traveler personas as a filter to ensure targeted

messaging to the right leisure traveler with the right, customized message to that consumer, at

the right time they’re considering travel and via the right marketing channels/media

each specific audience persona consumes and uses.

• The seven new personas will be targeted in the following tier-one media markets: San Francisco,

Los Angeles, San Diego, Phoenix, Las Vegas and Inland Empire.

• Utilize digital resources to push messaging to existing and new Newport Beach leisure audiences.

• Develop packages with hotel, retail, activities and dining partners to offer one-stop shopping

22

vacation options during need periods and to increase average length of stay.

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STRATEGY 2: Plan and execute highly-targeted influencer marketing and media relations with integrated messaging to strategic leisure travelers in paid media markets to coincide with paid media marketing campaigns. This will generate earned media exposure and eventual trips during exact need periods to produce the highest leisure spend at the right time targeting families, multigenerational, millennials, rejoiceful and celebratory travel.

TACTICS:

•

•

•

•

•

Utilize media relations to spread message through trusted media sources and influencers to promote partners and destination brand during campaign time frames.

Partner with key, brand-defining influencers, bloggers and media to reach targeted personas in paid media markets.

Specifically target media relations efforts in the same paid-media markets to create synergy and boost brand awareness during campaign periods.

Maximize paid media exposure through value added editorial and earned media coverage to create fully integrated campaigns.

Plan a quarterly events calendar to guide campaign messaging, timing and ad placements.

STRATEGY 3: Utilize new Zartico software system (Destination Operating System) along with ADARA, Arrivalist, Uber Media, Ad Effectiveness Studies and Economic Impact & Visitor Profile Research Study to manage, track, optimize all leisure media buys, content-marketing results, return on investment, economic impact, social engagement and destination visitation.

TACTICS:

• Explore new partnership with Zartico software system (Destination Operating System).

• Renew partnership with ADARA and possibly explore Arrivalist for all paid media tracking.

• If new digital tracking services are not capable of providing full, comprehensive campaign

performance reports, continue to utilize H2R Market Research for Ad Effectiveness Studies.

• Conduct new 2021-2022 Newport Beach Economic Impact Study & Visitor Profile research for

final report to be published in FY2023 to measure total visitor volume and visitor economic

impact to Newport Beach.

• Explore business intelligence personnel-sharing opportunities with Visit Huntington Beach

and Visit Anaheim to reduce expenses and provide greater analytical reports of new data points

and metrics.

• Provide reports, data and business-intelligence metrics to all business units.

community, City Council, City Staff and partners (when applicable).

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OBJECTIVE 2

PERCEPTIVELY PERSONALIZED PERSONAS

LEISURE TRAVELER

RE-ENGAGE AND RETARGET MORE THAN 75 MILLION HIGHLY TARGETED POTENTIAL LEISURE TRAVELERS UTILIZING THE SEVEN NEW LEISURE TRAVELER PERSONAS AS A MISSION FILTER TO IDENTIFY AND REACH THE MOST OPTIMAL, QUALIFIED AND LUCRATIVE LEISURE TRAVELERS TO NEWPORT BEACH.

STRATEGY 1: Deliver heightened, more meaningful and highly personalized marketing messages, campaigns and content to the right customer with the right message at the right time via the leisure traveler’s preferred media channel or outlet.

TACTICS:

•

• •

•

•

Develop content-marketing strategy for each of the new seven leisure traveler personas.

- Beach Goers - Buzz Bound - Culinary Connoisseur - Luxury Traveler - Romance Seekers - Spa Fanatics - Unique Boutiquers Define and create content, storytelling, videos, blogs and stories for each of the seven new personas.

Create social-media campaigns targeting each of the new leisure personas including sponsored posts, carousels, video pre-roll, etc.

Create media pitches, press releases and press kits around each of the new seven leisure traveler personas.

Explore media outlets, influencers and product-placement partnerships with media and brands that align with each of the seven new leisure personas, e.g. Spa Fanatics partnering with top spa influencers, spa magazines, etc.

STRATEGY 2: Significantly expand all owned and earned channel leisure databases (Visit Newport Beach, Dine Newport Beach, Balboa Island and Balboa Village) and synchronize and pair-up missing data with data-appends to all earned media followers with leisure traveler databases and vice versa back to social media followers.

TACTICS:

•

•

•

•

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Revitalize, re-ignite and re-engage (grow) all leisure traveler email databases (Visit Newport Beach, Dine Newport Beach, Balboa Island and Balboa Village) with new personalized, custom-marketing strategy.

Revitalize, re-ignite and re-engage (grow) all leisure traveler earned media databases from email database appends, organic growth and campaign/promotional growth for (Visit Newport Beach, Dine Newport Beach, Balboa Island and Balboa Village) including all their applicable social-media channels (Facebook, Instagram, YouTube, Pinterest, TikTok, etc.).

Utilize existing Salesforce customer-relationship management (CRM) database to expand customer fields, interest categories and personalized information (whenever possible).

Through a third-party vendor, utilize email data-append strategy to fill in missing leisure traveler content in CRM database, find social media accounts for email database of travelers, and vice versa find email addresses for all social media followers (Visit Newport Beach, Dine Newport Beach, Balboa Island and Balboa Village).

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STRATEGY 3: Splice apart all leisure traveler owned channel databases (Visit Newport Beach, Dine Newport Beach, Balboa Island and Balboa Village) and earned media followers, media lists and travel trade and assign them into one or more of the new leisure traveler audience personas.

TACTICS:

•

•

•

Field surveys and sweepstakes to existing email databases to determine leisure travelers’ interest categories and assign each traveler into one or more of the new leisure audience personas.

Field surveys, contests and promotions to existing social media followers to determine interest categories and assign each follower into one or more of the new leisure audience personas.

Develop robust micro-marketing strategy to each of the persona audience groups with frequent, customized and highly personalized content for each persona.

OBJECTIVE 3

DIGITAL DESTINATION STORYTELLING

LEISURE TRAVELER

RE-IMAGINE THE NEWPORT BEACH DESTINATION STORY ACROSS ALL OWNED AND EARNED DIGITAL CHANNELS TO INCREASE BRAND AWARENESS, DIGITAL ENGAGEMENT, DESTINATION KNOWLEDGE AND PARTNER CONTENT BY RE-ENGAGING AND REJOICING WITH LEISURE TRAVELERS ACROSS THE DIGITAL-MARKETING SPECTRUM.

STRATEGY 1: Re-imagine all owned digital-marketing channels for the post-COVID-19 world with new digital content such as websites, virtual destination tours, new video storytelling, new blogs, social media content and digital storytelling.

TACTICS:

• Rethink, redesign and re-ignite VisitNewportBeach.com homepage with new digital destination storytelling in mind with simpler navigation, compelling video and story content and easy-to-use and navigate interface.

• Create new neighborhood portal with geographic, map interface to digitally enter all neighborhood pages on VisitNewportBeach.com. This will include a highly-stylized map overlay to visually enter and navigate around the destination and into each unique neighborhood.

• Re-imagine and re-invent all ten visitor neighborhood pages on VisitNewportBeach.com into new mini destination microsites with robust video, blogs, photos and storytelling on each unique neighborhood.

• Ten Visitor Neighborhoods Include:

1.

Airport District

2.

Back Bay

3.

Balboa Island

4.

Balboa Peninsula

5.

Balboa Village

6.

Corona del Mar

7.

Fashion Island/Newport Center

8.

Lido Marina Village/Cannery Village

9.

Mariner’s Mile/Westcliff

10.

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TACTICS:

• •

•

•

•

Create new, customized email templates for each of the new leisure traveler personas.

Continue to create new, compelling destination and partner video content for use across all digital channels: websites, email marketing and social media.

Continue to shoot and edit new destination and partner photography for use across all digital channels: websites, email marketing and social media.

Re-engage Ask Marina artificial-intelligence-based (AI) digital concierge on VisitNewportBeach.com with new chatbot functionality, new features and easier navigation.

Ensure all owned digital channels are ADA-compliant (Americans with Disabilities Act).

STRATEGY 2: Re-imagine all earned media, digital-marketing channels for the post-COVID-19 world with new digital content on all social media channels across all six business units including: Facebook, Instagram, YouTube, Pinterest and TikTok. TACTICS:

•

•

•

Continue to create and re-imagine compelling social media content with new digital destination storytelling in mind with new videos, blogs, itineraries, promotions, contests, photography and stories.

Revisit and re-imagine partnerships with key digital influencers to tell the destination brand story across digital media via third-party endorsements and product placements.

Re-engage with earned media across targeted digital media outlets to tell the destination and partner brand story through influential media.

STRATEGY 3: Reconnect the destination experience with future brand-defining event and meeting attendees: create compelling video content, maps, online guides, hotel safety guidelines and other attendancebuilders via the new Meeting Planner Toolkit in the new meetings website to promote the cleanliness, safety and aspirational Newport Beach lifestyle.

TACTICS:

•

•

•

• •

•

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Create compelling content, videos, stories, photos and promotions to assist meeting planners with marketing their upcoming event or meeting in Newport Beach to their meeting attendees to both build meeting attendance and encourage meeting attendees to extend the trip into either a pre- or-post leisure vacation.

Promote Newport Beach’s signature, brand-defining events through integrated-marketing efforts to reach potential visitors focusing on drive and fly markets based on each event’s demographics and audience profile.

Continue growth, attendance and branding of Newport Beach’s signature, brand-defining events including: Newport Beach Film Festival, Newport Beach Wine & Food Festival, Newport Beach Christmas Boat Parade, Hoag Classic, Newport to Ensenada Race, Hyatt Regency Newport Beach Summer Concert Series, Hyatt Regency Newport Beach Jazz Festival and other marquee events.

Develop hotel packages tied into brand-defining events to encourage overnight stays in the destination.

Partner with Newport Beach TV for all brand-defining events to share with wider audience with the intent to encourage residents to invite friends and family to Newport Beach.

Develop pre- and- post-meeting hotel packages to encourage meeting attendees to attend their Newport Beach meeting and extend their stay in the destination to turn a business trip into a leisure getaway.

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OBJECTIVE 4

BIG, BOLD BRAND-BUILDING INITIATIVES

LEISURE TRAVELER

RE-ENGAGE AND REVITALIZE THE NEWPORT BEACH DESTINATION BRAND VIA BIG, BOLD BRAND-BUILDING INITIATIVES TO INCREASE NEWPORT BEACH BRAND AWARENESS, NET PROMOTER SCORES AND OTHER BRAND-TRACKING TOOLS ACROSS ALL TARGETED LEISURE TRAVELER PERSONAS.

STRATEGY 1: Increase brand awareness for Newport Beach through big, bold brand-building initiatives on a global scale that take the Newport Beach brand beyond the traditional destination marketing into true destination storytelling.

TACTICS:

•

•

•

•

Research possible top public relations or guerilla marketing agency to assist with development of big, bold brand-building idea, event or initiative.

Explore brand-alignment partnerships with similar brand companies, clothing, retailers, movies, TV shows, events or organizations to help build brand awareness through destination product placement.

Plan and produce big, bold brand event, idea, guerilla marketing initiative or any other big idea to help build the Newport Beach brand on a global scale.

Continue industry-specific brand alignment under destination brand pillars: fashion, interior décor/design and automotive.

STRATEGY 2: Increase brand awareness for Newport Beach through seventh annual Newport Beach Film Festival U.K. Honours Event as the kick-off event for British Academy of Film & Television Arts (BAFTA) Awards Weekend in London to align the Newport Beach brand with the U.K. entertainment, film and television industry.

TACTICS:

•

• •

•

Re-imagine and revisit Seventh Annual Newport Beach Film Festival U.K. Honours event in London on Thursday, February 10, 2022.

Continue long-standing partnership with the Newport Beach Film Festival and Variety Magazine.

Partner with top entertainment public-relations agency in the United Kingdom to assist with event media coverage and celebrity attendance.

Produce consumer-marketing activation in the U.K. market to coincide with Newport Beach Film Festival U.K. Honours Event to further expand the event and destination brand awareness.

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OBJECTIVE 5 LEISURE TRAVELER

OBJECTIVE 5: INTERNATIONAL MARKETS & TRAVELERS RE-EVALUATE & RE-ENGAGE PREVIOUS AND POTENTIAL INTERNATIONAL FEEDER MARKETS TO GENERATE $3 MILLION IN VISA CREDIT CARD SPENDING IN NEWPORT BEACH BY PRIORITIZING THE RE-ENTRY AND RE-ENGAGEMENT WITH THOSE INTERNATIONAL MARKETS WITH THE GREATEST PROPENSITY TO TRAVEL TO NEWPORT BEACH GIVEN COVID-19 PANDEMIC RESTRICTIONS, QUARANTINES, VACCINATION LEVELS AND POTENTIAL VISITOR SPENDING.

STRATEGY 1: Prioritize, explore and activate re-entry into top international feeder markets to Newport Beach to increase international visitation and visitor spending in the destination.

TACTICS:

• Through VisaVue credit-card tracking reports, visitor profiles, Visit California, Brand USA and U.S. Travel Association research, evaluate top possible international feeder markets into Newport Beach.

• Probable likely order of re-entry into each international feeder market (in probable re-entry order):

1.

United Kingdom & Ireland

2. Canada

3.

Middle East (Dubai)

4. China

5.

South Korea

6. Japan • Explore new public relations and travel-trade representation firms in those top chosen markets to find the best capable and most equipped agency to generate the most brand awareness and travel to Newport Beach in the post-COVID-19 world.

STRATEGY 2: Increase brand awareness for Newport Beach through seventh annual Newport Beach Film Festival U.K. Honours Event as the kick-off event for British Academy of Film & Television Arts (BAFTA) Awards Weekend in London to align the Newport Beach brand with the U.K. entertainment, film and television industry.

TACTICS:

•

• •

•

•

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Re-imagine and revisit Seventh Annual Newport Beach Film Festival U.K. Honours event in London on Thursday, February 10, 2022.

Continue long-standing partnership with the Newport Beach Film Festival and Variety Magazine.

Partner with top entertainment public relations agency in the United Kingdom to assist with event media coverage and celebrity attendance.

Produce consumer marketing activation in the U.K. market to coincide with Newport Beach Film Festival U.K. Honours Event to further expand the event and destination brand awareness.

Produce possible media and travel-trade events to coincide with Newport Beach Film Festival U.K. Honours event.

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STRATEGY 3: Re-engage and revisit international promotions, tradeshows, sales missions, campaigns, co-operative opportunities and partnerships with California Travel Association, Visit California, U.S. Travel Association and Brand USA to expand and grow the Newport Beach brand and visitation in top international markets.

TACTICS:

• Partner with Visit California, Brand USA and U.S. Travel Association on international sales

missions, tradeshows, co-operative advertising and promotions in key targeted international

markets in priority order of re-entry and recovery.

• Continue to subscribe to the VisaVue Research via Visit California Co-operative research

partnership to better understand international visitation and spending in Newport Beach.

• Continue U.S. Travel Association’s Chairman’s Circle membership to gain access to valuable

research reports and lobbying efforts that promote international travel to the United States.

• Continue California Travel Association premier sponsorship level to ensure California lobbying

efforts continue to promote a healthy and vibrant travel industry within California.

CANADA UNITED KINGDOM

CHINA

MIDDLE EAST

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TOURISM INITIATIVES

JULY

AUGUST

COVID-19 ECONOMIC RECOVERY

SUMMER LEISURE CAMPAIGN

FALL LEISURE CAMPAIGN

WINTER LEISURE CAMPAIGN

SPRING LEISURE CAMPAIGN

RE-ENTER UK MARKET

RE-ENTER CANADA MARKET

SIGNATURE EVENTS NEWPORT BEACH FILM FESTIVAL

NEWPORT BEACH JAZZ FESTIVAL NEWPORT BEACH WINE AND FOOD FESTIVAL PACIFIC WINE & FOOD CLASSIC

ANNUAL MARKETING OUTLOOK RECEPTION

NEWPORT BEACH CHRISTMAS BOAT PARADE

NEWPORT BEACH RESTAURANT WEEK NEWPORT BEACH FILM FESTIVAL U.K. HONOURS EVENT & U.K. PROMOTION NEWPORT TO ENSENADA YACHT RACE HYATT REGENCY NEWPORT BEACH SUMMER CONCERT SERIES

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SEPTEMBER

OCTOBER

NOVEMBE

ER

FY2022 LEISURE TRAVELER INITIATIVE CALENDAR DECEMBER

JANUARY

FEBRUARY

MARCH

APRIL

MAY

JUNE

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MEETING PLANNER AUDIENCE BUSI NES S PL AN Meeting planners interested in hosting group meetings, a conference or event in Newport Beach’s tourism business improvement district (TBID) hotels.

MEETING PLANNERS FUTURE MAP

W

W

O

O

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

STRONG HOTEL SUPPORT OF TBID & VNB SALES TEAM EXPERIENCED INTERNAL SALES STAFF WITH CONTINUITY/TENURE IN OUR MARKETS

LIMITED MEETING AND BALLROOM SPACE AT HOTELS REDUCED GROUP ROOM INVENTORY NO CONFERENCE CENTER NO CENTRAL, WALKABLE NIGHTLIFE DIRECTLY ACCESSIBLE FROM MEETING SPACE LIMITED ORANGE COUNTY AIR ACCESS TO SOME MAJOR MARKETS

T

LACK OF VARIETY OF HOTEL PROPERTIES: 2 HOTEL BRANDS IN THE DESTINATION (MARRIOTT/HYATT) NO TBID FIVE-STAR RESORT PROPERTIES OR BEACHFRONT HOTELS LIMITED NUMBER OF UNIQUE, OFF-SITE VENUES FOR LARGE GROUPS

REFRESHED/NEW HOTEL PRODUCT STRONG, ROBUST THIRD-PARTY PARTNERSHIPS DESTINATION APPEAL: OUTDOOR EXPERIENCES, NEWPORT HARBOR, FRESH AIR AND SUN, AL FRESCO SPACES AT HOTELS AND OTHER VENUES BOUTIQUE-DESTINATION TREND, EVEN MORE SO POST PANDEMIC SMALL- TO MEDIUM-SIZED GROUP/ MEETINGS COMPATIBILITY MILD-YEAR-ROUND WEATHER AIRPORT ACCESSIBILITY

34

T

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

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

S

EXPLOIT STRENGTHS

MITIGATE WEAKNESSES

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..........

O

W

O

T

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

T

MONITOR OPPORTUNITIES

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

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

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

S

PREPARE FOR CONTINGENCIES OR THREATS

TECHNOLOGY/HYBRID MEETING CAPABILITIES EXPANSION OF CORPORATE END-USERS IN SOUTHERN CALIFORNIA REGION ONBOARDING AND CONTINUED ENGAGEMENT WITH NEW AND EXISTING TBID PARTNERS INCREASED CUSTOMER AWARENESS OF DESTINATION LOCATION FOR MEETINGS EXPANDED AIRLIFT TO NYC BROADENING EXPOSURE FOR CREATING INTEREST FOR OUR HIGH-END HOTELS (NOW INCLUDING NEWPORT BEACH MARRIOTT HOTEL & SPA) AMPLIFIED GROUP MARKETING DEEP-DIVE, DATA ANALYSIS OF CURRENT DATABASE FOR EMERGING TRENDS AND SALES RECOVERY PLAN

LACK OF CLARITY OF GOVERNMENTAL GUIDELINES FOR MEETING PARAMETERS IN CALIFORNIA PERTAINING TO HEALTH MANDATES, LOCKDOWNS AND PANDEMIC TIER LEVELS UNCERTAINTY OF TIMING OF PANDEMIC RESOLUTION AND HOW PUBLIC DETERMINES SAFETY OF TRAVEL/MEETINGS IMPACT OF UNVACCINATED POPULATION LASTING CONSEQUENCES OF MEETING/EVENTS FROM BEING VIRTUAL FOR A YEAR (VIABLE ALTERNATIVES TO LIVE MEETINGS) SMALLER AND FEWER MEETINGS REDUCED REVENUE FROM HOTEL CLOSURES SOURCE PLATFORMS MAKE IT EASY TO CIRCUMVENT DMO NATIONAL POLITICAL INSTABILITY ECONOMIC UNCERTAINTY

EXPANSION OF TBID PARAMETERS FOR DELIVERABLES BROADER KPI’S FOR GROUP SALES TEAM

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MEETINGS PLANNER EXECUTIVE SUMMARY Newport Beach & Company and Visit Newport Beach, Inc. jointly present this fully integrated group sales, meeting services, marketing, digital marketing, public relations and communications plan to attract meetings and conferences and subsequent economic impact to Newport Beach and its Tourism Business Improvement District (TBID) hotel partners for the 2022 fiscal year.

Newport Beach & Company and Visit Newport Beach, Inc. worked as a unified, customer-focused, cross-functional team to develop this integrated business plan to meet or exceed the $20 million in economic impact goal.

The challenges set by the lingering effects of the COVID-19 pandemic and its dramatic, negative impact on live, in-person meetings and conferences have completely changed the meetings, conferences and convention landscape in our industry— perhaps for the long-term. The transition to hybrid meetings (both virtual and live, in-person meetings) may be here to stay.

Videoconferencing and the new era of Zoom meetings—also may have permanently changed the way groups, companies and associations conduct future meetings or large gatherings of employees, attendees or stakeholders.

In addition, the changing local hospitality landscape with TBID hotel closures and renovations has posed both challenges and opportunities as the Visit Newport Beach, Inc. Group Sales & Marketing Team sells and promotes meetings in Newport Beach.

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

With the internal mantra, “Re-engage. Revisit. Rejoice,” Newport Beach & Company and Visit Newport Beach, Inc. plan to reengage with meeting planners and revisit new ways to accomplish goals and achieve success. By revisiting our approach to a team goal and KPIs vs. individual sales director goals, we are rejoicing in working back together again as one team united to take the Newport Beach brand as a premier meetings destination to even greater heights.

In February and March 2020, meetings, conferences and conventions were the first to start to cancel, and 2021 will not likely see large meetings or conferences return anywhere near the record they were in business travel spending in 2019. However, smaller, regional meetings will begin to meet again in Newport Beach in late 2021 and starting stronger in first quarter of 2022.

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Visit Newport Beach, Inc. (TBID) Group Sales & Marketing Team is uniquely positioned to capitalize on this meetings recovery effort due to the strength and power of the TBID budget, its hotel partners and the Visit Newport Beach Group Sales & Marketing Team. The cross-functional, sales and marketing teams developed this integrated business plan for the meeting-planner customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form the strategic approaches to reaching the benchmark objectives, and tactics are projects that support overarching strategies.

PREDICTION WHEN MEETINGS BUSINESS WILL RETURN TO NORMAL IN U.S. 60%

50.4%

50% 40% 30% 20% 10%

9.1%

14.2%

13.3%

6.8%

5.9%

0% FIRST HALF OF 2021

SECOND HALF OF 2021

SOMETIME IN 2022

SOMETIME IN 2023

SOMETIME AFTER 2023

NEVER--IT IS UNLIKELY TO RETURN TO NORMAL

SOURCE: DESTINATION ANALYSTS, THE CVB & FUTURE OF THE MEETINGS INDUSTRY, JANUARY 2021

WHEN ATTENDEES EXPECT TO FEEL COMFORTABLE ATTENDING LIVE EVENTS 70% 60% 50% 40%

43.6% 38.8% 42.1% 34.0% 36.3%

51.3%

56.0%

63.9% 65.0%

43.2%

30% 20% 10% 0% JAN 2021 FEB 2021

MAR 2021

APR 2021

MAY 2021

JUN 2021 JUL 2021

AUG 2021

SEP 2021 LATER IN 2021

SOURCE: DESTINATION ANALYSTS, THE CVB & FUTURE OF THE MEETINGS INDUSTRY, JANUARY 2021

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MEETING PLANNER BUSINESS OBJECTIVES

OBJECTIVE RE-ENGAGE & REVITALIZE MEETINGS IN NEWPORT BEACH

GENERATE $20 MILLION OR MORE IN GROUP/MEETINGS-RELATED ECONOMIC IMPACT TO NEWPORT BEACH TBID HOTEL PARTNERS AND THE LOCAL NEWPORT BEACH ECONOMY.

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STRATEGY 1 PROACTIVE SALES BLITZES SALES CAMPAIGNS TO CLIENTS IN SOUTHERN CALIFORNIA WITH QUALIFIED BUSINESS WHO ARE RE-AWAKENING MEETINGS WITHIN DRIVE MARKETS FOR ATTENDEES.

STRATEGY 2 REINFORCE VNB UNIQ UE SELLING PROP OSITION VISIT NEWPORT BEACH DELIVERS MORE RESOURCES, TALENT AND FOCUS TO THE SMALL MEETINGS MARKET THAN ANY OTHER DESTINATION. THIS USP IS REINFORCED THROUGH ALL SALES AND MARKETING CHANNELS, INDUSTRY TRADESHOWS AND CLIENT INTERACTIONS.

STRATEGY 3 EFFECTIVE TARGET MARKETING DELIVER HIGHLY-TARGETED, REFINED MESSAGING VIA AUTOMATED EMAIL MARKETING, PROVIDING VALUE AND INSPIRATION TO KEY CONTACTS.

STRATEGY 4 FAMILIARIZ ATION TRIP SERIES FOR TARGETED MARKET SEGMENTS EDUCATE AND INSPIRE SMALL YET HIGHLY-QUALIFIED CLIENT GROUPS FOR THEIR BUSINESS.

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OBJECTIVE MEETING PLANNER RE-ENGAGE & REVITALIZE MEETINGS IN NEWPORT BEACH

Generate $20 million or more in Group/Meetings-related economic impact to Newport Beach TBID Hotel Partners and the local Newport Beach economy.

STRATEGY 1:

PROACTIVE SALES BLITZES Sales Campaigns to clients in Southern California with qualified business who are re-awakening meetings within drive markets for attendees.

TACTICS: • Establish dedicated local planner incentives/promotions to fuel interest in partnership.

• Develop blitz calendar highlighting key opportunities to connect with local planners (summer need period, seasonal promotions, local tradeshows, etc.).

• Refine local planner audiences (corporate, association, FICP, Pharma, education, third party, fashion/beauty).

•

Create templated, branded collateral: info sheets, pitch decks, customer stories/testimonials, pre-blitz nurture email campaigns, sales email templates, post-blitz drip email campaigns, digital ads, social posts.

• Mine data from Cvent and CRM to leverage emerging trends and opportunities.

• Plan a quarterly events calendar to guide messaging, timing and placements.

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STRATEGY 2:

REINFORCE VNB UNIQ UE SELLING PROP OSITION Visit Newport Beach delivers more resources, talent and focus to the small meetings market than any other destination. This USP is reinforced through all sales and marketing channels, industry tradeshows and client interactions.

TACTICS: • Incentivize planners to book meetings this year with a competitively generous RFP offer • Re-engage with industry publications to determine desirable content.

• Leverage the newly-redesigned VNB digital presence: Dynamic website and social channels, and curated resources designed to inspire, inform and support today’s planner.

• Reimagine sales team structure along with growth in team numbers and support consistency in travel/tradeshow presence with branded booth, compelling offers, and strong reinforcement of our commitment to meet planners “where they are.”

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STRATEGY 3:

EFFECTIVE TARGET MARKETING Deliver highly-targeted, refined messaging via automated email marketing, providing value and inspiration to key contacts.

TACTICS: • Strategize account-based marketing tactics focused on active engagements from key accounts and market segments.

• Establish planner communication journeys to address funnel stages, tradeshow activity, and special event initiatives.

• Create personalized interest and industry-focused content.

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STRATEGY 4:

FAMILIARIZ ATION TRIP SERIES FOR TARGETED MARKET SEGMENTS Educate and inspire small yet highly-qualified client groups for their business.

TACTICS: • Excite planners in the luxury/incentive market to reward their groups with high-touch, exclusive experiences that are unique to Newport Beach.

• Inspire corporate planners to envision their group in flexible, coastal-chic properties with attendance-driving experiences.

• Engage third-party planners with both high-end and immersive experiences to inspire group solutions.

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TRADESHOWS

JULY

AUGUST

CONFERENCE DIRECT ANNUAL PARTNER MEETING FINANCIAL & INSURANCE CONFERENCE PLANNERS

ANNUAL NEWSNET STRATEGIC PARTNER PROFILE

IMEX

PRE-AND-POST SHOW CONTENT AND COMMUNICATIONS

CALSAE SEASONAL SPECTACULAR

PRE-AND-POST SHOW COMMUNICATIONS

SITE SOCAL

CONFERENCEDIRECT FORUM

ASSOCIATE FOLLOW UP MAILER

DESTINATION SHOWCASE

PRE-AND-POST SHOW COMMUNICATIONS

MEETING INDUSTRY COUNCIL

PRE-AND-POST SHOW COMMUNICATIONS

HELMSBRISCOE ANNUAL MEETING

PRE-AND-POST SHOW CONTENT

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SEPTEMBER

OCTOBER

NOVEMBE

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FY2022 MEETING PLANNER INITIATIVE CALENDAR DECEMBER

JANUARY

FEBRUARY

MARCH

APRIL

MAY

JUNE

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PROMOTIONS & INTIATIVES

JULY

AUGUST

VNB GROUP NEWSLETTER

1,000 REASONS TO PARTNER WITH VNB (SPRING/SUMMER PLANNER PROMO)

HOLIDAY CLIENT EVENT

3RD PARTY CLIENT FAM

PRE-AND-POST EVENT COMMUNICATIONS

FALL/WINTER BOOKING PROMO

INCENTIVE CLIENT FAM PRE-AND-POST EVENT COMMUNICATIONS (MARCH) PRE-AND-POST EVENT COMMUNICATIONS (APRIL) SPRING/SUMMER PLANNER PROMOTION

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SEPTEMBER

OCTOBER

NOVEMBE

ER

FY2022 MEETING PLANNER INITIATIVE CALENDAR DECEMBER

JANUARY

FEBRUARY

MARCH

APRIL

MAY

JUNE

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N E W P O R T B E A C H & C O M PA N Y BUSINESS PLAN

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50 LO CAL C OMMU NI T Y PART NE RS AU DI E NCE B USI NES S PL AN

66 ORG A NI Z AT I ON AU DI E NCE B USI NES S PL AN

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LOCAL COMMUNITY PARTNERS AU D I EN CE BUSINES S PL AN Members and leaders of the Newport Beach community including local residents, partners, City of Newport Beach, hotels, business improvement districts (BIDs), merchant associations, regional destination marketing organizations (DMOs), Orange County Visitors Association (OCVA), Orange County government leaders and influential community stakeholders.

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LOCAL S COMMUNITY PARTNERS FUTURE MAP

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EXPLOIT STRENGTHS

MITIGATE WEAKNESSES

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STRONG, CREDIBLE CITY AND DMO REPUTATION - CITY STAFF, CIVIC LEADERS, CIVIC ORGANIZATIONS - VISIT NEWPORT BEACH INC., NEWPORT BEACH & COMPANY DESTINATION MARKETING ORGANIZATION OF THE FUTURE

ANTI-DEVELOPMENT, ANTI-TOURISM, ANTI-AIRPORT SENTIMENT LACK OF SPORTS AND RECREATION FACILITIES LIMITED CONVENTION, MEETINGS, EXHIBIT AND EVENT FACILITIES/VENUES LIMITED OPPORTUNITY FOR NEW CITY TOURISM DEVELOPMENTS AIR ACCESS TO SOME MAJOR MARKETS LIMITED MOBILITY AND ACCESS (LOCAL TRANSPORTATION WITHIN DESTINATION)

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LIMITED CITY-WIDE COMMUNICATIONS AND INTERNET INFRASTRUCTURE

STRONG TOURISM PRODUCT: AIRPORTS, TRAIN, RESTAURANTS, RETAIL, HOTELS, HARBOR, BEACHES, WEATHER, NEARBY ATTRACTIONS DIVERSE NEIGHBORHOODS DIVERSE HOTEL/ACCOMMODATIONS PRODUCT (FIVE-STAR RESORT TO SMALL INNS AND VACATION RENTALS)

BRAND AND UNITS

DESTINATION APPEAL FOR STRONG RECOVERY (ABUNDANT NATURAL OUTDOOR SPACES AND OFFERINGS)

POSITIVE ECONOMIC IMPACT

HOSPITALITY-FORWARD FIRST RESPONDERS (POLICE, FIRE, LIFEGUARD)

NEW BRAND IDENTITY FOR CORPORATE

CLOSE-KNIT HOSPITALITY, TOURISM AND CIVIC LEADERSHIP ENGAGED LOCAL MEDIA ACCESS TO VACCINES AND MEDICAL CARE STRONG RELATIONSHIPS WITH KEY ASSOCIATIONS STRONG STATE TOURISM BOARD

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UNITED BRAND MESSAGING UNDER ONE COMMUNITY-MARKETING ORGANIZATION ABILITY TO REACH LOCAL RESIDENTS VIA NEWPORT BEACH TV (GOVERNMENT-ACCESS TV CHANNEL) STRONG RESTAURANT COMMUNITY BRAND-DEFINING EVENTS UNITED UNDER COHESIVE MARKETING, MESSAGING, SPONSORSHIP, PR AND MEDIA BUYING VIA CELEBRATE NEWPORT BEACH

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WORKFORCE (COMPETITIVE SALARIES AND LIMITED STAFF) NO CENTRAL, WALKABLE NIGHTLIFE LIMITED OCEANFRONT/BEACHFRONT HOTEL PRODUCT LIMITED NUMBER OF UNIQUE OFFSITE VENUES FOR LARGE GROUPS PERCEPTION OF BEING TOO EXPENSIVE PERCEPTION OF BEING UNWELCOMING LACK OF AWARENESS OF DIFFERENCES BETWEEN ORANGE COUNTY BEACH CITIES LACK OF NATIONAL/INTERNATIONAL AWARENESS (TIFFANY JEWEL BOX SYNDROME) ...............

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STANDARD-DEFINITION VS HIGHDEFINITION GOVERNMENT-ACCESS TV CHANNEL

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PREPARE FOR CONTINGENCIES OR THREATS

TOURISM PRODUCT IDEAL FOR TRAVEL INDUSTRY RECOVERY

MUTATING COVID-19 VIRUS STRAINS CAUSING MORE “WAVES” STAY-AT-HOME ORDERS DUE TO PANDEMIC PANDEMIC-INDUCED CLOSURES TO ECONOMY/BUSINESSES ECONOMIC INSTABILITY WIDE-SPREAD UNEMPLOYMENT/JOB LOSS SOCIAL INSTABILITY PROTESTS TRAVEL RESTRICTIONS LIMITED CAPACITIES AT ATTRACTIONS AND TOURISM/HOSPITALITY BUSINESSES MAJOR ATTRACTIONS OPEN TO IN-STATE ONLY LIMITED CAPACITIES AT LOCAL ATTRACTIONS CONSUMER/TRAVEL SENTIMENT TOWARD TRAVEL DESTINATION INCIDENTS GOING VIRAL ON SOCIAL MEDIA CAUSING NEGATIVE SENTIMENT/CANCELING” TOWARD DESTINATION OR LOCAL BUSINESSES COMPETITIVE RECOVERY MARKETPLACE I.E. LOCAL AND STATE DMO’S POURING AD AND MARKETING DOLLARS IN-STATE CALIFORNIA “FIRE SEASON”

EMERGING NEW TBID PARTNERS

NATURAL/WEATHER-RELATED DISASTERS

NEW ECONOMIC TOOLS AND RESOURCES FOR PARTNERS

SUPPLY-CHAIN CRISIS IMPACTING TOURISMRELATED RESOURCES

EXPANDED CORPORATE COMMUNICATIONS POSITIVE POSITION FOR ECONOMIC RECOVERY MOBILIZING COMMUNITY AND COUNTY TO SUPPORT LOCAL RESOURCE TO PARTNERS AND COMMUNITY FOR AD HOC CONSULTING NIMBLE AND INNOVATIVE INTERNAL TEAM EXPANDED CREATIVE FREELANCE SUPPORT

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LOCAL COMMUNITY PARTNERS EXECUTIVE SUMMARY This integrated marketing, communications and advocacy plan outlines how Newport Beach & Company will build on 2020 and 2021’s efforts to further aid in economic recovery for Local Community Partners, champion tourism, hospitality and meetings and continue to bring creative and results-driven programs, tools and assets to the City of Newport Beach in fiscal-year 2022.

During 2020’s turbulent year, Newport Beach & Company spearheaded a number of vital community recovery campaigns and provided up-to-the-minute COVID-19 resources for partners and travelers. In addition, Newport Beach & Company provided broader assistance to Local Community Partners more than ever before, further cementing itself as an integral part of the destination’s organizational civic make-up. Ad hoc counsel, marketing and advocacy were requested by a variety of organizations in the City during the past year, and Newport Beach & Company delivered a variety of programming in record time. Newport Beach & Company will sow the seeds from the past fiscal year and further grow community consulting programming and economic recovery.

In addition, Newport Beach & Company will continue to strongly advocate for tourism, hospitality, meetings and destination marketing into the next fiscal year. These vital industries positively impact all corners of the destination by pouring millions of dollars into the City of Newport Beach’s general fund, create jobs and keep small businesses open. As optimism in reopening grows from the pandemic, Newport Beach & Company will continue to partner with civic groups, amplify tourism messaging and mobilize the community to support local.

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

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The following plan encompasses the following five initiatives to generate awareness and continue to provide value to the City of Newport Beach and key stakeholders: 1.

Commanding Corporate Communications

2.

Advocate for Tourism, Hospitality and Meetings

3.

Community Consultants

4.

Partnership Education & Networking

5.

Build Back Better Business Units

Through its unique business-unit structure, Newport Beach & Company serves as a community-marketing agency providing diversified marketing, group sales, sponsorship, communications, media relations, event planning and brand-building services to drive economic development for the City of Newport Beach, Tourism Business Improvement District (TBID) hotel partners, Newport Beach Restaurant Association, Balboa Village Merchants Association, Balboa Island Marketing, Inc. and Newport Beach TV. Newport Beach & Company also serves as a community-marketing agency and provides marketing, public relations, sponsorship, event planning and brand-development services to increase attendance, enhance the customer experience and promote the overall Newport Beach brand for signature events in Newport Beach. Newport Beach signature, brand-defining events include but may not be limited to: Newport Beach Christmas Boat Parade, Newport Beach Film Festival, Newport Beach Wine & Food Festival, Newport Beach Restaurant Week, Hyatt Regency Newport Beach Jazz Festival, Hyatt Regency Newport Beach Summer Concert Series and Newport to Ensenada International Yacht Race.

Newport Beach & Company plans to engage Local Community Partners in new, innovative ways to keep the COVID-19 Pandemic recovery momentum going, promote the value of tourism, and to bring the Newport Beach & Company brand to even greater heights. The cross-functional planning team developed this integrated business plan for the local community customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form the strategic approaches to reaching the benchmark objectives, and tactics are the budgeted projects that support overarching strategies.

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LOCAL COMMUNITY PARTNERS BUSINESS OBJECTIVES OBJECTIVE 1 COMMANDING CORPORATE COMMUNICATIONS CREATE, EXECUTE OR PRODUCE MORE THAN 500 HIGHLYINFLUENTIAL MARKETING COMMUNICATIONS STORIES, SPEAKING ENGAGEMENTS, CASE STUDIES AND INCREASED CORPORATE MESSAGING VIA MEDIA RELATIONS, SOCIAL MEDIA POSTS AND COMMUNITY-ORGANIZATION GROUPS TO ELEVATE THE COMPANY BRAND AND RECOGNITION IN THE COMMUNITY.

OBJECTIVE 2 ADVOCATE FOR THE TOURISM, RESTAURANT, HOSPITALITY AND MEETINGS INDUSTRIES CONTINUE ROBUST EFFORTS TO TELL THE STORY AND VALUE OF TOURISM, RESTAURANT, HOSPITALITY AND MEETING INDUSTRIES TO LOCAL AND REGIONAL AUDIENCES AND STAKEHOLDERS AS WELL AS VIA STATE, NATIONAL AND INTERNATIONAL TOURISM TRADE ORGANIZATIONS.

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OBJECTIVE 3 COMMUNITY CONSULTANTS CONTINUE NEW ROLE AS COMMUNITY CONSULTANTS FOR PARTNERS, HOTELS, RESTAURANTS AND LOCAL CIVIC ORGANIZATIONS TO ELEVATE THEIR BUSINESSES AND DRIVE ECONOMIC GROWTH.

OBJECTIVE 4 PARTNERSHIP EDUCATION & NETWORKING DEVELOP EVENTS, COMMUNICATIONS, EDUCATIONAL WEBINARS AND NETWORKING OPPORTUNITIES FOR OUR PARTNERS TO EXCHANGE IDEAS AND LEARN FROM EACH OTHER AND EXPERTS.

OBJECTIVE 5 BUILD BACK BET TER BUSINESS UNITS CONTINUE TO EVOLVE AND GROW THE UNIQUE, ENTREPRENEURIAL NEWPORT BEACH & COMPANY BUSINESS UNIT MODEL.

MICRO-AUDIENCES NEWPORT BEACH CITY COUNCIL

MERCHANT ASSOCIATIONS

CITY/STAFF DEPARTMENTS CIVIC ORGANIZATIONS

REGIONAL, STATE AND NATIONAL DESTINATION MARKETING ORGANIZATIONS

NON-PROFITS

REGIONAL ATTRACTIONS

ORANGE COUNTY BOARD OF SUPERVISORS

ORANGE COUNTY BUSINESS COUNCIL

ORANGE COUNTY STAFF/DEPARTMENTS

JOHN WAYNE AIRPORT

LOCAL RESIDENTS

LOS ANGELES INTERNATIONAL AIRPORT

LOCAL BUSINESSES/PARTNERS

THE TOLL ROADS

TOURISM BUSINESS IMPROVEMENT DISTRICT HOTELS

ORANGE COUNTY TRANSPORTATION AUTHORITY

CIVIC ORGANIZATIONS

TOURISM, HOSPITALITY AND MEETINGS ASSOCIATIONS

LOCAL/REGIONAL MEDIA NEWPORT BEACH RESTAURANT ASSOCIATION

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OBJECTIVE 1 LOCAL COMMUNITY PARTNERS

COMMANDING CORPORATE COMMUNICATIONS CREATE, EXECUTE OR PRODUCE MORE THAN 500 HIGHLYINFLUENTIAL MARKETING COMMUNICATIONS STORIES, SPEAKING ENGAGEMENTS, CASE STUDIES AND INCREASED CORPORATE MESSAGING VIA MEDIA RELATIONS, SOCIAL MEDIA POSTS AND COMMUNITY-ORGANIZATION GROUPS TO ELEVATE THE COMPANY BRAND AND RECOGNITION IN THE COMMUNITY.

STRATEGY 1: Create and produce more than 450 blogs, stories, dashboards, research reports, guest columns, case studies and social media posts in local, regional and national trade and consumer media, social media channels, digital media and websites about the power of the tourism, restaurant, hospitality industries as well as the hard work and results of Newport Beach & Company and Visit Newport Beach, Inc. TACTICS:

• Build identity of Newport Beach & Company and all business units and the work, success and

results of the company and each business unit.

• Assemble a taskforce to create structure and tools to clarify the application and communication of

corporate brand and business units.

• Merchandise Newport Beach & Company and Visit Newport Beach, Inc. marketing and sales wins,

results, awards and achievements.

• Establish processes for B2B distribution of work, e.g. post-campaign case studies and

circulate accordingly.

• Post company, destination and partner achievements and results on corporate

Newport Beach & Company LinkedIn account

• Form association and/or business-unit LinkedIn accounts for Dine Newport Beach/Newport Beach

Restaurant Association, Enterprise Newport Beach, Celebrate Newport Beach and

Video Newport Beach.

• Continue weekly CEO Guest Column in StuNewsNewport.

• Continue weekly COVID-19 Economic Recovery Dashboard to present a variety of

economic and recovery data for community.

• Identify thought-leadership opportunities for case studies, blog posts and guest columns.

• Apply for industry and association awards.

• Continue to achieve industry accreditations and certifications, e.g. Destination Marketing

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Accreditation Program (DMAP), etc.

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STRATEGY 2: Conduct more than 50 guest speaking, teaching, presentations and formal speeches at local, regional, state, national and international events, certification classes and industry tradeshows about the unique Newport Beach & Company business model as well as the hard work and results of Newport Beach & Company and Visit Newport Beach, Inc. TACTICS:

• •

•

•

•

•

Identify thought-leadership opportunities and speaking opportunities.

Continue teaching international destination-management certification courses in Destination Leadership, Destination Sales & Marketing and Destination Positioning & Branding in Destination International’s Certified Destination Management Executive (CDME) Certification Program.

Continue to push new executive leadership to attain industry certifications such as CMP, CITP, HMCC, CDME, CTA, APR, etc.

Continue to speak at local civic events, Commodores Club, Seven Seas, Speak Up Newport, Wake Up Newport, Chamber events, etc.

Develop case studies, convention sessions, and keynote speeches to present at industry events, conferences, summits and conventions.

Support civic events with marketing and communications support such as the Annual Fire & Lifeguard Dinner, Police Appreciation Breakfast, Citizen of the Year Dinner, Mayor’s Dinner/Reception and Christmas Boat Parade Auction & Dinner.

OBJECTIVE 2 LOCAL COMMUNITY PARTNERS

ADVOCATE FOR THE TOURISM, RESTAURANT, HOSPITALITY AND MEETINGS INDUSTRIES CONTINUE ROBUST EFFORTS TO TELL THE STORY AND VALUE OF TOURISM, RESTAURANT, HOSPITALITY AND MEETING INDUSTRIES TO LOCAL AND REGIONAL AUDIENCES AND STAKEHOLDERS AS WELL AS VIA STATE, NATIONAL AND INTERNATIONAL TOURISM TRADE ORGANIZATIONS.

STRATEGY 1: Form positive, long-lasting and deep professional relationships with regional, state, national and international tourism, travel, restaurant, hospitality and meetings industries.

TACTICS:

• Maintain engagement at the local, state, national and global level coming together to further the tourism and meetings industry agenda including premier-level membership in the following trade associations:

– California Travel Association & CalTravel PAC

– Visit California

– Brand USA

– California Restaurant Association

– Orange County Restaurant Association

– U.S. Travel Association

– Destinations International & Destinations International Foundation

– Travel & Tourism Research Association

– Meeting Planners International (MPI)

– PCMA

– American Society of Association Executives (ASAE)

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STRATEGY 2: Create and produce corporate communications, research reports and local marketing campaigns to promote the value of tourism, hospitality, restaurant and meetings industries to local audiences including residents, civic leaders, county leaders and city staff.

TACTICS:

• • • •

•

• • • • • •

Engage industry partners for marketing opportunities.

Continue to engage local media and tell hospitality and meetings stories.

Assemble regional DMO leadership for marketing and advocacy pushes.

Merchandise Newport Beach & Company marketing and sales efforts in real numbers to show positive incremental impact on destination.

Utilize data, research and economic figures to demonstrate tourism and meetings positive impact on destination at-large.

Amplify internal communication channels.

Spearhead community recovery campaigns.

Provide recovery resources for partners.

Provide COVID-19 up-to-the-minute resources and education to visitors.

Provide marketing toolkits for partners for campaigns.

Create local marketing ad campaigns to showcase the value of tourism to residents and civic leaders.

STRATEGY 3: Continue to serve and speak at local, community boards of directors and peer civic organizations.

TACTICS:

• Internal staff to serve on relevant local boards, e.g., Newport Beach Chamber of Commerce, Commodores Club, Seven Seas, etc.

OBJECTIVE 3 LOCAL COMMUNITY PARTNERS

COMMUNITY CONSULTANTS CONTINUE NEW ROLE AS COMMUNITY CONSULTANTS FOR PARTNERS, HOTELS, RESTAURANTS AND LOCAL CIVIC ORGANIZATIONS TO ELEVATE THEIR BUSINESSES AND DRIVE ECONOMIC GROWTH.

STRATEGY 1: Serve as marketing, branding and sales consultants to local businesses, hotels, restaurants and civic organizations to enhance results, produce and sales/marketing efforts.

TACTICS:

•

•

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Build on Newport Beach & Company’s new role in 2020 as community consultant for various ad hoc marketing and sales needs for local businesses, civic organizations, neighborhood associations, restaurant association, and City of Newport Beach.

Position organization as the community “go-to” for various needs, e.g., marketing plans, communication strategy, branding, marketing, crisis communications, brainstorming, etc.

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• Maximize opportunities for win-wins for Newport Beach & Company and partners, e.g., new “Stay + Play” video series ad campaign.

• Create a more tailored and enhanced partnership model as needed.

• Advise hotel sales and marketing leaders on property-specific sales and marketing plans.

• Provide graphic design, art direction and video-production services to local businesses and partners.

• Consult and assist with renovation and new vision for Newport Beach Marriott Hotel & Spa including consultations with ownership group, hotel management team, PR agency search, branding and design agency as well as design and video-production services to assist with renovation launch and marketing:

- Dine Newport Beach Restaurant Gift Cards

- Dine Newport Beach Restaurant Rack Cards

- COVID-19 safety signage

- Launch event videos, photography and event production services

- Hotel Employee Recognition • Provide economic resources and marketing toolkits for partners and community.

OBJECTIVE 4 LOCAL COMMUNITY PARTNERS

PARTNERSHIP EDUCATION & NETWORKING DEVELOP EVENTS, COMMUNICATIONS, EDUCATIONAL WEBINARS AND NETWORKING OPPORTUNITIES FOR OUR PARTNERS TO EXCHANGE IDEAS AND LEARN FROM EACH OTHER AND EXPERTS.

STRATEGY 1: Create and host Newport Beach & Company networking and educational events for all partners, businesses, civic leaders and civic organizations to showcase the hard work and results of the company and tourism/hospitality industry partners as well as provide educational insights to the local Newport Beach economy.

TACTICS:

• •

•

•

•

Provide “reunion” opportunities for Newport Beach hospitality industry.

With limited budgets, staff and resources, Newport Beach & Company will create quarterly educational webinars or in-person training sessions for hospitality partners and colleagues.

Bring back Newport Beach & Company marquee corporate events: Annual Marketing Outlook Reception (October 14, 2021), Annual Holiday Partner Event (December 2021), etc.

Re-engage Rosalind Williams Service Excellence Award and Dennis O’Neil Partner in Progress Award with possible focused recognition to a front-line employee and civic leader for strong performance during the COVID-19 pandemic.

Explore creating Visitor Choice Awards recognizing top partners and businesses in multiple categories as a way to spotlight and encourage exemplary service and destination-brand standards.

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STRATEGY 2: Create and distribute educational opportunities, presentations, case studies and research reports to local civic leaders, businesses and City of Newport Beach.

TACTICS:

• Continue to create and distribute weekly COVID-19 Economic Recovery Dashboard.

• Explore new Zartico software system (Destination Operating System) as a new total destination- management dashboard for all economic indicators.

• Through new Zartico software system, provide City Council and City of Newport Beach staff with real-time data on visitor flow, volume and bottlenecks in the destination to assist with local zoning for short-term rentals, traffic congestion, crime reduction and noise/nuisance reduction efforts.

• Conduct Newport Beach Economic Impact Study & Visitor Profile to measure true visitor volume, economic impact, visitor spending and visitor demographic profile information to local civic leaders and partners.

• Assist City Council and City of Newport Beach Staff with customized tourism or COVID-19 related presentations, health safety programs (S.H.I.P. Shape Initiative), etc.

STRATEGY 3: Develop, update and present semi-annual Hospitality Training Program seminars, classes and training videos to educate local partners, city staff, Newport Beach Police Department staff, and Newport Beach Fire & Lifeguards.

TACTICS:

• Update Hospitality Training Program curriculum with new COVID-19 safety protocols and new destination brand identity system.

• Partner with Newport Beach Police Department and Newport Beach Fire & Lifeguard Department to produce customized, hospitality training videos, collateral and information.

• Provide visitor collateral to new Ambassador Division within Newport Beach Police Department.

• Present educational webinars or in-person seminars to local businesses and city departments to educate them on best-in-class hospitality service, destination product knowledge, as well as destination brand positioning information.

S E R V E . A C C O M O DAT E . I N S P I R E . L E A D.

HOSPITALITY TRAINING PROGRAM

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OBJECTIVE 5 LOCAL COMMUNITY PARTNERS

BUILD BACK BETTER BUSINESS UNITS CONTINUE TO EVOLVE AND GROW THE UNIQUE, ENTREPRENEURIAL NEWPORT BEACH & COMPANY BUSINESS-UNIT MODEL.

STRATEGY 1: Re-engage and revisit all Newport Beach & Company business units: Visit Newport Beach, Inc. TOT and TBID Business Units, Dine Newport Beach, Celebrate Newport Beach, Enterprise Newport Beach and Video Newport Beach.

TACTICS:

•

• •

As Newport Beach & Company embarks the “new normal,” assess business-unit model, internal staffing, needs of community and pivot where needed.

Mine for opportunities to evolve model.

Seek additional revenue channels for Newport Beach & Company.

STRATEGY 2: Continue to serve as marketing leaders for all leisure marketing efforts to promote Newport Beach as an aspirational lifestyle destination through Visit Newport Beach, Inc. Tourism-Occupancy Tax (TOT) Business Plan.

STRATEGY 3: Continue to serve as sales, marketing and services leaders for all group/meetings efforts to promote and sell Newport Beach group/meetings hotels/TBID partners through the unique, Tourism Business Improvement District (TBID) funding source.

STRATEGY 4: Serve as marketing, communications, finance and BID administration leaders for the Newport Beach Restaurant Association through the Dine Newport Beach business unit.

TACTICS:

•

• • • •

Provide marketing, communications, finance and BID administration services to the Newport Beach Restaurant Association (NBRA) and City of Newport Beach.

Guide NBRA BID Board of Directors through a new three-year strategic planning process.

Produce annual events such as the 16th Annual Newport Beach Restaurant Week in January 2022.

Produce and present NBRA BID Annual Meeting in March 2022.

Produce annual marketing plan, media buys and integrated marketing campaigns.

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STRATEGY 5: Continue to provide marketing, communications and event-planning services for local brand-defining events to help elevate each event and increase event attendance through the Celebrate Newport Beach business unit.

TACTICS:

• Augment and consult with marketing and communications services for Newport Beach Film Festival, Newport Beach Wine & Food Festival, Newport Beach Restaurant Week, Hyatt Regency Newport Beach Jazz Festival, Hyatt Regency Newport Beach Summer Concert Series and Newport to Ensenada International Yacht Race.

• Market and promote Newport Beach Christmas Boat Parade through a unique partnership with Newport Beach Chamber of Commerce and Commodores Club:

– Produce Official Event Program.

– Promote event to local, regional and national media.

– Create event logo, signage, collateral and other printed promotional materials.

– Select and acquire Grand Marshals.

– Produce Media Kick-off Event with consumer activations.

– Assist with securing event auction donation items.

– Assist with Grand Marshal Boat event production including audio-visual, catering,

celebrity wrangling and other services.

STRATEGY 6: Continue to provide marketing and communications services for neighborhood and merchant association marketing through the Enterprise Newport Beach business unit.

TACTICS:

• Partner with Balboa Island Merchants Association, Inc. and Balboa Village Merchants Association with high-level marketing, communications and strategic-planning services.

• Offload day-to-day digital and social media management for each neighborhood association to each association’s local vendors.

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STRATEGY 7: Provide video-production, video-editing, scriptwriting and video services for local partners/ businesses and the City of Newport Beach government-access channel (Newport Beach TV) through the Video Newport Beach business unit.

TACTICS:

• Through new contract with the City of Newport Beach, significantly expand and improve Newport Beach TV shows, video content, graphics and overall government-access channel station management.

• Provide a full, comprehensive suite of video-production services to local businesses, partners, civic organizations and hotels through video-production team and live TV studio.

• Produce destination videos, TV shows, awards videos, sales videos and other promotional videos including new TV shows that promote Newport Beach as an aspirational lifestyle brand and destination. Video projects and video shows include and are not limited to:

– Stay + Play Video Series & Ad Campaign

– Weekly Bites

– Culinary Journeys

– Neighborhood Journeys

– Newport Beach Luxe

– Rosalind Williams Serve Excellence Award Video

– Dennis O’Neil Partner in Progress Award Video

– Citizen of the Year Award Video

– Company Recap Videos

– Dine Newport Beach/Newport Beach Restaurant Week Videos

CULINARY

JOURNEYS N E W P O R T B E A C H

NEWPORT BEACH

RESTAURANT WEEK

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ORGANIZATION AUD IEN CE BUSINES S PL AN Staff, executive team, executive committee and board of directors of Newport Beach & Company and Visit Newport Beach, Inc.

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COMMITTED STAFF, EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS STRONG CITY COUNCIL AND CITY STAFF ACCREDITED DESTINATION-MARKETING ORGANIZATION (8 YEARS WITH DISTINCTION) CERTIFIED DESTINATION MANAGEMENT EXECUTIVE (CDME) TEAM INDUSTRY LEADERS SMALL BUT MIGHTY TALENTED STAFF INNOVATIVE COMMUNITY-MARKETING ORGANIZATION MODEL, STRONG COMPANY CORE VALUES, BENEFITS, EDUCATIONAL OPPORTUNITIES, TEAM SPIRIT, OFFICE SPACE, COMPANY EVENTS AND COLLABORATION RESULTING IN AMAZING WORK PRODUCTIVITY, RESULTS AND ACHIEVEMENTS

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ORGANIZATION AUDIENCE S FUTURE MAP

MITIGATE WEAKNESSES

ADJUST TO REDUCED STAFF DUE TO COVID-19 REVENUE SHORTFALLS COMPETITIVE JOB MARKET, SALARY EXPECTATIONS NO CENTRALIZED HUMAN RESOURCES/ INFORMATION­ TECHNOLOGY DEPARTMENTS ANTI-TOURISM SENTIMENT ANTI-DEVELOPMENT/ANTI­-TOURISM/ ANTI-AIRPORT SENTIMENT LIMITED CONVENTION, MEETING AND EVENT FACILITIES/VENUES LIMITED AMATEUR SPORTS FACILITIES STRONG ECONOMY MAKES COST OF SERVICES MORE EXPENSIVE ABILITY TO PIVOT, PLAN FOR WORST-CASE SCENARIOS HOTEL CLOSURES CONTINUE DUE TO COVID-19 PANDEMIC (AFFECTING REVENUE)

T

HOTEL CLOSURES DUE TO RENOVATIONS (AFFECTING REVENUE)

PREMIER DESTINATION PRODUCT 10-YEAR TBID AND TOT CONTRACTS WITH THE CITY OF NEWPORT BEACH APPEALING OFFICE INFRASTRUCTURE, ENVIRONMENT AND SCENIC LOCATION VIDEO/TELEVISION STUDIO HIGH-TECH, DIGITAL VIDEO EQUIPMENT (DRONE, VIRTUALREALITY AND HIGH-DEFINITION 4K CAMERAS) HIGHLY COMPETITIVE TOT AND TBID BUDGETS EVEN WITH COVID-19 REVENUE REDUCTIONS

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MONITOR OPPORTUNITIES

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CITY AND BOARD OF DIRECTORS’ ENGAGEMENT PARTNER VENDORS AND PARTNERS TO NEGOTIATE BEST PRICE MAXIMIZE EFFICIENCIES LEADER IN THE DMO INDUSTRY STRONG INDUSTRY REPUTATION, STAFF EXPERTISE, TEAM AND ORGANIZATION, CREDENTIALED STAFF, ACCREDITED COMPANY EVOLVE TECHNOLOGY USED CONTINUE TO MAINTAIN POSITIVE CULTURE NEWLY RENOVATED, ELEVATED NEWPORT BEACH MARRIOTT HOTEL & SPA BOARD REPORTING: MAKING CONTENT ENGAGING AND RELEVANT TO BOARD MEMBERS ADVOCATE FOR NEW HOTEL, TRANSPORTATION AND EVENT VENUES 2022 SUPER BOWL, 2024 WORLD CUP AND 2028 SUMMER OLYMPICS ALL IN AND AROUND LOS ANGELES METRO AREA

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PREPARE FOR CONTINGENCIES OR THREATS

GLOBAL PANDEMICS, COVID-19 VARIANTS/NEW STRAINS, TRAVEL BANS & QUARANTINES ECONOMIC RECESSION, INFLATION, STAGNATION ECONOMIC AND POLITICAL UNCERTAINTY/INSTABILITY FLUCTUATING FOREIGNEXCHANGE RATES TRIBAL POLITICAL DISCOURSE RACIAL STRUGGLES/PROTESTS SHARING ECONOMY (SHORT-TERM RENTALS/RIDESHARE) VALUE-ADDED TAXES (VAT) ON SERVICES PURCHASED OVERSEAS INCREASED LOCAL COMPETITION (EXAMPLES: WALDORF-ASTORIA, JW MARRIOTT REBRANDS IN DANA POINT) HOTEL UPGRADES, NEW HOTELS AND MEETING VENUES THIRD-PARTY COMMISSION STRUCTURES NATURAL/WEATHER-RELATED DISASTERS HIGH COST OF EMPLOYEE BENEFITS (HEALTHCARE, DENTAL, VISION, LIFE AND DISABILITY INSURANCE; 401K, ETC.) COMPETING GLOBAL DESTINATIONS WITH NEW HOTELS AND NEW MEETING SPACE SIGNIFICANT HOTEL LEADERSHIP CHANGES ADA COMPLIANT WEBSITES AND THREAT OF LAWSUITS

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ORGANIZATION & BOARD OF DIRECTORS EXECUTIVE SUMMARY

Newport Beach & Company presents this integrated administration, information technology, finance, marketing, and group sales and services plan to engage the staff and boards of directors of both companies (Newport Beach & Company/Visit Newport Beach, Inc.) and the TBID board of directors to increase productivity, generate efficiencies, reduce costs, and attract, satisfy and retain quality employees and board members for the two organizations.

After the past 15 months of the COVID-19 pandemic, Newport Beach & Company and Visit Newport Beach, Inc. are uniquely positioned to thrive and excel in this new world as vaccines become more prevalent and states and regions begin to open back up again for travel and business. Throughout the depths of the pandemic, neither organization tapped into cash reserves, and through strategic expense-trimming and staff reductions, both companies were able to save additional cash revenue for leisure recovery campaigns and group/ meetings recovery incentives.

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With the internal mantra, “Re-engage. Revitalize. Rejoice,” Newport Beach & Company plans to engage its employees and boards of directors in new, innovative ways to ensure the long-term viability, success and results of Newport Beach & Company and its six subsidiary business units:

- Visit Newport Beach, Inc. (tourism-occupancy tax drives incremental tourism)

- Visit Newport Beach (tourism business improvement district generates

incremental meetings business)

- Video Newport Beach (destination lifestyle video content) and Newport Beach TV

(government-access television channel/television studio)

- Enterprise Newport Beach (merchant associations/economic development)

- Dine Newport Beach (Newport Beach Restaurant Association)

- Celebrate Newport Beach (brand-defining events)

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.

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ORGANIZATION & BOARD OF DIRECTORS BUSINESS OBJECTIVES OBJECTIVE 1 BOARD ENGAGEMENT INCREASE ENGAGEMENT WITH THE BOARDS OF DIRECTORS OF NEWPORT BEACH & COMPANY, VISIT NEWPORT BEACH, INC., AND THE TOURISM BUSINESS IMPROVEMENT DISTRICT TO AIM FOR 100-PERCENT PARTICIPATION AT BOARD MEETINGS, ANNUAL MARKETING OUTLOOK RECEPTION AND OTHER COMPANY FUNCTIONS.

OBJECTIVE 2 PREPARE FOR THE WORST PLAN FOR THE BEST ENSURE A POSITIVE REPUTATION IN THE COMMUNITY AND INDUSTRY AND THE LONG­-TERM VIABILITY AND FUNCTIONALITY OF THE COMPANIES, BOARDS OF DIRECTORS, MANAGEMENT TEAM AND EMPLOYEES IN THE EVENT OF A CRISIS OR LEADERSHIP CHANGE.

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OBJECTIVE 3 IMPROVE COMPANY EFFICIENCY AND PERFORMANCE INCREASE EFFICIENCY, FUNCTIONALITY AND PERFORMANCE OF BUSINESS-PROCESSES WORKFLOW TO ELIMINATE CHANCE FOR ERRORS, REDUNDANCIES AND INEFFICIENCIES.

OBJECTIVE 4 PREFERRED DMO EMPLOYER BECOME THE PREFERRED REGIONAL DESTINATION-MARKETING ORGANIZATION (DMO) EMPLOYER IN SOUTHERN CALIFORNIA AND INCREASE EMPLOYEE PERFORMANCE, MORALE AND RETENTION AND OTHER MEASURES OF EMPLOYEE SATISFACTION.

OBJECTIVE 5 LONG-TERM CAPITAL & I.T. INFRASTRUCTURE PLAN DEVELOP A LONG-TERM CAPITAL AND INFORMATION TECHNOLOGY INFRASTRUCTURE PLAN TO THINK AHEAD AND BUDGET FOR FUTURE, LARGE CAPITAL OR I.T. TECHNOLOGY SOLUTIONS WITH AN EYE TOWARD THE FUTURE AND CONTINUING THE LEGACY OF OUR ENTREPRENEURIAL, LEADING-EDGE ORGANIZATION.

MICRO-AUDIENCES NEWPORT BEACH & COMPANY EMPLOYEES/STAFF VISIT NEWPORT BEACH, INC. EMPLOYEES/STAFF NEWPORT BEACH & COMPANY/VISIT NEWPORT BEACH, INC. MANAGEMENT TEAM NEWPORT BEACH & COMPANY/VISIT NEWPORT BEACH, INC. BOARDS OF DIRECTORS NEWPORT BEACH & COMPANY/VISIT NEWPORT BEACH, INC. EXECUTIVE COMMITTEE TOURISM BUSINESS IMPROVEMENT DISTRICT (TBID) BOARD OF DIRECTORS NEWPORT BEACH & COMPANY MARKETING COMMITTEE NEWP ORT BE ACH ANDCO.CO M

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OBJECTIVE 1

BOARD ENGAGEMENT

ORGANIZATION & BOARD OF DIRECTORS BUSINESS OBJECTIVES

INCREASE ENGAGEMENT WITH THE BOARD OF DIRECTORS OF NEWPORT BEACH & COMPANY, VISIT NEWPORT BEACH, INC., AND THE TOURISM BUSINESS IMPROVEMENT DISTRICT TO AIM FOR 100-PERCENT PARTICIPATION AT BOARD MEETINGS, ANNUAL MARKETING OUTLOOK RECEPTION AND OTHER COMPANY FUNCTIONS.

STRATEGY 1: Develop a communications and outreach strategy to board members of all three companies in an effort to increase board engagement, attendance and commitment to each organization.

TACTICS:

• Continue weekly e-Newsletters to partners, board members and community leaders.

• Include a short, board-member spotlight in the Quarterly e-Newsletter.

• Bring in board members for focus groups.

• Review functionality of processes at board meetings.

• Continue to create engaging board meetings with guest speakers.

• Continue great work of the Nomination Committee in selecting and recruiting new Executive

Committee and Board of Directors.

• Create a short, highlight video about the companies, business units, mission, vision and

economic impact to the destination.

STRATEGY 2: Ensure there is an educational component at all Board of Directors meetings, Annual Marketing Outlook Reception and other company events to give board members an opportunity to learn about an issue or topic more in-depth.

TACTICS:

• Continue to secure top-notch guest speakers at the four annual Boards of Directors meetings in 2022.

• Continue to secure top-notch presenters/keynote speakers or panel discussions at Annual Marketing Outlook Reception and future company events.

• Through electronic communications, email, videos and presentations, ensure there is an educational aspect to the content presented to continue to elevate the boards of directors to even greater heights and to encourage more board engagement.

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STRATEGY 3: Ensure all new board members and business-unit volunteer leadership go through a Newport Beach & Company orientation with executive management team to foster a thorough understanding of the company, its mission, vision, goals and structure. These board and volunteer leaders include Newport Beach & Company, Visit Newport Beach, Inc. (TOT) and Visit Newport Beach, Inc. (TBID) boards of directors as well as the volunteer leaders who work with Newport Beach & Company at the Newport Beach Restaurant Association, Balboa Island Merchants Association, Inc., Balboa Village Merchants Association, Corona del Mar Chamber of Commerce and Newport Beach Chamber of Commerce.

TACTICS:

• Continue to evolve and improve New Board Member Orientation and New Employee PowerPoint presentation.

• Customize and adapt New Board Member Orientation presentation and share with new members of partner civic organization leadership boards.

OBJECTIVE 2 ORGANIZATION & BOARD OF DIRECTORS BUSINESS OBJECTIVES

PREPARE FOR THE WORST. PLAN FOR THE BEST. ENSURE A POSITIVE REPUTATION IN THE COMMUNITY AND INDUSTRY AND THE LONG­-TERM VIABILITY AND FUNCTIONALITY OF THE COMPANIES, BOARDS OF DIRECTORS, MANAGEMENT TEAM AND EMPLOYEES IN THE EVENT OF A CRISIS OR LEADERSHIP CHANGE.

STRATEGY 1: Build on the company’s comprehensive emergency plan that was created for the DMAP Accreditation application and expanded on during the COVID-19 pandemic. Ensure administration, human resources, finance, media relations and technology functional areas are included in the comprehensive plan for the worst-case scenario including, but not limited to: COVID-19 variants/vaccine-resistant strains, future pandemics, inclement weather, ground disturbances, terrorism, cyber-terrorism, active-shooter scenarios, infrastructure collapse as well as internal and external communications plans for leadership changes.

TACTICS:

•

• •

•

Establish an emergency-planning committee with involvement from the management team, administration, finance, media relations and information technology functional areas of the company.

Create hard copy and digital versions of the comprehensive emergency plan.

Promote through corporate channel the Destinations International accreditation with distinction received in 2019 valid for eight years.

Partner with a third-party company to provide a technology-based, instant communications channel to reach top tourism, hospitality and city officials in the event of an emergency.

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• Include succession plans for critical functional positions within the company.

• Choose designated media spokespeople for the company including back-up spokespeople.

• Develop a phone tree or some other communications plan to reach the boards of directors, executive committee, employees, City of Newport Beach staff, Newport Beach Emergency Command Center, Orange County government, State of California, Visit California and neighboring destination marketing organizations.

• Implement a rehearsal procedure via an annual drill.

STRATEGY 2: Build on the budgeting, forecasting, finance, human resources, legal and other key learnings from the COVID-19 pandemic to ensure the long-term viability of the organization, tourism industry and leadership during a possible future catastrophic event or crisis.

TACTICS:

• Create fiscal-year budgets for the three companies with possible emergency revenue/expense cuts in mind, e.g. itemized details of each budget line item, so items can be cut or reduced immediately.

• Ensure each company’s budget is developed with expenses planned out/timed out through the 12 months, so future expenses can be easily cut or reduced.

• Ensure cash reserves for each of the three entities are healthy, full and to appropriate levels.

• Ensure cash is fairly liquid and easily available in no-risk withdrawal money markets, certificates of deposit or other investment accounts.

• Ensure duplicate IT solutions are available for every employee to be able to work from home in an emergency situation.

• Form strong relationship with company bank to assist with future grants, aide and small- business loans should federal-relief programs become available during a crisis.

• Continue investment in Zoom and other possible cloud-based, video-conferencing software solutions for remote meetings.

OBJECTIVE 3 ORGANIZATION & BOARD OF DIRECTORS BUSINESS OBJECTIVES

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IMPROVE COMPANY EFFICIENCY AND PERFORMANCE. INCREASE EFFICIENCY, FUNCTIONALITY AND PERFORMANCE OF BUSINESS PROCESSES WORKFLOW TO ELIMINATE CHANCE FOR ERRORS, REDUNDANCIES AND INEFFICIENCIES.

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STRATEGY 1: Examine and possibly reinvent all business processes, workflow and project management throughout the company.

TACTICS:

•

•

•

• •

Monitor all processes for project and time management critical paths throughout the company to find gaps, bottlenecks or issues that impede successful outcomes, positive results, exceeded goals or met deadlines.

Continue to expand usage of Airtable project-management software for process-oriented solutions to better manage projects, resources and time.

Explore new time-management software solution to manage and approve paid-time-off requests and hourly employee time cards.

Implement and train staff on new software solutions.

Continue to look for enhancements, features and new tools to maximize return on investment.

OBJECTIVE 4

PREFERRED DMO EMPLOYER

ORGANIZATION & BOARD OF DIRECTORS BUSINESS OBJECTIVES

BECOME THE PREFERRED REGIONAL DESTINATION MARKETING ORGANIZATION (DMO) EMPLOYER IN SOUTHERN CALIFORNIA AND INCREASE EMPLOYEE PERFORMANCE, MORALE AND RETENTION, AND OTHER MEASURES OF EMPLOYEE SATISFACTION.

STRATEGY 1: CENTRALIZE SEVERAL EMPLOYEE BENEFITS, OFFER LETTERS AND EMPLOYEE-FACING INFORMATION INTO A FORMALIZED PROCESS WITH CLEAR ACCOUNTABILITY. TACTICS:

• Move all benefits, new-employee offer letters and other employee-facing information under the administration team.

• Explore a new workforce-management software solution to centralize all employee-facing documentation, time cards, payroll, benefits information and other employee and company information.

• Continue the employee value-proposition report showing each employee’s total compensation (including base salary, benefits, payroll taxes and other hidden compensation), so employees know their total monetary value to the company.

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STRATEGY 2: CONTINUE EMPLOYEE-ENGAGEMENT BENEFITS, EDUCATIONAL OPPORTUNITIES AND EMPLOYEE EVENTS AND RETREATS TO INCREASE EMPLOYEE MORALE, PRODUCTIVITY AND RETENTION. TACTICS:

• Continue popular fitness-center reimbursement/wellness reimbursement, educational opportunities and company/staff retreats, meetings and team outings.

• Continue the stay-and-play benefit where employees are encouraged to experience the destination’s hospitality features first-hand as a guest.

• Continue successful holiday lunch.

• Continue infusing the company’s core values into everything we do.

• Ensure summer staff outing is a fun, bonding experience for all employees.

• Continue to refine and add worthy educational components and bonding activities at the annual staff retreat.

• Continue to support external, job-related educational opportunities for all employees.

• Explore new educational opportunities outside the tourism industry for executive team.

OBJECTIVE 5 ORGANIZATION & BOARD OF DIRECTORS BUSINESS OBJECTIVES

LONG-TERM CAPITAL & I.T. INFRASTRUCTURE PLAN DEVELOP A LONG-TERM CAPITAL AND INFORMATION TECHNOLOGY INFRASTRUCTURE PLAN TO THINK AHEAD AND BUDGET FOR FUTURE, LARGE CAPITAL OR I.T. TECHNOLOGY SOLUTIONS WITH AN EYE TOWARD THE FUTURE AND CONTINUING THE LEGACY OF OUR ENTREPRENEURIAL, LEADING-EDGE ORGANIZATION.

STRATEGY 1: WORKING WITH I.T. CONSULTANTS, CREATE A MULTI-YEAR I.T. INFRASTRUCTURE PLAN TO ACCOUNT FOR AND BUDGET FOR LARGE, FUTURE I.T.-RELATED CAPITAL EXPENDITURES. TACTICS:

• Develop multi-year I.T. Capital Infrastructure Plan for large expenditures and budgeting purposes.

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FOUR-YEAR I.T. CAPITAL INFRASTRUCTURE PLAN

FY2021

FY2022

FY2023

FY2024

HUNTRESS MDR SOFTWARE FOR ALL WINDOWS DEVICES ($3.50/DEVICE/MONTH) OFFICE 365 - $340/MONTH-INITIAL OUTLAY - $2,250 SENTINELONE ANTIVIRUS FOR SERVERS - ($16/MONTH)

REPLACE CURRENT VIDEO SERVER CLOUD BACKUP FOR VIDEOS REPLACE AGING COMPUTERS (OLDER THAN 5 YEARS) REPLACE AGING PHONE SYSTEM REPLACE AGING FILE SERVER OPERATING SYSTEM

TOTAL ANNUAL I.T. CAPITAL EXPENDITURES

STRATEGY 2: CREATE A MULTI-YEAR, DIGITAL MARKETING AND TRADESHOW BOOTH CAPITAL INVESTMENT AND DEPRECIATION PLAN TO ACCOUNT FOR AND BUDGET FOR LARGE, FUTURE DIGITAL MARKETING AND TRADESHOW-BOOTH RELATED CAPITAL EXPENDITURES, E.G. NEW WEBSITE REDESIGN, NEW TRADESHOW BOOTH, NEW MOBILE APPLICATION, ETC. TACTICS:

• Working with digital agency-of-record, develop a multi-year plan to account for and depreciate appropriately future, large digital marketing and website development expenditures.

• Develop a multi-year plan to account for and depreciate appropriately future, large tradeshow booth creation, design and production expenditures.

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GOVERNANCE

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82 B U D G E TS 84 G OAL S 86 B R A ND ARCHI T ECT U RE 90 E X EC U T IV E C OMMI T T E E & BOARD OF DI RECTORS 91 T B ID BOARD OF DI RECTORS AND M ARKE T I NG C OMMI T T E E 92 N EWP ORT B E ACH & C OMPANY T E AM

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2022 BUDGETS VISIT NEWPORT BEACH INC. (TBID) GROUP SALES & MARKETING FY2022 BUDGET ALLOCATION

VISIT NEWPORT BEACH, INC. (TBID) GROUP SALES & MARKETING FY2022 BUDGET ALLOCATION ADVERTISING COMMUNITY RELATIONS DIGITAL MARKETING/WEBSITE PR/COMMUNICATIONS TRADE SHOWS SALES GROUP ENHANCEMENT CREDIT HOSTED INDUSTRY EVENTS INDUSTRY PARTNERSHIP/SPONSORSHIPS SITE INSPECTIONS CLIENTS EVENTS CONFERENCE SERVICES DATABASE/PROSPECTING SPECIAL PROMOTIONS CUSTOMIZED DESTINATION SUPPORT

VISIT NEWPORT BEACH INC. (TBID) GROUP SALES & MARKETINGG

BUDGET FY2022

Revenue

$2,766,107

Operating Expenses

$1522,863

Advertising

$142,000

Community Relations

$66,250

Digital Marketing/Website PR/Communications Trade Shows Sales Group Enhancement Credit

$77,058 $108,000 $197,122 $230,000

Hosted Industry Events

$15,000

Industry Partnerships/Sponsorships

$80,000

Site Inspections

$32,000

Client Events

$100,000

Conference Services

$500

Database/Prospecting

$81,000

Special Promotions

$10,000

Customized Destination Support

$303,000 $2,964,793

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VISIT NEWPORT BEACH, INC. (TOT) LEISURE BUDGET ALLOCATION

ADVERTISING COMMUNITY RELATIONS

VISIT NEWPORT BEACH, INC. (TOT) LEISURE FY2022 BUDGET ALLOCATION

COLLATERAL INTERNATIONAL MARKETING DIGITAL MARKETING PR/COMMUMICATIONS

VISIT NEWPORT BEACH, INC. (TOT) LEISURE BUDGET ALLOCATION Revenue

BUDGET FY2022 $3,925,729

Operating Expenses

$74,135

Advertising

$1,221,800

Community Relations

$665,000

Collateral

$9,000

International Marketing

$373,500

Digital Marketing

$440,645

PR/Communications

$311,600

Fees and Contributions to Newport Beach & Company

$1,915,429

NEWPORT BEACH & COMPANY FY22 BUDGET ALLOCATION

COMMUNITY RELATIONS COMMUNITY RELATIONS WEBSITE PR/COMMUNICATIONS

NEWPORT BEACH & COMPANY FY2022 BUDGET ALLOCATION

NEWPORT BEACH & COMPANY

BUDGET FY2022

Revenue

$2,252,609

Operating Expenses

$1,941,609

Community Relations

$282,000

Collateral

$14,000

Website

$5,000

PR/Communications

$10,000

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202 2 G OA LS VISIT NEWP ORT BEACH, INC. F Y2022 GOALS

VISIT NEWPORT BEACH, INC LEISURE MARKETING GOALS

FY2020

FY2021

FY2022

ACTUAL RESULTS

FORECAST GOAL*

FORECAST GOAL

Tourism Occupancy Tax Revenue

$9,868,703

N/A

$19,000,000

Marketing Campaign Room Nights

64,500

N/A

30,000

$42,500,000

$42,000,000

$20,000,000

VNB Web Visits

1,341,216

N/A

1,000,000

Referrals to Partner Websites

107,566

N/A

103,000

214,159

N/A

230,000

50,372,651

N/A

75,000,000

140,445

N/A

125,000

Media Placements

1,935

N/A

1,000

Key Consumer Placements

448

N/A

250

Key Trade Media Placements

40

N/A

75

24

N/A

N/A

N/A

N/A

125

TOPLINE GOALS

Marketing Campaign Economic Impact DIGITAL MARKETING

SOCIAL MEDIA Social Media Followers ADVERTISING Total Ad Impressions Online Ad Clicks to Site MEDIA RELATIONS

INTERNATIONAL In-Market Agent Visits International Media Placements

Notes: * No goals in FY2021 due to the COVID-19 pandemic.

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202 2 G OA LS NEWPORT BE ACH & COMPANY F Y2022 GOALS

NEWPORT BEACH & COMPANY

FY2020

FY2021

FY2022

ACTUAL RESULTS

FORECAST GOAL*

FORECAST GOAL

109,581

N/A

110,000

8,357,086

N/A

10,000,000

1,267

N/A

75

$3,900,00

N/A

$3,500,000

260,510

N/A

300,000

N/A

N/A

5,000

4,848

N/A

4,500

14,496

N/A

22,000

267

N/A

100

66

N/A

75

120,139

N/A

125,000

CELEBRATE NEWPORT BEACH DIGITAL MARKETING Web Visits ADVERTISING Total Ad Impressions MEDIA RELATIONS Placements

DINE NEWPORT BEACH CONSUMER DINING SPENDING Estimated Consumer Spending DIGITAL MARKETING DineNB.com Web Visits Newport Beach Restaurant Week Digital Savings Pass Newport Beach Restaurant Week Online Reservations SOCIAL MEDIA Social Media Followers MEDIA RELATIONS Media Placements

VIDEO NEWPORT BEACH VIDEO & MULTIMEDIA MARKETING New Video Episodes & TV Shows New Video Completed Views

Notes: * No goals in FY2021 due to the COVID-19 pandemic.

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BRAND ARCHITECTURE Newport Beach is more than a destination, it’s a global lifestyle brand to see; and then be seen in.

Newport Beach & Company’s new brand identity is designed to be an internationally-recognizable label to embellish and enhance the jetsetter’s lifestyle well-beyond their visit. It’s aesthetic, architype and architecture is meant for immersion into the Newport Beach lifestyle through premium products, home and outdoor goods, apparel and much more.

Newport Beach & Company’s label is glamourous and global but with a coastal casual style.

Proud of tradition but bold in modern interpretations. Inspirational and aspirational.

It’s luxury at your leisure.

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BRAND ARCHITECTURE BUSINESS UNITS

Visit Newport Beach Inc. is the destination brand steward business unit dedicated to managing all aspects of the Newport Beach brand. Through a dynamic, multi-faceted strategic marketing and sales program, Newport Beach is amplified at the local, regional, domestic and international world stage, attracting leisure travelers and group business to enhance the economic vitality of the city and its residents.

Dine Newport Beach is the partnership between Newport Beach & Company and the Newport Beach Restaurant Association.

Crafting an identity for Newport Beach’s premier culinary scene and its 450 members, this unit serves as a year-round strategic branding and marketing operation to bring foodies through the doors of local businesses.

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The Celebrate Newport Beach business unit partners with the destination’s signature marquee community events and their organizers. From handling operations to all marketing and communications, this division provides tailored event services and promotion for famed signature annual events including Newport Beach Restaurant Week, Newport Beach Film Festival, Hyatt Regency Newport Beach Summer Concert Series and the Newport Beach Christmas Boat Parade and Ring of Lights.

Enterprise Newport Beach is established to provide expert marketing counsel and support to Newport Beach’s merchants associations. Enterprise Newport Beach works collaboratively with the boards of the Balboa Village and Balboa Island to develop and deploy marketing campaigns year-round.

Newport Beach & Company brings compelling destination stories to screens around the world through expertly-produced video content that elevates the Newport Beach brand image to a higher definition.

Newport Beach TV: NBTV is the partnership between Newport Beach & Company and the City of Newport Beach created to manage all aspects of the City’s government television channel including programming and production.

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EXECUTIVE COMMIT TEE CHAIRPERSON

VICE CHAIRPERSON

TREASURER

SECRETARY

DEBBIE SNAVELY

HOMER BLUDAU

CANDACE BISCONTE

LINDA M. BEIMFOHR

Newport Beach Marriott Hotel & Spa

Former City Manager

Eventis Destination Services

City Cruises Anchored by Hornblower

MEMBER AT LARGE

MEMBER AT LARGE

CHIEF JON LEWIS

GERARD WIDDER

SHARON WOOD

Newport Beach Police Department

The Resort at Pelican Hill

City of Newport Beach Appointee

MEMBER AT LARGE

GOVERNANCE

BOARD OF DIRECTORS JOE ADAMS Discovery Cube/Ocean Quest

MARINA DUTTON Balboa Bay Resort

CHIEF JON LEWIS Newport Beach Police Department

DAVID BEEK Island Marine Fuel

MICHAEL GELFAND Newport Dunes Waterfront Resort & Marina

MARIO MAROVIC Lounge Group Consulting

LINDA M. BEIMFOHR City Cruises Anchored

by Hornblower CANDACE BISCONTE Eventis Destination Services HOMER BLUDAU Former City Manager SCOTT CATLETT City of Newport Beach CHARLES CHO Newport Beach Marriott Bayview

ERIN HENRY Hyatt Regency Newport Beach GREGG HERNING Renaissance Hotel Newport Beach RUSH HILL NRM Real Estate Advisers WASIM KAZI Hyatt Regency John Wayne Airport, Newport Beach

STEVE ROSANSKY Newport Beach Chamber of Commerce GREGG SCHWENK Newport Beach Film Festival DEBBIE SNAVELY Newport Beach Marriott Hotel & Spa JOE STAPLETON Spinnaker Investment Group TANYA THOMAS Fashion Island

DENNIS KUHL Angels Baseball

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GERARD WIDDER The Resort at Pelican Hill SHARON WOOD City of Newport Beach Appointee OPEN Fashion Island Hotel OPEN Lido House Hotel

MARKETING COMMIT TEE CHAIRPERSON BEN STINNETT Marriott International

NANCY GARDNER Newport Beach Conservancy

MAUREEN SLOAN HelmsBriscoe

PRISCILLA BALCACERES Lido House Hotel

JAN HOLLIS Hyatt Regency John Wayne Airport, Newport Beach

MICHELLE ST. AMOUR Lido Marina Village

SHELLEY CALLAHAN Hyatt Regency Newport Beach

JAMES KEAVENY The Resort at Pelican Hill

KELLY CARLSON Balboa Village Merchant Association

KAMIA KINCHLOW Balboa Bay Resort

AMY DEIFT City Cruises Anchored

by Hornblower

ANGELA CORTRIGHT Spa Gregorie’s

BEVERLY MORGAN Sherman Library & Gardens

OPEN Fashion Island Hotel Newport Beach

SARAH CROWE Irvine Company Resort Properties

DIANA PARSEL Fashion Island

OPEN John Wayne Airport

LILIANA GARCIA Lido House Hotel

JOHN POPE City of Newport Beach

KIMBERLY STEPHENSON Renaissance Hotel Newport Beach

TOURISM BUSINESS IMPROVEMENT DISTRICT (TBID) BOARD OF DIRECTORS CHAIRPERSON DEBBIE SNAVELY Newport Beach Marriott Hotel & Spa

WASIM KAZI Hyatt Regency John Wayne Airport, Newport Beach

CHARLES CHO Newport Beach Marriott Bayview

GERARD WIDDER Fashion Island Hotel

MARINA DUTTON Balboa Bay Resort

OPEN Lido House Hotel

MICHAEL GELFAND Newport Dunes Waterfront Resort & Marina ERIN HENRY Hyatt Regency Newport Beach GREGG HERNING Renaissance Hotel Newport Beach

NEWP ORT BE ACH ANDCO.CO M

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EXECUTIVE TEAM GARY C. SHERWIN,

MICHELLE DONAHUE,

DOUG McCLAIN,

LILY PEARSON

APR, CDME PRESIDENT & CEO

CDME SENIOR VICE PRESIDENT OF SALES

CDME SENIOR VICE PRESIDENT & CHIEF MARKETING OFFICER

VICE PRESIDENT OF FINANCE

ADMINISTRATION

DINA ALLELUIA-CARR

KAYCEE ROBISON

FINANCE COORDINATOR

ADMINISTRATIVE ASSISTANT

N E W P O R T B E A C H & C O M PA N Y

MARKETING

VISIT NEWPORT BEACH, INC GROUP SALES

BRIANNA GRIMALDI

JENNIFER BRANNON

SENIOR DIGITAL MARKETING MANAGER

DESTINATION SERVICES MANAGER

GRACE HONG

MICHELLE DEVINE, CMM, HMCC

COMMUNICATIONS MANAGER

NATIONAL ACCOUNT DIRECTOR

JACKIE INFANTE

AMANDA KLIEM, CDME, HMCC, CITP

CREATIVE DIRECTOR

DIRECTOR OF SALES

ERIN ROSE

JANE LOENHORST

SENIOR DIRECTOR OF COMMUNICATIONS

GROUP MARKETING & COMMUNICATIONS DIRECTOR

ENRIQUE PAOLO NATIONAL ACCOUNT DIRECTOR

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FISCA L-Y E AR 20 2 2 D EST I N AT I ON B U SI N ES S PL AN SUPPLE ME NT

DOMINIC DIMARE NEWPORT BEACH TV PRODUCTION ASSISTANT

NEWPORT BEACH TV

LUIS HERRERA NEWPORT BEACH TV CAMERA CREW

ED OLEN NEWPORT BEACH TV INDEPENDENT CONTRACTOR

NEWP ORT BE ACHANDCO.CO M

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•••••••••••••

Q1

FALL LEISURE CAMPAIGN SEPTEMBER - NOVEMBER

SUMMER LEISURE CAMPAIGN JULY & AUGUST

1,000 REASONS SALES RFP PROMOTION JULY & AUGUST

94

Q2

JULY - SEPTEMBER 2021 • • • • • • • • • • • • • • • • • • • • • • OCTOBER - DECEMBER

FISCA L-Y E AR 20 2 2 D EST I N AT I ON B U SI N ES S PL AN SUPPLE ME NT

ANNUAL MARKETING OUTLOOK RECEPTION OCTOBER

IMEX NOVEMBER NEWPORT BEACH FILM FESTIVAL OCTOBER

FAL PR SEPTEMB

2

Q3 Q4

R 2021 • • • • • • • • • • • • • • • • JANUARY - MARCH 2022 • • • • • • • • • • • APRIL - JUNE 2022

NEWPORT BEACH SPRING FILM FESTIVAL U.K. HONOURS EVENT LEISURE CAMPAIGN & U.K. PROMOTION MARCH - JUNE FEBRUARY MEETING INDUSTRY WINTER COUNCIL LEISURE CAMPAIGN MARCH DECEMBER - FEBRUARY

NEWPORT BEACH CHRISTMAS BOAT PARADE DECEMBER

SALES ALL/WINTER ROMOTION MBER - FEBRUARY

RE-ENTER UK MARKET JANUARY - JUNE

NEWPORT BEACH RESTAURANT WEEK JANUARY

RE-ENTER CANADA MARKET APRIL - JUNE

HELMSBRISCOE ANNUAL MEETING APRIL

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