Wilmington and Beaches Convention & Visitors Bureau
Program of Work
FISCAL YEAR 2025-2026
EXECUTIVE SUMMARY
At the start of each fiscal year, the Wilmington and Beaches CVB (WBCVB) team reflects on the past year’s successes and challenges, then maps out creative, effective strategies to fulfill our mission: Driving economic growth in New Hanover County through travel and tourism.
Over the past fiscal year, the smart work and dedication of the CVB staff produced winning results for each department that are highlighted within our 2025-2026 Program of Work.
As we develop our annual program of work, the WBCVB considers current research, trends, economic indicators, and partner feedback. This year’s program of work also incorporates our 10-year Tourism Master Plan as a central theme. Adopted in early 2025, the plan outlines opportunities to enhance visitor experiences, boost local pride, and strengthen economic vitality.
Our goals and strategies align with the Master Plan’s priorities, emphasizing community collaboration to build a thriving, resilient destination. Tourism remains a cornerstone of New Hanover County’s economy, generating $1.12 billion (2023) and ranking among the top two employment sectors. To ensure continued growth, we must stay competitive.
We know our community shines year-round—not just in summer. By focusing more resources and strategic efforts on the shoulder seasons, we can expand our tourism footprint and create a steadier revenue stream.
Tourism is essential to our local economy, and the WBCVB actively advocates for the hospitality industry at the local, state, and national levels. We’ll continue working with local leaders to ensure we have the resources and workforce needed to support sustainable growth.
As we consider needs of our local community, we’re committed to addressing concerns about infrastructure, the environment, and quality of life as we implement the Master Plan. This year, we’ll onboard a community engagement manager to keep residents, business owners, and stakeholders informed and involved.
As always, the Wilmington and Beaches CVB is committed to making decisions in the best interest of the businesses and thousands of employees that depend on a strong tourism industry in New Hanover County. Together, we are dedicated to making our community the very best of the Carolina Coast.
Respectfully,
KIM HUFHAM, President/CEO, New Hanover County Tourism Development Authority
The Wilmington and Beaches Convention & Visitors Bureau is the driving force behind showcasing one of the East Coast’s most soughtafter coastal destinations to the world. From the historic charm of downtown Wilmington to the laid-back vibes of Carolina, Kure, and Wrightsville Beaches, we connect travelers and event planners to the very best of the Carolina Coast. Whether it’s a bucket-list getaway, a beachfront wedding, your kid’s soccer tournament or a convention with ocean views, we’re here to make sure Wilmington and our island beaches stand out—and keep you coming back again and again.
MISSION
The New Hanover County Tourism Development Authority (TDA,) dba the Wilmington and Beaches Convention & Visitors Bureau, markets and develops the county and its communities’ leisure and group travel experiences for sustainable economic growth and quality of place.
4.5M Visitors to the destination* $1.4B In Visitor Spend* $644.2M Spent on Accommodations*
Digital Impressions Delivered (up 22%) 189M+
2.2M
Engaged Website Users
531K+ Engagements on Facebook and Instagram 23K Follwers gained across all social platforms +100% YOY in Paid Social Ad Engagements
304M Impressions 57 Media delegates Hosted
145 Earned Media Stories resulted in
*Source: Placer.ai TOP IN-STATE MARKETS: Raleigh/Durham Charlotte Greensboro/Winston-Salem Fayetteville Greenville
TOP OUT-OF-STATE MARKETS: Washington, DC New York City/Newark, NJ Atlanta, GA
Richmond, VA Philadelphia, PA
107 groups for future years Booked
27K
Visitor interactions by our services team
TDA BOARD
CHAIRMAN
TOM ULLRING
General Manager, Courtyard by Marriott
Tom.ullring@crestlinehotels.com 336-402-6270
TREASURER
ERIC CREDLE
NHC Chief Financial Officer ecredle@nhcgov.com | 910-798-7134
ANGELA RHODES
Catch Restaurant/Bar/Catch Food Truck angelalovescatch@gmail.com 910-799-3847
LEANN PIERCE
New Hanover County Board of Commissioners lpierce@nhcgov.com 910-798-7259
NICOLE JONES
Manager, Hilton Garden Inn Wilmington Mayfaire Town Center Nicolejones3@hilton.com 910-262-611
BILL SAFFO
Mayor, City of Wilmington Bill.saffo@wilmingtonnc.gov 910-341-7815
NATALIE ENGLISH
Executive Director, Wilmington Chamber of Commerce english@wilmingtonchamber.org 704-968-0956
VICE-CHAIRMAN
LYNN BARBEE
Mayor, Town of Carolina Beach
Lynn.Barbee@carolinabeach.org | 910-458-2999
SECRETARY
ZACH BRIGMAN
Embassy Suites, General Manager
Zach.Brigman@hilton.com | 910-765-1131
ALLEN OLIVER
Mayor, Town of Kure Beach a.oliver@townofkurebeach.org 910-458-8216
ZEKE PARTIN
Town of Wrightsville Beach, Board of Alderman zpartin@towb.org 910-798-7259
DAN TOLLENS
Owner/Manager, Seabirds Motel at Kure Beach apworkorder@gmail.com 910-256-7900
MICHAEL (HAP) FATZINGER
Director, North Carolina Aquarium hap.fatzinger@ncaquariums.com 910-772-0502
NICOLAS MONTOYA
Manager, Trailborn Surf & Sound nicolas.montoya@trailbornsurfandsound.com 910-344-2500
STAFF
KIM HUFHAM Chief Executive Officer
KIM LITTLE Administrative Services Manager ADMINISTRATION
MARKETING
MEGAN BUCHBINDER
Executive Vice President of Marketing & Strateg
ALANNA HAWLEY Director of Content Marketing
SYDNEY CALLIS Director of Marketing & Advertising
KEATON POTTS Content Marketing Manager
CONNIE NELSON Director of Communications COMMUNICATIONS
HANNAH ALMETER Senior Communications/PR Manager
MOLLY JOHNSON Vice President of Sales & Services
KAREN WARREN Services Manager SALES & SERVICES
JOEL SMITH Senior Sales Manager
ASHLEY ACKARY Sales Manager
JORDAN DAUGHTRY Sales, Services and Marketing Coordinator
LEE DAVIS Director of Web Services WEB SERVICES
META CAROL VREELAND Database Coordinator
ADVOCACY
Destination organizations are investing more than ever in advocacy and public policy. A strong TDA Board of Directors is key to maintaining industry support and protecting funding. According to the 2025 DestinationsNEXT Futures Study, advocacy must now go beyond government—it’s about building trust and support among residents and local businesses.
By showing how tourism enhances quality of life through better amenities, cultural vibrancy, and shared prosperity, we can reduce opposition and reinforce our role as stewards of place.
Today, advocacy is as vital as any marketing or visitor program—it’s no longer just a communications tool, but a core leadership function. Strong partnerships with local officials and stakeholders are essential to this effort.
To align with this strategic shift, the Wilmington and Beaches CVB is launching a new Community Engagement Plan focused on three pillars: Engaging and Educating Residents, Building Community and Stakeholder Support, and Implementing Targeted Engagement Strategies. As brand stewards, destination organizations play a critical role in shaping the perception of our region as a great place to live, work, and visit.
Current Advocacy Efforts Include:
• Occupancy tax policy & guidelines
• Workforce development
• Funding for tourism marketing & promotion
• Support existing school calendar law
• Beach renourishment & inlet dredging
• Tax issues
Fiscal Year 2025-2026
Advocacy Events & Tactics
• Host Legislative Breakfast
• Produce Annual Report and accompanying video
• Tourism Master Plan Community presentations
• Workforce development
• Hotel General Manager Roundtables
• Hiring a community engagement manager to execute strategy
While many of our challenges remain consistent year to year, we must stay proactive, continuing to prioritize advocacy as a vital and evolving part of our mission.
$2,253,701 $7,040,842
$1,057,099
$2,858,320
02 RESEARCH
In addition to continuing our partnership with Smith Travel Research Data, the CVB recently added two new research partners to our portfolio to help inform marketing decisions: Placer.AI and KeyData. With these partners, the CVB is able to gain valuable visitation insights such as origin market, visitor spend, visitor demographics, length of stay, booking windows, accommodations booked, movement throughout the destination while in market, and more. Placer.AI provides geolocation and visitor intel, while KeyData provides data on bookings and revenue related to rentals in the market.
In addition to these research platforms, the CVB has also engaged with Savanta to conduct branding qualitative and quantitative research to understand Wilmington and Beaches’ standing in current and emerging markets. When the results of this research become available in Q1 of Fiscal Year 25-26, they can be found by scanning the QR code below.
3.3M overnight visits*
*Source: Placer.ai
8.8M total nights in market* (up 3.5% YoY)
$1.4B in visitor spending*
Length of Stay:
1.1M were for trips 3-7 days in length 2M overnight visits were 1-2 days in totality
Other out-of-state markets for length of stay:
Overall visitation dips in December/ January, with the upward trend beginning in February and peaking in July.
April-August accounts for 54% of total year visitation, with June + July accounting for 26% of the total year visitation
Longer Stay = Longer Booking Window
100+ day booking window on a LOS 6+ days
Short-Term Rental Booking Windows:
34 DAY booking window in January-April
53.9K visits to North Carolina Aquarium at Fort Fisher (Kure Beach)
Top 3 Points of Interest:
50.1K visits to Battleship NORTH CAROLINA (Wilmington) 29.3K visits to SeaWitch Café & Tiki Bar (Carolina Beach)
58 DAY avg. booking window last fiscal year Hotel Booking Windows:
20 DAY avg. booking window last fiscal year
13 DAY booking window in January
75 DAY avg. booking window in June & July
26 DAY longest booking window in June & October
The start of a new fiscal year is like New Year’s Eve—a chance to reflect honestly and refine our strategies, never settling for “good enough.”
As we begin FY 25–26, the Marketing team is returning to the basics. With new research platforms informing our decisions and the adoption of the Tourism Master Plan, this strategy outlines key shifts, content priorities, and organizational enhancements designed to build a strong, adaptable foundation for the evolving travel landscape.
Top 5 Takeaways from FY 24-25:
Paid digital marketing efforts from June 2024 to July 2025 led* to: $21,016,589 IN
50,316
*Source: Adara
NC Railcar placement
MARKETING GOALS AND STRATEGIES
GOAL:
Expand visitation to the destination in the shoulder season months of September through March*.
Strategies:
1. Develop in-state off-season paid advertising campaign running August-February specifically speaking to the destination’s off-season opportunities, leading with Wilmington content.
2. Develop an organic content strategy centered around a year-round visitation approach.
3. Create new fall and winter assets that can be used in organic and paid campaigns during this year and future years.
4. Focus on holiday travel for Labor Day, Halloween (haunted Wilmington), Thanksgiving, Christmas and New Year’s.
5. Develop and execute a specific campaign around Holidays on Water that will promote holiday events throughout the entire destination.
6. Highlight local events throughout the shoulder season that are unique to our area and provide additional nonbeach specific experiences.
7. Create new partnerships and experiences that will enhance the visitor experience when they’re in market while “traditional opportunities” are not open.
8. Expand influencer campaigns to host content creators year-round, heavying up in the shoulder season, to emphasize the desirability of the destination and encourage year-round travel.
SUCCESS METRICS:
See visitation destination-wide increase from September-March by 5%
See at least a 2% increase from each individual destination.
*Refers to the Tourism Master Plan
Engaged sessions on the website increase from September-March by 15%
GOAL:
Increase brand awareness in key out-of-state markets including Virginia, Washington, DC, Philadelphia, Atlanta, Baltimore, Ohio, South Carolina.
Strategies:
1. Gather additional data to help understand travel intent and trends from key audiences in these areas through qualitative and quantitative research methods.
2. Develop a targeted, multi-media, out-of-state only campaign focused on these specific markets, primarily in the early spring through summer months.
3. Develop content and creative that speaks specifically to the interests of the audiences in those markets.
4. Diversify marketing tactics in these areas to reach the highest potential visitor across a multitude of platforms.
SUCCESS METRICS:
See visitation destinationwide increase from these markets by:
Virginia | Richmond: 2% | Roanoke/Lynchburg: 7%
Washington, DC: 4%
Philadelphia, PA: 3%
Atlanta, GA: 5%
Baltimore, MD: 5%
Ohio | Cincinnati: 5% | Columbus: 7%
South Carolina | Spartanburg/Greenville: 5%
See website engagement from each of these locations increase from last year.
GOAL:
Increase overall length of stay for visitors destination wide.
Strategies:
1. Emphasize markets that are further away to encourage longer stays where they will explore throughout the destination during their trip.
2. Target in-state markets with itineraries that encourage longer stays to explore throughout the destination.
3. Develop experiences showcasing a unified destination that incentivizes visitors to stay longer to fit in more into their trip.
SUCCESS METRIC:
Increase overall length of stay across the destination to 7 days
GOAL:
Enhance user experience on WilmingtonandBeaches.com that encourages visitors and locals alike to explore deep within the site to help them plan for their trip and discover more about the destination.
Strategies:
1. Add itineraries and guides throughout the website to create actionable content that aids visitors in their planning process.
2. Edit content and update layouts on certain site landing pages to lead with an inspiration-first approach.
3. Utilize multiple URLs throughout the site as landing pages for the many paid digital campaigns that are placed throughout the year.
4. Redesign seasonal and interest-based pages that will provide a starting point for visitors as they begin their trip planning.
SUCCESS METRICS
Increase website actions by:
GOAL:
Develop opportunities to assist visitors when in market to help navigate through the entire destination and make the most of their trip.
Strategies:
1. Partner with Wilmington-based company, Check What’s Good, to develop a visitor-facing application on their existing mobile platform that is targeted to locals. The information will meet visitors where they are in their planning stage, help them build itineraries, find things to do near them and keep them up to date with all area information in one, easy-to-use tool.
2. Create experience trails to find creative ways for visitors to explore the destination as a whole throughout the entire year.
SUCCESS METRICS:
Platform Launch
Launch the visitor-facing profile on Check What’s Good during Q1 of Fiscal Year 25-26.
User Engagement
See 7,000 users engage with the Wilmington and Beaches Check What’s Good platform in Fiscal Year 25-26.
Experience Development
Develop and execute one new experience trail for visitors during Fiscal Year 25-26.
GOAL:
To strengthen community ties between the WBCVB and local businesses, partners, key stakeholders and residents. In addition, work to bring community pride to the forefront where businesses and community members embrace the destination brand and understand the value and necessity of tourism.
Strategies:
1. Hire a Community Engagement Manager who, along with the EVP of Marketing and Strategy, will develop and begin execution on a community outreach and education plan for the WBCVB.
2. Identify key groups, stakeholders and businesses that could be ambassadors for tourism and aid in dispersing educational information around visitor impact.
3. Build a bridge between the tourism partners and the WBCVB where communication and access are streamlined and the transmission of information is flowing in two ways.
SUCCESS METRICS:
Leadership
A Community Engagement Manager is hired in Q1 of Fiscal Year 25-26.
Strategy
A community development strategy is developed, and execution has begun by Q3 of Fiscal Year 25-26.
GOAL:
Include new tactics in our advertising campaigns that allow for more robust storytelling opportunities and video-focused placements.
Strategies:
1. Diversify our out-of-home placements to include more unique placements in high traffic areas. This may include, but is not limited to, store-front video takeovers, airport placements, transportation wraps and signage, billboards, malls, etc.
2. Include rich media placements in our digital campaign to highlight the destination in a more dynamic and interactive way.
3. Explore additional opportunities with OTA vendors to help reach new audiences.
4. Focus print advertising buys with regional publications in old and emerging markets that also have a highly engaged digital audience in their communities.
5. Move pay-per-click campaign to Mythic so they can better unify the ads and timelines of the campaign as a whole.
6. Place a strong emphasis on remarketing in the programmatic campaign placements to stay top-of-mind with potential visitors.
7. Include host-read podcasts in our streaming audio campaign.
SUCCESS METRICS:
Website & Social Visitation
See a spike in website and social media visitation from the geographic locations where the out-of-home campaigns are placed. Full list of markets can be found on the full media plan using the QR below.
Interaction Rates
See interaction rates on our rich media campaigns that are at or above industry standards for results.
Website Engagement
Experience a higher website engagement compared to last year from the markets where we are investing in the regional publications. Full list of markets can be found on the full media plan using the QR code at the bottom.
Adults 35-69
Enthusiasts, Empty Nesters
Travel Intenders & Searchers to
Destinations; Also Includes
Keyword Contextual Targeting All Layered with Travel Intent Data + Custom Targeting.
Scan the QR code to see updates as they become available.
ENC: Raleigh-Durham, Greenville-New Bern-Washington, EXCLUDE New Hanover County
Charlotte, Greensboro-High Point-Winston Salem, Greenville-Spartanburg-Asheville
(VA) Roanoke/Lynchburg, Richmond/Petersburg, (OH) Cincinnati, Columbus, Washington
ENC: Raleigh-Durham, Greenville-New Bern-Washington, EXCLUDE New Hanover County WNC: Charlotte, Greensboro-High Point-Winston Salem, Greenville-Spartanburg-Asheville
OOS: (VA) Roanoke/Lynchburg, Richmond/Petersburg, (OH) Cincinnati, Columbus, Washington DC, Atlanta, Philadelphia, Baltimore
CONTENT MARKETING
Top Key Takeaways – FY 24-25
Organic Social Performance:
Steady Growth
Across Platforms:
23K+
New Followers
Strong Engagement Leaders:
274K
interactions led overall engagement on Instagram with an average rate of 2.8% and Wrightsville Beach peaking at 3.1%
257K interations were recorded on Facebook and with Kure Beach standing out at .6% engagement rate.
56%
YoY follower growth was seen on TikTok, which also earned the highest engagement rate at 6.7%, confirming strong potential for future investment.
Pinterest maintained modest but steady growth, supporting its role as a niche channel.
531K+
Total Followers
(across all channels)
Content Insights:
Best Performers: Partner features—especially food, film, and beach content—drove higher engagement.
Event Timing Matters: Pre-event promotions outperformed post-event recaps.
Authenticity Wins: Community stories and posts featuring real voices and local partners consistently resonated with audiences.
Looking Ahead – Strategic Focus
Content Strategy: We’ll prioritize niche, interest-based content—especially around food, film, and beach/outdoor themes—based on strong audience response.
Diverse Storytelling: Expect more takeovers, interviews, and community highlights to keep content authentic and relatable.
121K
Website sessions were driven by organic social, showing a 64%+ on-site engagement rate, underscoring the quality of traffic and relevance of content.
Multi-Channel Integration: We’ll unify messaging across social, email, and web—especially to spotlight growing regional film activity.
Trip Planning Support: Guide-style and itinerary-driven content will expand, with a new website section in development to promote longer stays.
Agility & Relevance: Staying timely and culturally aware—particularly around local trends—will keep us top-of-
Recap of FY 24-25
257,070
274,139
25,143
4,884
31
CONTENT MARKETING
GOAL:
To develop an all-encompassing, cutting-edge, and inspiration-first content strategy that positions Wilmington and Beaches as the very best of the Carolina Coast through all content mediums while growing to reach new and engaged audiences.
Strategies:
1. Grow our content team to include a Director of Content Marketing and a Content Marketing Manager to bring together all content production under one umbrella.
2. Develop both a proactive and reactive presence that showcases the growth and development of the destination in real time, while working in tandem with the overall marketing strategy.
3. Lean into content trends and build out content that is relevant and relatable to our multiple target audiences.
4. Invest in shifting our content into more of an itineraries and guides structure meant to inspire and promote action.
5. Transition to a new email marketing platform that disperses our content in a more omni-channel approach and allows for remarketing efforts.
6. Further support the niche content buckets being developed by hosting content creators in those buckets to promote the destination, and increase impressions on CVB-owned platforms by collaborating on these influencer posts.
SUCCESS METRICS:
Increase visitation to our blog pages to account for 10% of engaged sessions on our site.
Increase Social Media Followers:
Facebook: 10% IG: 15% TikTok: 20%
Pinterest: 15% LinkedIn: 10%
Increase Social Media Engagement
(Likes, comments, clicks, shares):
Facebook: 15% IG: 25% TikTok: 25%
Pinterest: 20% LinkedIn: 15%
Increase Email Marketing Growth:
Open Rate: 15% CTR: 20% Subscribers: 15%
04 TECHNOLOGY
In today’s fast-moving digital world, keeping up with new technologies isn’t just a nice-to-have—it’s a must.
Artificial intelligence is quickly becoming a game-changer in the workplace, helping us work more efficiently, cut down on repetitive tasks, and give our teams more time to focus on big-picture goals. At our organization, innovation is part of who we are. We know that staying ahead means continuously evolving, learning, and adapting. By making the most of today’s tools and staying ready for what’s next, we’re not just keeping up—we’re setting ourselves up to lead, serve, and thrive as a destination organization for the future.
Key Takeaways from FY 24-25
Over the past fiscal year, we made strategic investments in technology to enhance productivity, improve internal operations, and prepare for AI integration. Key initiatives included:
Asana (with AI-integrated tools): We adopted Asana as our primary project management platform. Its built-in AI suggestions help optimize task assignments, flag potential delays, and streamline communications across departments.
Otter.ai for Meeting Notes: Otter.ai was introduced as our primary meeting notetaker and transcription tool. It automatically records, transcribes and organizes meeting content—saving time and ensuring accuracy for follow-up and documentation.
Website Infrastructure Upgrades: We implemented backend improvements to our web services infrastructure to better support dynamic content, automate routine data updates and prepare for AI-driven personalization features.
Cybersecurity Enhancements: With more data moving into cloud-based platforms, we updated our digital security protocols and integrated new email filter and monitoring tools to protect organizational data.
Staff Training on Cybersecurity Best Practices: All staff actively participate in monthly cybersecurity awareness training. This initiative helped reinforce best practices for password management, phishing awareness, secure file handling, and general data protection, ensuring that every team member contributes to a secure digital environment.
Technology Implementation Plan for FY 25–26
Building on last year’s momentum, our plan for the upcoming fiscal year focuses on deepening our commitment to AI integration, refining workflows, and enhancing digital asset management.
1. Develop and Adopt an AI Usage Policy
We will draft and implement an official AI usage policy that outlines appropriate, ethical, and secure use of AI tools within the organization. The policy will provide guidance on:
• Platforms approved for use
• Data privacy standards
• Staff responsibilities and limitations
• Oversight and accountability that every team member contributes to a secure digital environment.
2. Evaluate and Select Preferred AI Platforms
A comprehensive review of AI platforms will be conducted to identify the most effective tools for our team. Key platforms may include but are not limited to:
• Microsoft Copilot (for document creation, analysis, and productivity)
• ChatGPT (for writing, idea generation, and research)
• Otter.ai (Meeting notetaker/transcribing)
• Additional tools tailored to marketing automation, customer service, and reporting
3. Organization-Wide AI Training Program
Following platform selection, we will launch a staff-wide training and onboarding program. These sessions will ensure all team members are confident in using AI tools and understand both their potential and limitations.
4. Digital Asset Management System
We plan to implement a digital asset management (DAM) system that allows for:
• Centralized storage of files, images, and creative assets
• Smart tagging and search using AI
• Version control and access management
• Integration with website and CRM platforms
AI will play a vital role in automating metadata generation, detecting duplicates, and analyzing usage trends to optimize asset curation.
5. Meeting Notetaker/Recorder Deployment
Following our trial of Otter.ai at the end of last fiscal year, we will formalize the use of AI-powered meeting notetakers. These tools will:
• Automatically record and transcribe all key meetings
• Summarize action items
• Integrate with calendar and project management platforms for seamless task follow-up
6. Exploring Additional Tools and Automations
As technology continues to evolve rapidly, we remain committed to staying ahead of the curve. This year, we will actively explore emerging tools and trends that have the potential to enhance our efficiency, storytelling, and visitor engagement. From AI-assisted content creation to smarter data dashboards and automation, we will keep an open, forward-thinking mindset as we evaluate what’s next.
7. Digital Interactive Kiosk Rollout
In FY 25–26, we will begin deploying digital interactive kiosks at key visitor touchpoints throughout the region. These kiosks will provide on-demand access to area maps, event listings, attraction details, and real-time information, offering a self-service resource for both locals and visitors.
Key features will include:
• Touchscreen navigation with user-friendly interface
• Integration with our CRM and events calendar for live updates
• Multilingual support and accessibility features
• Data tracking to monitor usage trends and optimize content delivery
The kiosk initiative will serve as a dynamic extension of our destination marketing efforts— meeting visitors where they are, providing instant value, and reinforcing our commitment to a connected, tech-savvy tourism experience.
05 SALES
Wilmington remains a sought-after destination for meetings and conventions, with the association market accounting for 54% of bookings. Event planners are especially excited about Wilmington International Airport’s expansion, which adds more direct flights and improves accessibility for regional and national associations.
Two newly announced hotels adjacent to the Wilmington Convention Center (WCC) will add 550+ rooms to the convention district—reducing the need for multiple hotel contracts and eliminating shuttles from outlying properties. The sales team will promote these hotels to new prospects and reconnect with groups that have outgrown current offerings.
New and rebranded properties like Trailborn Surf + Sound, Hotel Lela, DoubleTree, and Golden Sands Tapestry Collection have sparked interest at tradeshows, and upcoming hotels—including Crown Plaza at ILM, Element, Carolina Beach hotel by Harmony Hospitality, and Westin—will further enhance our appeal to planners.
The sports market, Wilmington’s second-largest group segment, represents 19% of FY 24-25 bookings. The sales team will continue collaborating with the City and County to optimize venue use, while also monitoring progress on potential new sports facilities.
Top 5 Takeaways from FY 24-25:
Strong Future Bookings
107 future events secured, a 14% increase over the previous year.
62,609 room nights booked, up by 21,449 nights. 18,421 more attendees than the previous year.
Successful FAM Tour
• Hosted a familiarization (FAM) tour for Association Management companies.
• Resulted in six leads and one confirmed booking to date.
Hosted 36 individual site visits to the area. Increased Site Visits
Enhanced Proposal Tools
• Sendsites has elevated the professionalism of our destination proposals.
• Helped us compete more effectively with larger cities.
Market Segment Production:
224 leads generated, reflecting a 20% YOY increase.
Major Association Win
Booked the Southern Association of State Highway and Transportation Officials for 2027.
This is the largest association booking to date, with:
3,500 room nights
1,400 attendees
$4,573,367 economic impact
The group will utilize both the Wilmington Convention Center (WCC) and the Wilson Center.
Key Trends:
• Association groups have gotten back to booking farther out to secure their preferred dates. We currently have groups booked into 2030.
• Corporate groups are reluctant to book more than a year out, making it difficult to find availability for larger events.
• Sustainability is top of mind, and planners are interested in local sourcing, reducing waste, and incorporating Corporate Social Responsibility (CSR) into their agenda.
Strategic Shifts:
• Stronger focus on soliciting corporate meetings.
• Proactively re-booking repeat groups farther out to protect prime dates.
• Holding firm on the WCC Booking Policy to maximize profitability for both the WCC and convention district hotels.
• Attending new trade shows, Small Market Meetings, Association Forum Holiday Showcase, and Independent Planner Education Conference.
Year-at-a-glance:
FY 25-26 Sales Travel and Tradeshows
Event Dates Location Market
PCMA Southeast July 9-10 Raleigh, NC Association
AENC Annual Meeting July 20-22 Raleigh, NC Association
NC SGMP August TBD Government
Destination Southeast August 3-5 Palm Beach, FL Association, Corporation
PCMA Capital August 19-21 Washington DC Association
MPI Carolinas August 21-22 Concord, NC Corporation, Association
Connect Association August 25-28 Miami, FL Association
Connect Sports August 25-28 Miami, FL Sports
Sports Relationship September 8-12 Columbia, SC Sports
PCMA Greater Midwest September 9-10 Chicago, IL Association
Small Market Meetings September 16-18 Buffalo, NY Association, Corporation
IEMC / EIC Governance Com October 6-8 Las Vegas All
AENC October 9-10 Raleigh, NC Association
TEAMS October 13-16 Columbus, OH Sports
PCMA Greater Midwest October 21-22 Chicago, IL Association
PCMA Southeast October 28-29 Orlando, FL Association, Corporation
NC SGMP November TBD Government
MPI Carolinas November 3-4 Beaufort, NC Corporation, Association
PCMA Southeast November 13-14 Atlanta, GA Association
Connect South November 17-19 Fort Worth, TX Religious
Assn Forum Holiday Showcase December 3-4 Chicago, IL Association
AENC Tradeshow December 9-10 Raleigh, NC Association
NC SGMP January TBD Government
PCMA Convening Leaders January 11-14 Philadelphia, PA Association, Corporation
IPEC February 4-6 Phoenix, AZ Association
RCMA Emerge February 10-12 Lexington, KY Religious
MPI Carolinas February TBD Corporation, Association
PCMA Southeast February TBD Association
Rendezvous South March 2-5 Myrtle Beach, SC Association, Corporation
PCMA Greater Midwest March Chicago, IL Association
NC SGMP March TBD Government
AENC Spring Conference March TBD Association
Sports ETA April Las Vegas, NV Sports
Global Meetings Industry Day April TBD Corporation, Association
MPI Carolinas May TBD Corporation, Association
PCMA Capital May Washington, DC Association
PCMA EduCon June San Juan, PR Association
MPI World Education Conf June San Antonio, TX Association, Corporation
SGMP Natl Education Conf June 9-11 Williamsburg, VA Government
GOALS AND STRATEGIES
GOAL:
Generate leads and produce room nights for New Hanover County Hotels and the Wilmington Convention Center.
Strategies:
1. Develop a visually appealing presentation for sales managers to use at client meetings, events, and trade shows, showcasing everything the area offers for group events.
2. Conduct regular sales calls to feeder cities, focusing on those with direct flights to Washington, D.C., Atlanta, and Chicago.
3. Create exposure opportunities by:
• Hosting FAM tours and individual site visits
• Organizing and hosting events such as the AENC Board Retreat and MPI Carolinas
4. Target national associations that typically meet in January and February.
5. Pursue sporting events that take place during off-peak times to maximize venue usage and economic impact.
SUCCESS METRICS:
Increase client database by 5%. Increase leads and bookings by 5% over the previous year.
GOAL:
Increase presence at industry events.
Strategies:
1. All sales managers will join industry associations relevant to their markets.
2. Attend key events such as AENC, MPI, PCMA, and SGMP, with multiple sales managers participating whenever possible.
3. The VP of Sales will speak at industry events, including:
• MPI World Education Conference
• MPI Carolinas Chapter
• AENC
4. All sales managers will volunteer on committees within their respective industry associations.
5. Increase social media activity during industry events to boost visibility.
6. Strengthen relationships with other CVBs to encourage referral business.
SUCCESS METRICS:
A minimum of 5 contacts per event per sales manager at industry events. Increase in leads and bookings by 5% over the previous year.
GOAL:
Build our reputation as destination/industry experts with area hospitality industry partners and meeting clients.
Strategies:
1. Hold monthly Convention District meetings with the Wilmington Convention Center (WCC) and hotel partners.
2. Host quarterly networking events and sales training sessions with hospitality industry partners.
3. Include hotel partners in out-of-market sales calls and trade shows.
4. Develop standard operating procedures to ensure consistency among sales managers.
5. Host regular destination site visits to showcase the area to potential clients.
6. Engage in strategic planning with City and County officials to identify the best fit for future sports facilities.
7. Host Lunch and Learn events in feeder cities in collaboration with industry partners.
SUCCESS METRICS:
• Develop a more collaborative process with our industry partners on bookings that strengthens relationships and communication channels
• Increase site visits to 40 throughout the year
• Increase leads and bookings by 5% over the previous year
06 SERVICES
The visitor services team continues to play a key role in enhancing the visitor experience and supporting the success of events booked by our sales team by connecting planners with essential local resources.
Leveraging strong relationships with local restaurants and attractions, the team launched the Show Your Badge program, offering attendee discounts at participating locations. Planners have responded enthusiastically, with some even printing the QR code directly on badges for easy access.
The Water Street visitor booth was upgraded with windows, insulation, heating, and air conditioning, allowing it to operate year-round as our main visitor center. These improvements also created a safer, more comfortable environment for staff. We are currently working with Carolina Beach to address the absence of a visitor center for the 2025 summer season and aim to establish a permanent location by 2026.
26,964
visitor interactions countywide
27 convention groups events received services assistance.
4 industry partners joined our trip to the VisitNC call center.
10,200 visitor guides were delivered to all hotels in the county.
Key Trends:
• More visitors are wanting digital options as opposed to hard copies of the digital guide options
• There is ongoing demand for curated tour offerings.
2,312 views on the Show Your Badge Program after launching in February 2025
GOALS AND STRATEGIES
Year-at-a-glance:
FY 25-26 Services Travel and Events
Strategic Shifts:
• Formal turnover process with the sales department to discuss the needs of each upcoming group. Assist with local resources during the planning process.
• Hired a new Sales, Services & Marketing Coordinator who will assist with servicing groups as well as answering the main phone line and assist visitors with any questions while also assisting the marketing team. Event/Activity
VisitNC Call Center
GOAL:
Enhance the attendee experience that leads to extended stays and increased visitor spending.
Strategies:
1. Connect with the event planners early in the process to discuss destination services and how to enhance the experience for the attendees.
2. Update our Corporate Social Responsibility (CSR) offerings that are available.
3. Utilize the Show Your Badge program to showcase the destination as a whole to meetings and sports visitors.
SUCCESS METRICS:
Attain a minimum of five testimonials from planners on how their attendees enjoyed the program.
GOAL:
Expand the Show Your Badge Program countywide to offer discounts to conference attendees outside of the convention district.
Strategies:
1. Include all group meetings in the convention district regardless of size.
2. Develop the program in phases to gradually add in Wrightsville Beach and Mayfaire and then Carolina Beach and Monkey Junction into the program.
SUCCESS METRICS:
Increase the program vendor participation by 20%
Area merchants see an increase in redemption and spending.
GOAL:
Organize and execute an annual Visit NC Call Center trip with local industry partners to educate the call center staff on anything new and exciting happening in our destination.
Strategies:
1. Gather testimonials from previous attendees of how beneficial and impactful the visit was for them.
2. Invite two hotel partners and two attractions each year that haven’t previously attended.
3. Gather books about the area to bring to the call center.
SUCCESS METRICS:
Execute successful training with the call center staff with at least four industry partners.
GOAL:
Improve destination awareness within the entire Wilmington and Beaches CVB organization.
Strategies:
1. The Services Department will continue to update sales staff on new venues, restaurants, and attractions that would be of interest to groups.
2. Schedule team visits to new businesses monthly or as needed.
SUCCESS METRICS:
Improved communication organizational-wide.
As we look ahead to FY 25-26, our PR team will execute a strategy that will evolve to deliver deeper, more targeted content that resonates with niche audiences and interest-based communities.
By aligning with economic realities, our efforts will emphasize value-driven messaging to attract budgetconscious travelers, while promoting the flexibility and accessibility of travel to the region year-round. Influencer partnerships will shift toward a continuous, seasonal approach, highlighting the area’s diverse offerings throughout the year. Additionally, we will capitalize on the growing reach of ILM Airport by focusing media outreach on key direct flight markets. Press trip itineraries will be thoughtfully curated around trending themes such as set-jetting, culinary and holiday experiences, and historical narratives—including A250 and Scottish heritage—to align with our editorial calendar and deepen engagement.
Top 5 Takeaways from FY 24-25
57 media delegates were hosted through press trips and FAM tours.
145
earned media placements resulting in 304 million impressions and an ideal Barcelona Quality Average Score of 87.
Received coverage in print, digital and broadcast outlets including, but not limited to:
Participated in five local job fairs and career events
Secured local media coverage through:
• Star News
• Greater Wilmington Business Journal
• WECT
• WWAY
• Spectrum
Key Trends:
• Slow Travel - Seeing, feeling, smelling and being in the destination (i.e., experience the ocean by eating seafood, watching the sunset from a cruise, participating in surf lesson)
• Nature-Based Vacations - All things outdoors, include wellness & connections to planet
• Destination Dupes - Travelers choose lesser-known and more affordable destinations
• Set-Jetting - Visiting film locations because they were used in film/TV productions
• Solo Travel - A major trend among Millennial and Gen-Z travelers in particular
Strategic Shifts:
• Shift primary target audience focus to adults traveling without kids
• Develop content featuring interest-based activities to reach niche audiences
• Lead with Wilmington in the “soft season”
• Develop curated itineraries featuring 1-2 destinations to allow for deeper experience
• Revise Barcelona Scorecard to include Audience Reach metric
Year-at-a-glance:
FY 25-26 PR Travel and Events
PR Pitch Timeline PR Project Timeline
Pitches Timeline
Set-Jetting in Wilmington & Beaches July 2025
Hidden Gems in lesser-known parks (IE Greenfield Park Milestone) August 2025
Exploring Wilmington & Beaches as Empty Nesters
A Long Weekend in Wilmington & Beaches
September 2025
October 2025
Holidays on Water November 2025
Flexible, Budget-Conscious Travel
New in 2026 (including America's 250th)
Wellness in Wilmington & Beaches
FEAST Wilmington Outreach
Dupe Travel*
December 2025
December/January 25/26
February 2026
March 2026
April 2026
Adventuring Alone in Wilmington & Beaches May 2026
Guide to Slow Travel in Wilmington & Beaches June 2026
July 4th Celebrations (Tie in with America's 250th) June 2026
Cape Fear Museum of History & Science Relocation & Grand Opening June 2026
Project Timeline
Begin outreach for fall/winter press trips Summer 2025
Program of Work: PR Plan and Destination Profile Summer 2025
Begin scheduling Tourism Master Plan presentations Summer 2025
Fall/Winter Navigator Newsletter September 2025
Roundup of What's New in 2026 December 2025
Holiday/2026 preview greeting to media contacts December 2025
2026 pitch sheet development (Including Wilmington and all beaches) Winter 2026
Update Crisis Communications Plan & Business Continuity Plan May 2026
Spring/Summer Navigator Newsletter April 2026
National Travel & Tourism Week Proclamation April 2026
National Travel & Tourism Week & Travel Rally Breakfast & Awards May 2026
GOALS AND STRATEGIES
GOAL:
Increase awareness for Wilmington and Beaches
Strategies:
1. Secure a steady cadence of earned media coverage through the following tactics:
• Develop an annual pitching/editorial calendar leveraging timely travel trends, destination news/offerings, etc.
• Draft and distribute targeted pitches based on editorial calendar
• Ongoing media outreach and monitoring for relevant editorial opportunities
• Proactive media relations targeting, tailoring outreach to journalists’ beats/audiences/interests and including relevant multimedia assets
• Coordinate press trips throughout the fall, winter and spring
• Media list development, upkeep and maintenance
GOAL:
Communicate to potential visitors that align with our target audiences and key geographical markets for the highest conversion potential via PR efforts with state, regional, national and international media
Strategies:
1. Prioritize the following target markets and media: In-state:
• Western, NC (Charlotte, Greensboro-High Point-Winston Salem, Greenville-Spartanburg-Asheville)
• Eastern, NC (Raleigh/Durham/Fayetteville and Greenville/New Bern/Washington)
2. Out-of-state markets, with a focus on specific DMAs when applicable: Pennsylvania (Philadelphia), Maryland (Baltimore), Virginia (Roanoke/Lynchburg), Georgia (Atlanta), South Carolina (Greenville/Spartanburg), Ohio (Cleveland/Columbus), New York (New York City and surrounding areas), Select nonstop flight destinations and National outlets/writers
3. Maintain and develop rapport with state/regional editors, journalists and freelancers for feeder market media outlets.
4. Maintain active memberships in regional and national media associations including:
• Society of American Travel Writers (SATW, Eastern chapter, National)
• Public Relations Society of America (NC Chapter & Travel/Tourism section)
• Southeast Tourism Society (STS)
5. Host travel journalists and bloggers on verified assignment:
• Work within media guidelines for hosted press trips that align with our goals
• Host new journalists/bloggers in top in-state and out-of-state markets and develop customized itineraries
• Facilitate journalist/influencer visits
• Coordinate regular outreach to target media outlets and freelance journalists
• Participate in media tradeshows, marketplaces, FAM Tours
6. Customize story ideas and pitches for regional/national/international media outlets and journalists
GOAL:
Highlight visitor-facing events in order to drive event attendance
Strategies:
1. Promote and drive attendance to visitor-facing events and festivals happening throughout the year including:
• Holidays on Water (November–December 2025)
• FEAST Wilmington (March 2026)
• NC Azalea Festival (April 2026)
• America’s 250th Anniversary (ongoing)
2. Target writers across different markets and special interests that will complement the event’s activities by:
• Develop and distribute pitches, press releases and/or other media materials aimed at sharing background information and assets (images, video, etc.) ahead of events
• Pitch profiles of local event organizers, artists, chefs, etc., involved in the events
• Invite media to attend and cover events and increase awareness pre-event by facilitating ticket giveaways with participating publications (when applicable)
• Develop and distribute post-event recaps to share with reporters unable to attend
GOAL:
Support the initiatives identified by the marketing department to enhance the paid and organic strategic plans.
Strategies:
1. Reinforce brand position featuring “Wilmington and Island Beaches” unified and individual brand.
2. Incorporate destination messaging and marketing campaign themes in PR materials where appropriate, shifting as trends may warrant change.
Themes:
• America 250
• Holidays on Water
• Seasonal events and topics
3. Focus press materials on concepts that align with travel trends, media and visitor interests, marketing and Tourism Master Plan themes*:
• Extended seasonality*
• Set-jetting*
• Slower pace: wellness and nature, relaxation
• Multi-cultural experiences
• 2026 milestone events and grand openings:
America 250 / NC First in Freedom Festival (February)
Cape Fear Museum of History & Science Relocation/Grand Opening (Summer)
4. Collaborate with agency on pitch sheets for 2026 that highlight what is new to the destination, historical significance, popular film locations, notable restaurant and attraction updates, and more.
GOAL:
To increase local awareness of the value of tourism and the role of the WBCVB through PR and communication initiatives that will complement the efforts of the newly appointed Community Engagement Manager on the WBCVB staff.
Strategies:
1. Engage local travel partners, stakeholders and residents in understanding and supporting tourism by:
• Develop and distribute local press releases:
Announce Tourism Master Plan rollout*
Annual Visitor Spending / Economic Impact of Tourism
Roundups of large conventions & sports events
• Provide assistance with Tourism Master Plan presentations*
• Promote Wilmington and Beaches Destination Expert training course
2. Promote Annual National Travel & Tourism Week (NTTW) observance (May 3-9, 2026):
• Pursue Commissioners’ Proclamation to designate National Travel & Tourism Week in New Hanover County
• Assist with Travel Rally industry event during NTTW by inviting travel partners and media, securing speakers and coordinating the tourism awards.
3. CVB staff guest speakers/panelists for tourism-related events.
4. Distribute industry communications to travel partners and stakeholders:
• Navigator newsletter (biannual)
• Industry Updates with time-sensitive news; crisis communications
• Notify of relevant media requests and site visits
• Share media coverage to partners mentioned in articles
5. Address hospitality industry workforce needs*:
• Engage with local educational institution career centers through providing relevant, up-to-date information, speaking to classes and attending career fairs.
• Provide opportunities for hospitality partners and stakeholders to participate in workforce development initiatives:
Host events that feature workforce experts, hospitality educators, career specialists as guest speakers (GM roundtables, industry presentations)
Inform partners and encourage participation in student / community job fairs, career events, local & state workshops / presentations
Partner with Cape Fear Council of Governments and Tourism Education Foundation of North Carolina on initiatives to expand workforce development efforts in coastal NC
Additional PR Activities of Note:
1. Support Tourism Master Plan initiatives* (ongoing)
2. Manage Crisis Communications (as needed)
3. Update Crisis Communications/Business Continuity Plan (annually)
4. Encourage travel partner participation in CVB and PR programs (ongoing)
5. Increase awareness of tourism’s importance to local economy* and of the CVB’s role in the community* through media interviews
6. Update and reprint hospitality career brochure (as needed)
7. Update Destination Expert certification & training program
8. Partner with Visit NC to host international media and FAM tours
*Refers to Tourism Master Plan
BEACH-SPECIFIC GOALS & STRATEGIES
Carolina, Kure, and Wrightsville Beaches
GOAL:
With an emphasis on promoting soft season travel, our PR strategy will support the marketing strategy in developing content and communication initiatives that will reach niche interest audiences that will encourage travel to the beach communities throughout the entire year.
Strategies:
1. Promote holiday events taking place at each beach as a part of the larger 2025 Holidays on Water campaign.
• Focus on outreach to in-state media outlets and influencers
2. Leverage the popularity of retro lodging to promote Carolina Beach properties including Boardwalk Inn, Dry Dock Inn and Oceaneer Hotel.
3. Work with the Aquarium to message its temporary closure during the upcoming expansion; promote the Aquarium’s environmental initiatives, and community activities during closure; build excitement as expansion progresses, and Aquarium reopening nears (timing TBD).
4. Monitor bridge work and Military Cutoff overpass updates; prepare communications and messaging when timing of project is determined.
SUCCESS METRICS:
5%
increase in Media Hosts / Press Trips
Strive for an average Barcelona Principles Score in the “High Quality” range or greater. Note the points scoring system has been revised from FY 24-25, so FY 25-26 will be a new baseline.
10% increase in Earned media placements
10% increase in open rate for Navigator Newsletter (2 x year).
10% increase in Media Impressions (print and digital)
8 media events, tradeshows, and conferences to be participated in, with increases as budget and schedule allow.
