2025 MARKETING PLAN
from the PRESIDENT and CEO
Dear valued partners and stakeholders:
As we embark on another exciting year for the Interior Alaska visitor industry, I am filled with pride and optimistic anticipation for our shared journey ahead. Our industry has grown and evolved in many ways coming out of the pandemic, most notably in the record-breaking numbers we are seeing in the winter season, which is not showing any signs of slowing down. Over the past few months, our team has worked diligently to assess state and national marketing trends; received feedback from our various committees, board of directors, partners and stakeholders; and engaged in extensive research to develop a strategic plan that we believe will set our destination on the path to success in 2025 and beyond.
The 2025 Explore Fairbanks Marketing Plan is an ambitious yet achievable roadmap to ensure our destination continues to grow and attract visitors from around the world. A key driver of the plan is the unprecedented growth in bed tax revenues, which positions us better than ever in the history of our organization to enhance our marketing efforts. We’re making new investments in research that will enable us with new insights into visitation trends that will assist us with making even more strategic marketing decisions in years to come. We are increasing our presence in both key domestic and international markets.
At the same time, we are reinforcing our commitment to the community that we are so fortunate to call home. After all, as we grow our visitor base, it is essential that we strive to grow together with our residents, local businesses and stakeholders, fostering an environment where tourism is a benefit to all.
That’s why we have moved away from referring to ourselves as a Destination Marketing Organization (DMO) to being a Destination Organization (DO) to better reflect the broader and more holistic approach to what we do.
Thank you for your trust in Explore Fairbanks. Let’s make 2025 a year of growth, prosperity and unforgettable experiences for all who not only visit our destination, but those who live, work and play here as well.
Sincerely,
Scott McCrea Explore Fairbanks President and CEO
2025 board of
DIRECTORS
BOARD CHAIR
Elizabeth Griswold
Pike’s Waterfront Lodge
CHAIR ELECT
Carly Nelson
Wedgewood Resort
Greg Allison
Good Cannabis
Brad Connell
Alaska Airlines
Tiffany Ferrin
HAP Alaska-Yukon
Kathy Hedges
Northern Alaska Tour Company
PAST CHAIR
Doug Toelle
Running Reindeer Ranch
TREASURER
Kory Eberhardt
A Taste of Alaska Lodge
Angelika Krinner-Croteau
Arctic Travelers Gift Shop
Mok Kumagai
Aurora Borealis Lodge
Reini Neuhauser
Alaska Fishing and Raft Adventures
Peter Pinney
PFLAG-Fairbanks
SECRETARY
Tekla Monson
T-Dog Race/Trail Breaker Kennel
PRESIDENT & CEO
Scott McCrea
Explore Fairbanks
Jared Sternberg
Gondwana Ecotours
Scott Swingle
Alaska Heritage House
Nick Lajiness, Ex Officio
Fairbanks North Star Borough
Lonny Marney, Ex Officio
City of Fairbanks
ORGANIZATIONAL chart
Fairbanks Community and Explore Fairbanks Partners
Explore Fairbanks Advisory Standing Committees:
• Audit
• Communications,
• Public Policy Advisory
• Tourism & Meeting Sales
• Visitor and Community Engagement
Director of Finance and Administration
Dawn Murphy
Finance Specialist
Francine Garcia
Board of Directors Committees
established by Explore Fairbanks By-laws:
• Executive Committee,
• Finance and Planning Committee,
• Nominations Committee
Director of Tourism and Meeting Sales
Bill Wright
Tourism Sales Managers
Tyler Chiles
Allysa Westman
Meetings and Conventions Sales and Services Manager
Jesse Pfeffer
Meetings and Conventions Sales and Services Coordinator
Jared Cagwin
Sales and Services Associate
Ed Malen
European Contractor
Elke Brosin
Director of Communications
Kasey Gillam
President and CEO
Scott McCrea
Director of Visitor and Community Engagement
Charity Gadapee
Social Media Manager
Mickee McGuire
Public Relations Manager
Jerry Evans
Branding and Production Coordinator
Angie Cerny
Manager of Community Engagement
Juanita Webb
Manager of Visitor Engagement
Anna Krenzke
Visitor Engagement Specialists
Bob Eley
Golden Heart Greeters
strategic PLAN 2022-2027
Executive Summary
On May 11, 2022, the Explore Fairbanks Board of Directors, President and CEO, and departmental directors held their annual strategic planning retreat at the Fairbanks Princess Riverside Lodge. Facilitated by the Foraker Group, the retreat discussed strategic priorities for the organization for the next five years as well identifying organizational core values and its envisioned future for both 2027 and 2032.
Over the course of the summer the management team reviewed, discussed and revised the draft document that came out of the retreat provided by Foraker. The revised document was sent to the board for review and input. The board discussed and approved the following plan at its meeting on August 24, 2022.
Mission Statement
The mission of Explore Fairbanks is to be an economic driver in the Fairbanks region by marketing to potential visitors, optimizing the visitor experience, and advocating for a thriving year-round visitor industry.
Core Values
Resiliency Innovation Opportunity Cooperation Diversity Quality Community Transparency
Core Programs
Destination Marketing & Management Partner and Visitor Engagement
Economic Development Industry Advocacy
Envisioned Future 2027
Explore Fairbanks is the number-one resource of visitor information for our destination, bringing visitors from around the world to Fairbanks and Interior Alaska year-round with strategic marketing based on reliable research data and consistent use of our brand pillars. Our organization and our industry are a shared community value thanks to our collaborative working relationships with key stakeholders and the general public, which helps ensure broad-based, consistent and reliable financial support. We lead the way in advocacy efforts for our industry, championing for product development and infrastructure improvements for the betterment of residents and visitors alike. Internally our organization thrives due to an engaged partnership, a dedicated governance, and a motivated and inspired staff that takes pride in their work and in the destination a whole.
Commitment to Diversity, Equity and Inclusion
Explore Fairbanks wholeheartedly embraces and celebrates diversity in all of its forms. We believe that our community’s Golden Heart spirit lies in the rich mosaic of cultures, backgrounds, perspectives and experiences that make us truly exceptional. Through our inclusive marketing efforts, we attract travelers from diverse backgrounds. We have an environment where individuals can come together, share their stories and form lasting connections. By embracing diversity, we enrich the fabric of our community with a goal of fostering an atmosphere of understanding, respect and unity.
Approved by the EF Board of Directors on August 23, 2023
Strategic Priorities 2022-2027
The Explore Fairbanks Board of Directors and management team has identified four overriding strategies it will implement in its efforts to fulfill its mission, achieve its envisioned future, and gain and sustain competitive advantage as the Destination Organization (DO) for the Fairbanks region, including Alaska’s Interior and Arctic.
1. Focus marketing efforts on strategic opportunity markets specific to our region as well as identified by Alaska tourism.
2. Champion continued strategic product development and infrastructure improvement necessary for a steady, balanced year-round visitor industry.
3. Solidify the visitor industry as a shared community value.
4. Maintain a strong, resilient, mission-focused organization with an engaged partnership, dedicated governance and sustainable staffing.
PRIORITY 1
Focus marketing efforts on strategic opportunity markets specific to the Fairbanks region as well as identified by Alaska tourism.
Objectives
Sustain and grow current key market segments
Areas of Emphasis
• Core domestic consumer and travel trade markets
• Core domestic demographic markets
• Small meeting markets
• Proven media markets
• German-speaking Europe and other strategic markets within Europe
• Monitor forecast for prior core international markets to determine market return
• Collaborate, when applicable, with statewide DMOs and ATIA, on marketing efforts
Identification and development of emerging market segments
Identification and investment in new marketing strategies and technologies
Consistent use and refining of brand pillars in marketing endeavors
• Prioritize emerging international markets to include Latin American and India
• Prioritize new domestic markets based upon expanded air service
• Identification of, and promotion to, niche/diverse markets
• Utilize research, performance metrics and data to drive new marketing decisions and opportunities
• Monitor social media trends to determine which platforms best meet marketing strategies
• Incorporate best practices into ongoing improvements to website, to include accessibility issues
• Midnight Sun, Aurora and Winter Season
• Basecamp to Denali and the Arctic
• Alaska Native Culture
• Iconic Alaskan Experiences
• Golden Heart of Alaska
PRIORITY 2
Champion continued strategic product development and infrastructure improvement necessary for a steady, balanced year-round visitor industry.
Objectives
Strategic product development
Areas of Emphasis
• Work closely with Fairbanks International Airport and airlines to maintain existing flights and pursue new service
• Encourage product development that provides for more robust offerings during shoulder season and supports destination brand pillars
• Promote development of products and programs pertaining to securing Fairbanks as the U.S. gateway to the Arctic
• Champion for products and programs that develop greater awareness of Alaska Native culture tourism
• Advocate for a shared industry philosophy focused on regenerative/sustainable tourism
Infrastructure improvement
Workforce development
• Continued discussion and collaboration on the potential reality of a convention center for Fairbanks
• Partner with economic development entities to advocate for transportation and infrastructure improvements for visitors and residents
• Champion for infrastructure projects to address capacity issues in the region
• Promote employment opportunities within the leisure and hospitality industry
• Provide front-line customer service training to help ensure a more qualified workforce
• Monitor state and national employment trends and research to determine best practices in workforce recruitment
• Build awareness of the industry as a viable career opportunity
PRIORITY 3
Solidify the visitor industry as a shared community value.
Objectives
Educate and engage stakeholders
Areas of Emphasis
• Continually educate local and state elected officials on the importance of the visitor industry
• Partner with economic development stakeholders (Chamber, FEDCO, Downtown Association, FNSB) on an ongoing proactive basis
Educate and engage the general public
• Educate on the positive impact of the visitor industry to the region (economic and quality of life)
• Conduct resident sentiment survey to better understand local community perception on the value of tourism
• Pursue opportunities to partner with nonprofits and government entities to identify solutions for community-wide issues
• Implementation of a “Tourism Cares” program to communicate industry contribution and support to the community
PRIORITY 4
Maintain a strong, resilient, mission-focused transparent organization with an engaged partnership, dedicated governance and sustainable staffing.
Objectives
Transparency in operations
Areas of Emphasis
• Regular and accessible publishing of key performance metrics
• Regular and accessible publishing of board minutes
• Regular and accessible publishing of applicable financial information
Growing and engaged partnership
Robust and dedicated governance
Stability in funding and financial management
Sustainable and motivated staffing
• Development of an inclusive partnership model that better reflects the industry as a whole
• Revitalized ATIA Fairbanks Chapter
• Utilize aforementioned practice of transparency to better communicate to partners the ROI of their partnership
• Recruit board members to ensure a more diverse representation of the industry and community
• Ongoing board training and mentoring to grow future board leaders
• Restructure board meetings to allow for less reporting from staff and more strategic discussion
• Provide board members with training and information necessary to be advocates for the organization
• Ensure general governance operations are in line with DMAP standards
• Successful completion of an annual audit each year
• Continue following best practices in checks and balances system of accounting
• Maintain reserve funding for needs as identified by organizational policy
• Regular advocacy of local government to ensure continued reinvestment of bed tax dollars
• Maintain a competitive salary and benefits package
• Offer opportunities for staff training and promotion
• Stabilize human resources policies and implement consistently
• Develop succession plans for leadership positions
• Foster a building-wide team environment built around a solid and agreed upon work culture
• Ensure staff have the proper tools and technology to perform their jobs
brand PILLARS
The Fairbanks region is a year-round visitor destination with three distinguishing seasons
Heralding Fairbanks’ location on the globe at the 65th parallel of latitude are three seasons that define Fairbanks’ style:
• Midnight Sun Season – April 22 through August 20. The midnight sun in the summer sky sets Fairbanks apart including 70 straight days of sunshine.
• Winter Season – Fairbanks celebrates winter from late-October through the end of March.
• Aurora Season – August 21 through April 21. This eight-month period offers some of the world’s best northern lights viewing. This season encompasses all four seasons.
Fairbanks is the basecamp for Denali, Alaska’s Interior and Arctic
Surrounded by wilderness, Fairbanks is just more than two hours from Denali National Park and serves as a leaping off point by air and road to the Arctic Circle, access to villages, towns and parks in Alaska’s vast Interior and Arctic. The farthest north city in Alaska and the United States accessible by air, rail and road, Fairbanks’ hub-and-spoke positioning is a win-win for the destination and neighboring communities.
Fairbanks celebrates a rich heritage and tapestry of Alaska Native culture and art
Fairbanks takes pride in honoring and acknowledging the first people of Alaska. The Interior and the Arctic regions of the state offer endless opportunities to experience the culture of the Native people of Alaska in ways that are authentic and genuine. Events such as the World Eskimo-Indian Olympics and the Festival of Native Arts bring the culture to life, while museums and specialty shops feature the works of art of Alaska Native artisans.
Fairbanks offers iconic Alaskan experiences
Destinations throughout Alaska assert authenticity but Fairbanks with its “last frontier” feel, reputation for resourcefulness and pioneer spirit makes it the ultimate Alaskan locale. Fairbanks has an isolated location with proximity to remote villages, a large population of log cabin dwellers and cold, snowy winters that allow for distinctive sports and events like dog mushing. The often nature-inspired artistic spirit of the residents is expressed in all forms of performing and fine arts, while handcrafted food, drinks and gifts are created from locally sourced produce and materials.
Fairbanks is renowned as Alaska’s Golden Heart
Fairbanks is known throughout the state and beyond as Alaska’s Golden Heart. The triple meaning refers to its gold rush history, the city’s location in the center or “heart” of Alaska, and more importantly, to the friendliness of its residents. Our community welcomes all visitors, making sure Fairbanks is a destination where everyone feels valued and included. While most visitors come to Fairbanks to experience what Mother Nature has to offer, many comment that it is their interactions with human nature that left the biggest impression.
2024 By the Numbers
7,700 jobs in the leisure & hospitality industry in the borough
860,000 visitors to Interior Alaska*
2024 Marketing Performance
1,224,359 website sessions
2,017,420 website pageviews
48,314 visitor guide inquiries
59,074,528 digital banner ad impressions
3,392,788 partner advertising impressions
487,967 Facebook fans
47,907 Instagram followers
Occupancy
1,112,282 total arrivals & departures at Fairbanks International Airport
83,094 Alcan passenger border crossings (through October)
41,572 total arrivals & departures at Alaska Railroad depot
136,865 visitors to Morris Thompson Cultural & Visitors Center Hotel Average
Target Audiences
RV travelers
Family travel
Outdoor enthusiasts/adventure travelers
Business travelers
Cultural and heritage travelers
Cruise/land tour travelers
Baby boomers
Visiting friends and relatives
In-state residents
Repeat visitors
Domestic Markets
Core
Seattle, Washington*
Portland, Oregon
Los Angeles/Bay Area, California
Dallas, Texas
Chicago, Illinois*
Denver, Colorado*
Minneapolis, Minnesota*
*direct flight markets
Secondary
Phoenix, Arizona
Orlando/Tampa, Florida
Atlanta, Georgia
International Markets
Core
German Speaking & Northern Europe: One of our longest international markets, Explore Fairbanks is represented in the region by our European contractor Elke Brosin. Primarily summer visitors, interested in outdoor adventure, cultural experiences and self-drive tours.
India: One of the top international markets for the U.S., Explore Fairbanks just recently began having a presence over the last two years through sales missions with Brand USA and ATIA. Luxury market with spending power, multigenerational travel very common.
Mexico/Brazil/Colombia: Another new and growing market for Explore Fairbanks, have partnered twice with Brand USA on sales missions. Similar to India with multigenerational travel and good spending power with a strong interest in cruising and northern lights.
Australia/New Zealand: Historically a strong market for Alaska showing signs of return. Primarily summer visitors. Strong interest in cruise, outdoor adventures, northern lights; showing good potential for winter season. Explore Fairbanks used to participate in sales missions with Visit Anchorage, now working with Brand USA and VUSA Australia.
Canada: Historically a strong market for both RV travel and cruise. Explore Fairbanks has participated in consumer shows with Holland America and met with Canadian-based tour operators at shows such as IPW.
Secondary
Japan/Korea: Japan was once Fairbanks’ strongest international winter market, now showing signs of return though weak Yen conditions could be problematic. Explore Fairbanks used to coordinate statewide sales missions to the market, now working with Brand USA and also in discussions with Japan-based tour operator to resume winter charters.
Taiwan/China: Explore Fairbanks is gauging a return to the Taiwan market in 2025 and monitoring when to potentially return to China based on national data.
Southeast Asia: Explore Fairbanks also gauging a return to this market in 2025; was just starting to explore it prior to the pandemic. Has good potential for winter/aurora tourism as well as cruise market.
United Kingdom: Explore Fairbanks European Contractor Elke Brosin participates in trade opportunities in this market when available.
RESEARCH driven decisions
Research plays a vital role in shaping our strategic marketing decisions at Explore Fairbanks by providing data-driven insights to better inform our approach. Through methods such as comprehensive market analysis, visitor surveys and trend monitoring, we can identify key demographics, emerging markets and evolving visitor preferences. This allows us to craft targeted campaigns, optimize our marketing efforts, and align our messaging with the interests of our potential travelers. It can also help us identify areas of improvement within our destination that we can collaborate on with our stakeholders to try and find solutions.
Continuous analysis of industry trends, competitor activity and economic factors ensures that our strategies are proactive rather than reactive, allowing us to maintain a competitive edge and drive sustainable growth for the region’s visitor industry and community as a whole.
New Research Projects for 2025
Fairbanks International Airport Visitor Survey: Working with McKinley Research, online surveys will be conducted throughout the year with departing visitors using the Wi-Fi system at the Fairbanks International Airport. Questions asked will include but not limited to origin, trip purpose, spending, length of stay, lodging, activities and trip planning. McKinley Research will provide top-line monthly reports as well as more detailed seasonal reports (winter vs. summer).
Visitor Spend Research: Working with Madden Voyage, this year-round research conducted via credit card spending will help us gain a better understanding of the economic impact tourism has on the local economy and how much visitors spend on accommodations, dining, activities, transportation and other services.
Resident Sentiment Survey: Working with McKinley Research, telephone surveys will be conducted with Fairbanks North Star Borough residents in January 2025 to gauge resident awareness and perceptions on the regional visitor industry, as well as quality of life questions pertaining to satisfaction of living in Fairbanks and what aspects of life are most important to keep living here, such as cost of energy, housing, workforce, education, etc.
Ongoing Research
Madden Voyage: Since 2023 Explore Fairbanks has been working with Madden Voyage to conduct research into four strategic areas: media performance and insights, hotel and lodging data, visitation intelligence, and competitive intelligence.
Other Research Sources:
• Alaska Travel Industry Association
• Destinations International
• FNSB Community Research Quarterly
• Future Partners “State of the American Traveler” reports
• Smith Travel Research (STR)
• Tourism Economics
• U.S. Commercial Services
• U.S. Travel Association
commitment to COMMUNITY
For Explore Fairbanks, our success as a destination organization is rooted in the vibrancy and the well-being of our community. We believe that by investing in local partnerships and community initiatives, we can enhance the quality of life for residents as well as visitors. Key to those efforts are the close alliances we have with stakeholders to include local government, the university, the military and more.
Our new Golden Heart Giving program was designed to support local nonprofits and other community entities whose missions align with our goal of making Fairbanks a better place. The program symbolizes our commitment to giving back and making a positive impact across sectors, ensuring that our community grows stronger through collaboration.
For 2025, our two primary initiatives are a new program that allows partners to contribute $25 of their membership dues to help raise funds to address food security in our community, as well as partnering with the Greater Fairbanks Community Health Foundation to raise funds for their “Imaging for Impact” campaign to purchase a PET-CT scanner for the hospital.
Some examples from 2024 of our community engagement endeavors include:
• We launched the Golden Heart Giving “Feed the Helpers” program in which we partnered with a local food truck to feed more than 350 emergency responders at 11 different fire stations across the borough as a way of thanking them for keeping our residents and visitors safe. In 2025, we will be doing a similar program for area healthcare providers, dubbed “Care for the Caregivers.”
• First established in 2019, we have welcomed more than 5,200 soldiers and their families from Ft. Wainwright through our weekly Fairbanks orientation tour. The program has been a collaboration with the City of Fairbanks, Fairbanks North Star Borough, Fairbanks Economic Development Corporation and the University of Alaska Fairbanks. We attend the weekly orientation fairs at Ft. Wainwright and the monthly fairs at Eielson Air Force Base, and recently started providing support for the Ft. Wainwright Better Opportunities for Single Soldiers (BOSS) program.
• We partnered with locally owned Golden Heart Waste Management (GHWM) to provide recycling outreach programs in the school district. EF’s $7,500 support largely came from board-approved funds remaining from the 2014 Arctic Winter Games recycling program that was restricted to recycling purposes only. The funds are also being used to support the GHWM second annual Recycling Symposium and for outreach efforts to local businesses about recycling in the Interior.
• We provided funding support for different community projects to include restoration of the S.S. Nenana, the North Pole Welcome Center, the Irene Sherman Statue, and a trail project at the UA Museum of the North for the forthcoming Bus 142 exhibit.
The 2025 marketing plan for Explore Fairbanks is supported by a budget of $5,679,025, with 85% of revenues generated through bed taxes collected by the City of Fairbanks and the Fairbanks North Star Borough. Our budgetary priorities reflect our commitment to maximizing the impact of these funds, with 51% dedicated to direct marketing efforts, ensuring broad and targeted exposure for our destination. Additionally, 37% is allocated for personnel to maintain and support our skilled team, while 12% is focused on indirect marketing activities primarily connected to day-to-day operations of the organization. This strategic approach allows us to invest heavily in marketing our destination while maintaining operational efficiency and sustainability.
Revenue: $5,679,025
investing in our FUTURE
For a destination organization, having healthy reserves is essential. It allows us to stay resilient in times of economic uncertainty or unexpected challenges, ensuring we can continue to promote Fairbanks without disruption. With strong reserves, we have the flexibility to take advantage of new opportunities, invest in key initiatives and maintain stability for our community and stakeholders. In short, it’s what helps us remain adaptable, forward-thinking and ready to support the long-term success of the Fairbanks visitor industry.
The Explore Fairbanks Board of Directors budget reserves policy stipulates that our reserves be used to (1) maintain enough cash in our general fund to handle any short-term differences between income and expenses; (2) build up reserves so we can respond to both immediate needs and future opportunities that align with our strategic goals; and (3) ensure we have the necessary funds to meet our long-term commitments.
On September 25, 2024, the Explore Fairbanks Board of Directors approved to reserve an estimated fund balance of $4,991,693 as follows:
Estimated Reserve Fund Balance: $4,991,693
Balance (used to balance 2025 budget) $639,440
2025 DESIGNATED RESERVES
$100,000 Future Bid Incentives: To be used to bid/host future conferences and meetings, previous examples being the Society of American Travel Writers Western Chapter Conference and the North American Travel Journalists Association.
$75,000 Future Familiarization Tours: To be used for future opportunities to host travel trade/media familiarization tours that correspond with in-state conventions or other specialized fam tours.
$300,000 Contractual Services: To be used for contractual work for opportunities such as international market representation in India and/or Latin America and other specialized projects.
$60,000 Website Update: To be used for future updates (design, navigation, etc.) for the website (potentially in conjunction with the SEO item below).
$50,000 Internet/SEO/Social Media: To be used primarily for a third-party search engine optimization (SEO) study to assist in having our website rank high on search engines.
$152,740 Research/Education: To be used for research projects (visitor profile studies, economic impact, etc.) to further strategize future marketing efforts.
$15,000 Pioneer Park Display: To be used for new signage at the Explore Fairbanks visitor information cabin at Pioneer Park due to inability to staff it.
$250,000 Capital Expenditures: To be used for upgrades to accounting software to include annual subscription and servicing costs and visitor engagement enhancements at MTCVC.
$200,000 Community Engagement Projects: To be used for a two-to-three-year commitment to provide funding support for nonprofit organizations for projects or services that benefit both the visitor industry and the community.
$60,000 Workforce Development: To be used for visitor industry focused training programs through the Tourism Academy as well as partnerships/collaborations with the school district & university to support visitor industry related education programs and internships.
$250,000 New Market Development: To be used for marketing endeavors for new and opportunity markets that arise, such as the launch of scheduled air service to a new domestic market, a strategically identified new international market, etc. $100,000 would be used for the board approved cash contribution towards a Small Community Air Service Development Program (SCASDP) Grant if awarded.
2025 key strategic initiatives: COMMUNICATIONS
Branding, Advertising and Collateral
• Create an integrated advertising strategy across multiple platforms: Develop a comprehensive advertising schedule that incorporates diverse mediums to effectively and efficiently reach potential travelers. Utilize advertising placements as a method for producing inquiries for the Visitors Guide and Winter Guide. Key actions include monitoring editorial calendars for opportunities, supporting direct flight routes and putting a greater emphasis on digital campaigns including social media and retargeting.
• Enhance and unify publications and collateral with consistent branding: Continue to update, refine and create publications that serve as planning tools and/or informational pieces about our destination and organization. Working in conjunction with other departments when appropriate, update existing advertising, handouts, brochures and informational pieces to all reflect a consistent brand and look.
• Showcase destination through video content: Amplify destination appeal and engagement across digital platforms through existing and new video assets. Distribute video content via social media, website, advertising and e-newsletters to drive traffic, increase brand visibility and inspire visitation.
• Boost engagement with targeted e-newsletters: Enhance consumer and industry engagement by delivering regular targeted e-newsletters. Develop a distribution calendar that features relevant, topical and seasonally appropriate content. Increase open rates and click throughs using compelling messages, effective CTAs and beautiful imagery.
Success metrics:
• Paid media impressions
• Visitor and Winter Guide request volume
• Video views and video completion rate
• Increased open rates, click throughs and subscriptions for e-newsletters
Social Media and Website
• Increase website performance and content quality: Improve the website’s performance and user experience through regular maintenance, content development, compliance updates and refreshed design. Optimize search engine visibility, ensure privacy compliance, and integrate new media and ADA-compliant content. Key actions include continuing to improve search engine optimization, updating website design and functionality, and expanding video and photography assets.
• Optimize and expand social media strategy: Enhance social media efforts by continuously monitoring trends, incorporating diverse and compelling content and using different features within the platforms to increase engagement. Advance social media use by developing and maintaining a content calendar and evaluating and adapting to new platforms.
Success metrics:
• Website traffic including sessions, new users and returning users
• User engagement within website including time on site, key events and engaged sessions
• Social media metrics including post engagement, follower growth and number of impressions
Communications and Media Relations
• Strengthen media relations and coverage for Fairbanks: Enhance media outreach and coverage by proactively inviting traditional media as well as digital media to cover Fairbanks, creating customized itineraries and conducting targeted media tours. Expand engagement with both traditional and digital media, attend key industry events, and work to maintain and grow the media database. Proactively follow up with media to gauge interest, provide additional information or resources and foster ongoing relationships.
• Expand media coverage and relationships through press release distribution: Improve media coverage and visibility by strategically utilizing TravMedia and PRWeb to distribute story ideas and press releases to both domestic and international media. Cultivate relationships with local media by sharing about internal successes, community activities and industry-specific updates to further the “Tourism Works for Fairbanks” message. Create and maintain a press release distribution calendar to expand reach and engagement with media professionals.
Success metrics:
• Media tours hosted and media assistance provided
• Earned media generated including number of articles published and audience reach
• One-on-one meetings at industry events
• Press releases distributed
Publications We Advertise In:
PUBLICATION
425 Magazine
DESCRIPTION
Covers topics related to the Eastside of Seattle, WA including travel.
AAA Via Provides travel inspiration and practical advice for AAA members in Oregon/Idaho.
AARP
Alaska Activity Guide & Map
Lifestyle publication for AARP members, covering a variety of topics including travel. Co-op with ATIA.
Guidebook and map featuring information about Alaska for independent travelers.
TARGET AUDIENCE
Outdoor enthusiasts/adventure travelers, cruise/land tour travelers, cultural and heritage travelers
Baby boomers, cruise/land tour travelers, RV travelers
Baby boomers, cruise/land tour travelers, RV travelers
RV travelers, baby boomers, in-state residents
Anchorage Daily News Newspaper that serves Southcentral Alaska. In-state residents
Alaska Magazine
AMERICA Journal (German)
Bearfoot Guides
Showcases Alaska's wildlife, beauty and adventure and offers travel advice for visitors.
Travel and lifestyle magazine focused on the United States.
Guide for independent travelers along Alaska's road system with travel information and maps.
Bell’s Travel Guides Guides with maps and information about Alaska and Yukon for independent travelers.
Outdoor enthusiasts/adventure travelers, baby boomers
Outdoor enthusiasts/adventure travelers, cultural and heritage travelers
RV travelers, in-state residents
RV travelers, in-state residents
Fairbanks Daily News-Miner Newspaper that serves Interior Alaska. In-state residents
Fish Alaska Covers all aspects of sport fishing in Alaska.
Group Tour Magazine
Milepost
National Parks
Provides inspiration and insights for group travel planners and enthusiasts.
Travel guide that provides information on traveling in Alaska and Western Canada.
Aims to educate and inspire people about the National Park System.
Northwest Meetings & Events Information and industry resources for planning meetings and events in the Pacific Northwest.
Northwest Travel & Life
Covers travel and other topics in the Pacific Northwest.
Outside Inspires people to enjoy an active lifestyle through a variety of topics related to the outdoors.
Preservation Celebrates historic places and inspires people to preserve them.
Sunset Lifestyle magazine that focuses on the Western United States covering topics that include travel.
Travel Inside (German) Trade newspaper tailored to the needs of travel professionals.
Travel Tip (German)
Provides advice and information on travel, trends and holiday destinations.
Outdoor enthusiasts/adventure travelers
Baby boomers, cruise/land tour travelers
RV travelers, baby boomers, fly/drive travelers
Outdoor enthusiasts/adventure travelers, family travelers, RV travelers, baby boomers
Business travelers
Outdoor enthusiasts/adventure travelers, cruise/land tour travelers, baby boomers, cultural and heritage travelers
Outdoor enthusiasts/adventure travelers
Cultural and heritage travelers, outdoor enthusiasts/adventure travelers
Baby boomers, cruise/land tour travelers
Outdoor enthusiasts/adventure travelers, cultural and heritage travelers
Outdoor enthusiasts/adventure travelers, cultural and heritage travelers, RV travelers
2025 key strategic initiatives: TOURISM and MEETING SALES
Domestic Travel Trade
• Identify, prioritize and attend key travel trade shows: Research and select the most relevant domestic travel trade shows that align with Fairbanks’ target markets and goals. Schedule one-on-one appointments at shows with qualified operators and agents who hold the most promise for future business for the destination. When applicable, allow for opportunities for partners to participate and conduct presentations at shows to garner further exposure and establish new contacts.
• Host targeted familiarization (FAM) tours: Develop and host strategically targeted FAM tours for qualified domestic travel agents and tour operators. Strive to consolidate FAM tours for operational efficiency such as the online AGENT training program, as well as targeting “off-season” times of year such as October, April, etc. Work closely with EF partners and associates to educate them on the value of FAM tours and expand their participation. Partner when applicable with ATIA and other Alaska DMOs.
• Implement effective follow-up and relationship building from travel trade activities: Establish a robust follow-up process to nurture leads from both trade shows and familiarization tours, to include timely tourism lead requests to EF partners. Maintain ongoing communication with new and existing contacts to provide new product/destination information and strengthen relationships.
• Work closely with Fairbanks International Airport and consultant to secure new air service opportunities: Participate in air service development conferences such as Routes America and Jump Start to provide up to date visitation data to network planners. Promote flights through trade shows in markets that provide service to Fairbanks such as Chicago and Denver, as well as through online training.
Success Metrics
• Number of qualified contacts from trade shows
• Development of new products and itineraries from trade shows and FAM tours
• Timely follow-up to travel trade contacts
• Number of attendees in the online AGENT program
• Development of new air service to the destination
International Travel Trade
• Increase international market presence through trade shows and sales missions: Participate in international trade shows, sales missions and B2B marketplaces, focusing on the core international markets of German-speaking Europe, India, South America and Australia/New Zealand. Participate when strategically feasible in other international markets such as Japan/Korea, Southeast Asia, China/Taiwan; monitor U.S. Travel Association research to gauge return of those markets and other trends.
• Leverage in-market representation and Alaska partnerships in key international markets: Continue to utilize the expertise and knowledge of Explore Fairbanks European contractor Elke Brosin for continued and consistent presence in that market. Research potential for in-market representation in India and South America, either utilizing U.S. Commercial Services or an independent contractor. Partner when opportunity arises with ATIA or other Alaska DMOs on international sales missions in those markets.
• Develop multilingual collateral and digital content: Develop a new Spanish-language collateral piece for use in the South American market and update Japan lure piece. As part of EF website redesign, update content on existing foreign language pages. Develop online, on-demand training programs specific to key international markets.
• Conduct FAM tours to drive international market engagement: Continue to work with European contractor to host FAM tours from the European market. Expand international FAM tours to include the markets of India and South America, in partnership with airlines if applicable. Work with EF partners and associates to educate them on the culture and expectations of those markets.
• Partner with Fairbanks International Airport, airlines and tour operators to secure international service or charters: Continue to work closely with the airport and other stakeholders with a goal of bringing Condor Air back into summer service, or another carrier from the German market. Work with Japan-based tour operators, EF partners and the airport to secure direct charters from Japan.
Success Metrics
• Number of qualified contacts from trade shows and sales missions
• Successful hosting of FAMs from international markets other than Europe
• Development of new products and itineraries because of trade shows and FAM tours
• Publication of new Spanish-language collateral piece
• Development of market-specific online training program
• Return of Condor Air and/or Japan-focused charter service
Meetings and Convention Sales
• Expand national awareness of Fairbanks as a destination for meetings and conventions: Through participation in industry trade shows and other marketing endeavors, continue to showcase the meetings and conventions landscape in Fairbanks. Focus strategies on “best fits” for the destination as it pertains to niche markets that align well with venue sizes and Fairbanks’ unique offerings. Promote off-season and shoulder season meetings when there is greater availability. Develop marketing material to include a new Explore Fairbanks Meeting Planner Guide and an online training program.
• Strengthen local and state industry relationships and partnerships: Foster ongoing relationships with key meeting and convention stakeholders to include but not limited to the University of Alaska Fairbanks, regional tribal organizations, Chamber of Commerce, the Alaska School Activities Association, and state government entities. Conduct familiarization tours for local meeting planners and revisit possibility of hosting meeting planner luncheons in Juneau and Anchorage.
• Encourage and facilitate sustainable practices for meetings and conventions in Fairbanks: Utilizing industry best practices, promote eco-friendly strategies to event planners in areas such as minimizing paper use, reducing waste and promoting sustainable practices to attendees.
• Collaborate closely with Explore Fairbanks partners connected to the meetings and conventions sector: Enhance strategic partnerships with local hoteliers, venues and other event hosting entities and services providers to stay up to date and informed on new or future developments in their business as well as sharing market insights. Utilize weekly e-news to educate and inform the entire partnership on meetings and conventions activities. Work with the President and CEO to host a roundtable luncheon with regional hoteliers to strengthen the relationship with them.
Success Metrics
• Number of leads and meetings/conventions booked
• Estimated economic impact of meetings/conventions booked
• Number of services provided to local meetings and conventions
• Development and implementation of online training program
• Number of qualified contacts from industry trade shows
• Successful hosting of at least one meeting planner FAM tour
2025 key strategic initiatives: VISITOR and COMMUNITY ENGAGEMENT
Partnership
• Increase number of businesses in new Associate program: Attract, engage and retain local businesses as complimentary partners of Explore Fairbanks. Democratize access to online exposure for local businesses within the Fairbanks North Star Borough, fostering community engagement and enhancing the overall visitor experience through curated and informative profiles on Explore Fairbanks’ website.
• Recruit new businesses into the Partnership program: Emphasize the mutual benefits of collaboration with paid partnership by highlighting the value of collective marketing efforts, which amplify visibility and attract a larger audience that individual businesses may not reach on their own. Offering partnership options with available additional benefits to purchase to broaden overall reach can appeal to a wider range of businesses.
• Cultivate relationships and outreach to Partners and Associates: Foster a supportive network among Explore Fairbanks Partners and Associates through educational forums and celebratory events, ultimately increasing Partner and Associate satisfaction and retention while enhancing collaboration and professional development within the tourism sector in Fairbanks.
Success Metrics:
• Increase in Associate level enrollment with primary focus being the dining category
• Increase in Partnership level enrollment
• Maintain a 93% renewal rate of Partners
• Host a minimum of four educational/networking events per year
• Positive feedback from Partners and Associates through annual survey
Visitor Engagement
• Provide visitors with exceptional customer service: Create connections with guests through accurate and timely information sharing from staff. Increase the Morris Thompson Cultural and Visitors Center visibility as a welcoming and engaging first stop in Fairbanks. Maintain communication channels with guests by mailing Explore Fairbanks printed collateral, answering incoming e-mails and phone calls. Distribute visitors guides across the state through visitor centers, chambers of commerce, and local and state consumer shows.
• Leverage personal stories to optimize the visitor experience: Utilize the appeal of the Golden Heart Ambassadors program to provide personalized connections to visitors to Fairbanks. Educate meeting planners and local event organizers about the benefits of utilizing Golden Heart Ambassadors to aid with event execution. Actively pursue hands-on educational experiences with Partners and Associates through familiarization tours to enrich staff’s accuracy in helping guests plan their trip.
Success Metrics:
• Visit a minimum of 12 Partner/Associate businesses for familiarization tours
• Maintain a 24-hour turnaround for direct inquiries; 48-hour for indirect inquiries
• Increase in the number of meetings and conventions for Golden Heart Ambassadors to help at
Community Engagement
• Broaden community awareness of the visitor industry and the role of Explore Fairbanks: Enroll residents in the new “I am Golden” program to foster a deeper appreciation and support for the tourism economy among residents, enhancing community engagement and understanding of its economic significance in Fairbanks. Strengthen awareness of the Explore Fairbanks brand by introducing the new fox and raven mascots at community festivals and events.
• Foster continued and new collaborations with military community: Establish a comprehensive Armed Services outreach program to provide personalized support and information on Fairbanks’ attractions and services to military personnel and their families stationed at Fort Wainwright, Eielson Air Force Base and Fort Greely. Continue the weekly Fort Wainwright orientation program and explore the potential of launching a similar program for Eielson Air Force Base.
• Expand awareness of workforce development and career opportunities in the visitor industry: Identify and implement strategies to nurture local talent, promote career pathways in tourism and strengthen community partnerships through innovative educational opportunities in the Fairbanks North Star Borough School District. Host visitor industry career fairs in collaboration with local events such as Nanook Hockey to expand broad community awareness of industry opportunities.
• Nurture a philanthropic legacy through the Golden Heart Giving “Tourism Cares for Fairbanks” program: Team up with Partners and Associates to host pop-up charitable events to raise funds for local nonprofits and community service entities. Through a newly structured Community Engagement committee, develop and implement a process to allow local organizations to apply for funds to support projects that impact the visitor industry in some manner.
Success Metrics:
• Launch the online “I Am Golden” with an annual enrollment goal of at least 50 students
• Participate in a minimum of six community festivals and events with the new mascots
• Partner with military installations and programs for at least four special events per installation
• Host a minimum of two job fairs at community events
• Attend a minimum of four high school career fairs
• Creation and launch of the Golden Heart Giving grant program
key strategic initiatives: ADMINISTRATION
• Maintain stable organizational funding: Ensure stable funding for the organization through a comprehensive financial and advocacy strategy with a focus on growing and maintaining positive partnerships and working relationships throughout the year with key stakeholders at the City of Fairbanks and the Fairbanks North Star Borough. Strive to diversify funding by identifying other revenue streams as need be.
• Achieve a timely and clean audit: Prioritize financial transparency and accountability by ensuring rigorous internal controls, regular financial reviews and compliance with all relevant regulations. The goal is to consistently achieve a timey clean audit with no opinion by external auditors, reinforcing trust with stakeholders.
• Enhance employee recruitment and retention: Implement programs that enhance employee engagement, satisfaction and retention while also positioning the organization as an attractive employer for top talent. Identify any needs for succession planning and defining opportunities for employees to move up within the organization.
• Improve workforce efficiency: Continuously assess and improve operational processes to increase efficiency and reduce costs to include leveraging technology, streamlining workflows and enhancing cross-departmental collaboration to achieve organizational goals more effectively.
• Strengthen stakeholder engagement and collaboration: Strengthen relationships with key private, nonprofit and government stakeholders at the local, state and federal level. Provide leadership, facilitate discussions, and strive for collaboration on public policy, advocacy and infrastructure issues that impact the visitor industry.
• Assure best practices as a professional association: Successfully renew Explore Fairbanks with the Destinations International’s globally recognized Destination Marketing Accreditation Program (DMAP) with a goal of being recognized under the tier of “Accreditation with Distinction.” Implement, when applicable, other organization operational strategies garnered through professional development opportunities with Destinations International, One West Tourism Alliance, and other Alaskan-based destination organizations.
Success Metrics
• Maintaining current funding formulas with the City of Fairbanks and the Fairbanks North Star Borough
• Timely completion of the 2024 audit with a clean outcome
• Retention of current staff and successful hiring of vacant positions
• Number of new or improved operational processes implemented
• Number of public policy/advocacy/infrastructure issues successfully influenced or advanced through stakeholder collaboration
• Successful renewal of DMAP accreditation with Destinations International and achieving the “Accreditation with Distinction” tier
2025 sales and tradeshow CALENDAR
JANUARY
GoWest Summit
Brand USA Mexico Sales Mission
Brand USA India Sales Mission
International Media Marketplace
New York Travel and Adventure Show
Icelandair Mid-Atlantic*
FEBRUARY
Chicago Travel and Adventure Show
American Bus Association Marketplace
Amazing Alaska Experience
Routes America
Brand USA New Zealand/VUSA Australia Sales Mission
LA Travel and Adventure Show
MARCH
ITB Berlin*
Denver Travel and Adventure Show
Holland America Alaska Cruise & Travel Show
Bay Area Travel and Adventure Show
Brand USA South America Sales Mission
Holland America Alaska Cruise & Travel Show
Dallas Travel and Adventure Show
APRIL
SeaTrade Cruise Global
Mat-Su Outdoorsman Show
Cruise360
Fairbanks Outdoor Show
MAY
American Society of Travel Advisors Conference
JUNE
North American Travel Journalists Association Conference & Marketplace
IPW
JULY
Global Travel Marketplace
Brand USA Japan/Korea Sales Mission
SEPTEMBER
Brand USA Southeast Asia Sales Mission
Future Travel Leaders Summit
OCTOBER
Alaska Federation of Natives
Go Winter! Expo
NOVEMBER
Alaska Media Roadshow
National Tour Association Travel Exchange
DECEMBER
U.S. Tour Operators Association
DATE TBA
Northstar Small & Boutique Meetings
Northstar Destinations West
Visit USA Switzerland Trade Event*
Denmark Discover USA Workshop*
Nordic Countries Aviareps Roadshow*
Belgium Visit USA Workshop
The Netherlands USA Canada Trade Event*
Austria Visit USA Seminar*
*shows attended by Explore Fairbanks European Contractor Elke Brosin
STAKEHOLDERS
A successful destination organization thrives through strong, collaborative partnerships with a diverse range of stakeholders at the local, state, and federal levels. By working closely with government entities, private businesses, nonprofits, and community leaders, Explore Fairbanks strengthens the region’s position as a premier visitor destination. This network of relationships enables us to respond effectively to industry challenges, leverage opportunities, and create meaningful economic and social impact for both residents and visitors.
LOCAL
City of Fairbanks
Mayor David Pruhs
Councilmember Jerry Cleworth
Councilmember Lonny Marney
Councilmember John Ringstad
Councilmember Sue Sprinkle
Councilmember Valerie Therrien
Councilmember Crystal Tidwell
City of North Pole
Mayor Larry Terch
Councilmember Chandra Clack
Councilmember Santa Claus
Councilmember Ellen Glab
Councilmember Jeffrey Jacobson
Councilmember Anton Keller
Councilmember Bennie Williams
Fairbanks North Star Borough (FNSB)
Mayor Grier Hopkins
Assemblymember Scott Crass
Assemblymember David Guttenberg
Assemblymember Barbara Haney
Assemblymember Kristan Kelly
Assemblymember Nick LaJiness
Assemblymember Mindy O’Neill
Assemblymember Liz Reeves-Ramos
Assemblymember Brett Rotermund
Assemblymember Tammie Wilson
LOCAL (continued)
Downtown Association of Fairbanks
Doyon, Limited
Fairbanks Economic Development Corporation
Fairbanks Native Association
FNSB Department of Parks and Recreation
FNSB School District
Festival Fairbanks
Greater Fairbanks Chamber of Commerce
North Pole Chamber of Commerce
Tanana Chiefs Conference
University of Alaska Fairbanks
STATE
Alaska Federation of Natives
Alaska State Chamber
Alaska Travel Industry Association
Bureau of Land Management
Cruise Line Industry Association of Alaska
Department of Commerce, Community and Economic Development
Department of Labor and Workforce
Development
Department of Transportation and Public Works
Fairbanks International Airport
Governor Mike Dunleavy
Interior Delegation
Representative Ashley Carrick
Representative Maxine Dibert
Senator Mike Cronk
Senator Scott Kawasaki
Senator Robb Myers
Representative Mike Prax
Representative Will Stapp
Representative Frank Tomaszewski
NATIONAL/FEDERAL
Alaska Congressional Delegation
Honorable U.S. Senator Lisa Murkowski
Honorable U.S. Senator Dan Sullivan
Honorable U.S. Congressman Nick Begich
Brand USA
Eielson Air Force Base
Colonel Paul Townsend, Commander, 354th Fighter Wing
U.S. Army Garrison Alaska Fort Wainwright
Colonel Jason Cole, Garrison Commander
National Park Service
U.S. Commercial Services
U.S. Customs and Border Control
U.S. Travel Association
PHOTOS
Cover: Amy J. Johnson Photography
Back Cover: Amy J. Johnson Photography
Aiden Smith/Explore Fairbanks, 26d
Allysa Westman/Explore Fairbanks, 24a
Amy J. Johnson Photography, 7, 10bd, 23c
Amy Reed Geiger/Explore Fairbanks, 32
Bill Wright/Explore Fairbanks, 20c, 23a, 24d, 25a
Cheryl Howard, 24c
Claus Cramer/Adobe Stock, 10a
David Swanson, 20a
Design Pics Inc/Alamy Stock Photo, 18
Downtown Association of Fairbanks, 8c
Elke Brosin, 24b
Ian Ord, 20b
Jacob Boomsma/Getty Images, 2
Jaime Holt/Red Photography, 26b
Joshua DuVall/FNSB School District, 15c
Juanita Webb/Explore Fairbanks, 15b, 26c
Kelly Huibregtse, 8ab, 21b
Matt Hage/Explore Fairbanks, 1a, 5ac, 10g
Mickee McGuire/Explore Fairbanks, 26a
mtnmichelle/Adobe Stock, 10c
Niaz Uddin, 4, 16
North American Travel Journalists Association, 21a
Scott McCrea/Explore Fairbanks, 15a
Sean Kurdziolek Photography, 6
Sherman Hogue/Explore Fairbanks, 10f, 14,15d, 25b, 28
State of Alaska/Matt Hage, 5b, 10e
Tony Soorangura/NS Travel & Tours, 23b
Letters indicate position of photos on pages from top to bottom, left to right.
All photos are copyrighted by respective photographers.
