2024 LRCVB Business Plan

In 2024, the Little Rock Convention & Visitors Bureau (LRCVB) will continue to be the leading voice and the guiding resource of Little Rock’s Tourism Industry. According to Arkansas Tourism’s Economic Impact report, in 2022, tourism supported 11,515 industry jobs and influenced direct tourism spending of more than $1.945 billion in Pulaski County.

As the official destination marketing organization for the City of Little Rock, the LRCVB is charged with serving the city’s current visitors while also marketing and selling the city as a meeting, sports, and leisure

Gina Gemberling, CDME President & CEO Little Rock Convention & Visitors Bureau

travel destination, and managing multiple facilities including Statehouse Convention Center, Robinson Center, Cromwell Building, River Market (including the Market Hall, First Security Amphitheater, and the pavilions), and multiple parking facilities. In 2023, the LRCVB launched a Tourism Master Plan (TMP), a 10-year vision for the organization’s future. This Business Plan outlines the steps the organization will take in 2024 to achieve these goals.

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ARKANSAS MUSEUM OF FINE

GOAL 1

Identify a sustainable and equitable pathway for the growth of the local tourism industry that will positively impact Little Rock residents economically and elevate the destination to visitors.

Growth in Little Rock’s tourism economy has a direct positive impact on the quality of life that all residents enjoy. This idea is foundational to the LRCVB’s mission and guides the goals, objectives, and strategies in this document. After unveiling a Tourism Master Plan in 2023, this Business Plan serves as a roadmap for accomplishing the plan’s goals and objectives.

2023 ACCOMPLISHMENTS

• Unveiled a 10-year Tourism Master Plan and executed an aggressive 2023 Business Plan.

• Used annual reporting metrics to tell the story of and highlight the power of the local tourism industry and economic impact.

• Reinvested in the LRCVB’s systems, staff, and services to deliver an unparalled service experience to customers.

• Advanced the cause of hospitality by providing funding to expand Little Rock downtown ambassadors.

• Successfully upgraded LRCVB-managed facilities to meet modern standards.

• Tax revenues surpassed budget projections, therefore, the LRCVB pivoted quarterly, reallocating revenues to strengthen sales and marketing initiatives, develop and implement customer service trainings, and increase capital reserves.

OBJECTIVE 1:

Use existing operational funding to increase destination brand identity, attract more visitors, strengthen local quality of life, and to maintain and enhance facilities.

STRATEGY 1: Leverage existing LRCVB funds to identify priority-driven investment and resource allocation.

OBJECTIVE 2:

Maximize operational revenue and tax funds to support potential tourism development projects, including future Statehouse Convention Center expansion, Robinson Center, River Market Hall renovations, First Security Amphitheater, River Lights, and sports facility construction.

STRATEGY 1: Identify new funding opportunities to broaden the LRCVB’s revenue base.

OBJECTIVE 3:

Continue to ensure that tourism has a voice in ongoing destination development projects as it relates to the Tourism Master Plan.

STRATEGY 1: Ensure the Tourism Master Plan is utilized as a roadmap for destination development projects.

GOAL 2

Utilize a broad-spectrum, multi-channel sales and marketing approach to position Little Rock as a leading destination for leisure and group travel.

Little Rock is a vibrant community, a great place to call home, and an attractive destination for leisure and group travel. Sharing that message with the world is at the core of everything we do. From digital footprints and public relations to sales pipelines and service retention strategies, everything the LRCVB does is to elevate the city’s brand as a hospitable and welcoming destination. When we’re successful in that mission, the entire city benefits and the economic impact of our industry ripples out across our community.

2023 ACCOMPLISHMENTS

• Established on-going relationships with both national and in-state marketing firms that will help grow and position Little Rock’s brand.

• Launched a re-designed LittleRock.com, combining Little Rock, Little Rock Meetings, Statehouse Convention Center, Robinson Center and River Market, for the first time, representing a unified and collective voice.

• Developed unique marketing campaigns for targeted group segments and planners.

• Launched the Experience Little Rock in Color campaign to target key markets.

• Increased in-person sales opportunities through activations in prime feeder markets.

• Deployed the Marketing Partnership Program to promote activities and events that increase tourism.

OBJECTIVE 1:

Further interdepartmental collaboration to hone group and convention sales & services marketing.

STRATEGY 1: Enhance leisure sales & services efforts to highlight the visitor experience, and increase visitation and spending.

STRATEGY 2: Identify opportunities to grow “bleisure” stays.

STRATEGY 3: Identify and refresh sales & services collateral to leverage team offerings to secure and retain meetings and events.

STRATEGY 4: Enhance the LRCVB’s trade show presence marketing strategy.

STRATEGY 5: Continue to develop and refine annual content calendar for sales & services needs.

STRATEGY 6: Create a comprehensive marketing campaign focused on the meetings and convention segment.

OBJECTIVE 2:

Enhance the LRCVB’s current marketing efforts to position Little Rock as a leading destination for travel.

STRATEGY 1: Continue evolving the brand platform as a basis for creative direction.

STRATEGY 2: Continue to grow Little Rock’s brand presence through marketing partnerships with local partners.

STRATEGY 3: Continue to grow targeted marketing outreach.

STRATEGY 4: Utilize partner agencies to grow brand recognition and equity among key target demographics.

OBJECTIVE 3:

Utilize the LRCVB’s owned social media platforms to hone its outreach to key target markets by capitalizing on effective and desirable content.

STRATEGY 1: Explore the method of “right channeling” the LRCVB’s social media audiences to improve the customer journey.

STRATEGY 2: Develop campaign strategies that drive intensity for community engagement.

STRATEGY 3: Broaden the LRCVB’s digital media presence through “sharable” content.

OBJECTIVE 4:

Utilize a broad public relations strategy to influence media and consumer narratives about Little Rock.

STRATEGY 1: Develop a communications strategy.

STRATEGY 2: Utilize public relations tools and techniques to elevate the Little Rock brand.

OBJECTIVE 5:

Utilize the new LittleRock.com as a powerful owned marketing channel to attract and convert visitors to the destination.

STRATEGY 1: Continue to grow the new LittleRock.com to evolve its features and increase website traffic.

OBJECTIVE 6:

Expand research methodologies to gain better insight into Little Rock’s target customer.

STRATEGY 1: Leverage research tools and utilize a research-based approach to marketing decisions.

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GOAL 3

Optimize the utilization of all LRCVB-managed facilities and identify potential new revenue sources that allow for maximized potential income.

The LRCVB’s managed facilities – Statehouse Convention Center, Robinson Center, Cromwell Building, the River Market (including the Market Hall, First Security Amphitheater, and the pavilions), and multiple parking facilities – are a major asset and source of greater revenue development. Capitalizing on these assets’ potential will allow the LRCVB to achieve a more stable financial position.

2023 ACCOMPLISHMENTS

• Redefined booking policies for the Statehouse Convention Center.

• Updated contracts to meet industry standards.

• Increased facility revenue by investing in the inventory of technology service upgrades.

• Created a new competitive analysis framework for LRCVB-managed facilities.

• Implemented a strategy to prioritize sales efforts.

• Deployed a new pricing structure for meeting space and amenities.

• Implemented priority tracking in the customer relationship management system to increase optimization utilization.

• Developed SOPs to service client technology needs.

OBJECTIVE 1:

Continue to increase revenue and develop a targeted sales approach across LRCVBmanaged facilities.

STRATEGY 1: Monitor and evaluate the new booking policies for Robinson Center and the Statehouse Convention Center.

STRATEGY 2: Identify new sales and booking goals for Robinson Center and the Statehouse Convention Center to increase revenues.

STRATEGY 3: Create new reporting mechanisms.

STRATEGY 4: Refine and enhance the booking policy for Robinson Center and the Statehouse Convention Center, in conjunction with connecting hotel partners, to optimize group meeting space.

OBJECTIVE 2:

Enhance the LRCVB’s opportunities to generate additional operational revenue.

STRATEGY 1: Communicate new and upgraded facilities technology as a source of revenue.

STRATEGY 2: Purchase additional equipment to lessen the need for outsourcing.

OBJECTIVE 3:

Continue facility upgrades and maintenance to put all LRCVB-managed facilities at the forefront of their competitive sets.

STRATEGY 1: Continue to prioritize the Capital Project list.

STRATEGY 2: Continue to maintain LRCVBmanaged facilities and equipment to increase their longevity.

STRATEGY 3: Monitor industry trends in facility operations.

GOAL 4

Refine a service-centric approach by building brand loyalty to elevate the customer experience encouraging repeat stays and positive word of mouth.

By transforming our customers into our advocates, the LRCVB can harness the power of repeat business and word of mouth marketing to position itself as an even more favorable destination for group and leisure travel.

2023 ACCOMPLISHMENTS

• Collaborated with the Bill and Hillary Clinton National Airport and Curran Hall to identify and meet visitor needs.

• Created a robust proactive industry communications plan to distribute collateral and LRCVB assets.

• Leveraged Ticketmaster and its associated marketing services to support events at Robinson Center.

• Funded the Downtown Ambassador program.

• Completed customer-focused facility upgrades.

• Centralized all emergency plans and procedures.

• Created and implemented customer service training based on LRCVB’s core values.

• Increased LRCVB’s River Market activations to enrich the visitor experience (i.e., River Market Live!, Paint the Town Red, Hispanic Heritage Celebration, National Dance Day, Family Fall Festival, Farmers Market, and Jazz in the Park - 10th Anniversary).

• Began a series of visitor experiencefocused projects, including True Omni digital kiosks, a mobile marketing vehicle, and a Little Rock Tourism Ambassador program – to be completed and launched in 2024.

• Strengthened network capacity and upgraded digital signage at LRCVBmanaged facilities.

OBJECTIVE 1:

Continue to refine visitor services strategy needs and opportunities for growth and optimization.

STRATEGY 1: Determine visitor center needs.

STRATEGY 2: Deploy True Omni kiosks to enrich the visitor experience.

OBJECTIVE 2:

Position the mobile marketing vehicle for advocacy, community engagement, and to provide visitor services.

STRATEGY 1: Utilize the mobile marketing vehicle as a tool to build Little Rock’s brand equity.

OBJECTIVE 3:

Continue providing safe and secure facilities for the LRCVB’s customers and community.

STRATEGY 1: Ensure employees are trained on current LRCVB policies and best practices.

OBJECTIVE 4:

Enhance services provided to meeting planners to ensure satisfaction and customer retention and increase attendance and overall visitor spending.

STRATEGY 1: Evaluate and improve current destination service offerings.

STRATEGY 2: Strengthen the familiarization tours and site visit program.

STRATEGY 3: Position the LRCVB to lead

OBJECTIVE 5:

Utilize technology infrastructure upgrades to improve the attendee experience in LRCVBmanaged facilities.

STRATEGY 1: Work with existing vendors to implement identified technology needs.

OBJECTIVE 6:

Bolster the LRCVB’s support offerings to event promoters to strengthen industry relationships and make LRCVB-managed facilities even more desirable venues.

STRATEGY 1: Refine support of ticketedshow requirements and promoter needs in collaboration with operations.

STRATEGY 2: Identify additional service and building requirements and upgrades that benefit event promoters.

STRATEGY 3: Compile a range of marketing and promotional tools and strategies available to event promoters with LRCVB facilitation.

OBJECTIVE 7:

Improve the visitor experience by supporting the Little Rock Tourism Ambassador program.

STRATEGY 1: Establish the Little Rock Tourism Ambassador program as the de facto training program for the tourism industry.

STRATEGY 2: Continue to support the Downtown Ambassador Program.

OBJECTIVE 8:

Develop a diverse spectrum of activities that cater to a range of interests, thereby enriching the visitor experience.

STRATEGY 1: Host LRCVB-owned events and activations to improve the visitor experience, increase visitor spending, and encourage return visits.

STRATEGY 2: Continue to host events while expanding offerings and improving the customer experience.

GOAL 5

Use advocacy and inclusion to raise the community’s awareness of the role tourism plays in the local economy and as a catalyst for local pride.

The LRCVB’s success is everyone’s success. When our residents feel seen and valued by our brand, we ensure that everyone feels seen, connected to, and invested in our success. We won’t rest until everyone in Little Rock shares our Big on Little Rock spirit.

2023 ACCOMPLISHMENTS

• Created a new A&P tax permittee welcome packet.

• Distributed a marketing report to attraction partners.

• Attended industry career fairs.

• Focused media attention on the local tourism industry during National Travel & Tourism Week.

• Invited the community and unveiled the release of the Tourism Master Plan.

• Created local activations (i.e., River Market Live!, Paint the Town Red, Hispanic Heritage Celebration, National Dance Day, Family Fall Festival, Farmers Market, and Jazz in the Park - 10th Anniversary).

• Deployed the Experience Little Rock in Color campaign.

• Continued to participate in an adopt-astreet program and provided downtown beautification assistance.

• Hosted focus groups to develop curriculum for the Little Rock Tourism Ambassador program.

OBJECTIVE 1:

Engage with tourism industry partners to better share information, ideas, and opportunities, including key advocacy areas.

STRATEGY 1: Develop a communications plan targeted to industry partners.

STRATEGY 2: Solidify relationships with connected convention hotels by incorporating them into standards and processes.

STRATEGY 3: Facilitate tourism partners’ adoption of LRCVB software.

OBJECTIVE 2:

Utilize local media and the LRCVB’s owned events to bolster destination perception and brand recognition through highlighting local tourism narratives.

STRATEGY 1: Develop a communications plan for local media, touting local tourism narratives.

OBJECTIVE 3:

Develop the community engagement program to grow the LRCVB’s presence in the destination.

STRATEGY 1: Build out the community engagement touchpoint to support all aspects of the LRCVB’s commitment to industry and community through education to further the organization’s position as

GOAL 6

Utilize current research methodologies as well as new data tools to devise comprehensive organizational key performance indicators and create a schedule for departmental benchmarking and strategic recalibrations. Informed decisions are the best decisions, and that’s why we equip ourselves with the best data and data analyzation tools possible. Aligning our work to current industry-standard best practices and benchmarks ensures that we’re always acting in the best interest of our goals and Little Rock at large.

2023 ACCOMPLISHMENTS

• Allocated budget for visitor profile market research.

• Refined data gathering for target markets.

• Identified key performance indicators (KPI’s) to track and monitor in 2024.

OBJECTIVE 1:

Monitor key performance indicators of the organization that align with the Tourism Master Plan.

STRATEGY 1: Support administration in determining the development of dashboards for monitoring key performance indicators for the organization.

OBJECTIVE 2:

Increase the number of available data streams to support better decision-making and to elevate our local advocacy and awareness efforts.

STRATEGY 1: Aggregate data sets, including data from state tourism, Zartico, U.S. Travel Association, and CoStar.

STRATEGY 2: Begin a visitor profile study.

STRATEGY 3: Continue to research destination standards and best practices for accessibility.

GOAL 7

Use a strong data-driven approach to create an internal culture that puts equity, diversity, and inclusion (EDI) initiatives at the forefront while dismantling internal barriers to interdepartmental communications and ensuring employee retention.

For us to be most successful, the principles of equity, diversity, and inclusion have to be centered in our work, our culture, and our outcomes. Little Rock’s diversity is one of its strongest assets, and we must not only lean into that diversity but reflect it both internally and outwardly to the world.

2023 ACCOMPLISHMENTS

• Established an internship program.

• Developed a customer service training program.

• Developed an employee wellness program.

• Created more robust staff training plans and offerings.

• Participated in the inaugural Destinations International EDI scorecard program.

• Deployed another installment of EDI training.

• Re-evaluated employment recruitment incentive and employee retention programs.

OBJECTIVE 1:

Continue the LRCVB’s EDI initiatives to become a stronger and more diverse organization.

STRATEGY 1: Enhance EDI programs internally with key goals.

OBJECTIVE 2:

Grow LRCVB workforce to support the Tourism Master Plan needs.

STRATEGY 1: Position the LRCVB as a great place to work in Little Rock.

STRATEGY 2: Evaluate employee roles for adjustments to support the Tourism Master Plan.

OBJECTIVE 3:

Increase employee retention to ensure the strength of the LRCVB’s workforce.

STRATEGY 1: Develop a comprehensive employee retention strategy.

STRATEGY 2: Revitalize the employee committees to foster a greater sense of organizational community.

OBJECTIVE 4:

Reevaluate training and workflow processes to maximize efficiency.

STRATEGY 1: Explore opportunities for developmental training.

OBJECTIVE 5:

Enhance internal communications to break down inter and intra-departmental silos and create a culture of shared knowledge and understanding.

STRATEGY 1: Ensure appropriate employees are trained on all LRCVB IT management software.

LITTLE ROCK ZOO

OBJECTIVE 6:

Ensure all communications SOPs and plans align with industry standards to help the departments function at the highest levels.

STRATEGY 1: Refresh existing crisis communications plan.

STRATEGY 2: Evaluate the efficacy of current SOPs.

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