2023 LRCVB Business Plan

In 2023, the Little Rock Convention & Visitors Bureau (LRCVB) will continue to be the leading authority and guiding resource of Little Rock’s tourism industry, supporting almost 11,000 industry jobs and influencing direct tourism spending of more than $1.7 billion in Pulaski County.

The Little Rock Convention & Visitors Bureau is the official destination marketing organization (DMO) for the City of Little Rock, charged with marketing and selling the city as a meeting, sports and leisure travel destination and managing multiple facilities including the Statehouse Convention Center, Robinson Center, the Cromwell Building, River Market (including Ottenheimer Hall, First Security Amphitheater, and the pavilions), and multiple parking facilities. It recently created a 10-year Tourism Master Plan (TMP) to ensure there a was a long-term plan for the organization’s future. This Tourism Master Plan will track the organization’s progress as it strives to attract a greater share of the visitor market and connect deeper into the Little Rock community than ever before.

Gina Gemberling, CDME President and CEO

Little Rock Convention & Visitors Bureau

Little Rock Convention & Visitors Bureau | 2023 Business Plan

BECOMING A COMMUNITY SHARED VALUE

This business plan incorporates the nine core values identified by Destinations International, the industry association for organizations like the LRCVB across the globe, as integral to a DMO becoming a true community shared value. A community shared value is a value that is appreciated at an individual level and shared by every member of the community. They are non-negotiable core principles or standards that the community’s residents wish to maintain. They must be acknowledged, honored, and constantly defended to ensure that change and development occur in accordance with these values. The community shared values identified by Destinations International are:

7 8 9 Innovation Stewardship Relevance

These community values guide the Little Rock Convention & Visitors Bureau’s vision, mission, and Tourism Master Plan as well as its goals, objectives, activities, capital projects, budgets and services. As a leading organization in Little Rock, the LRCVB recognizes the importance of the community we share and strives to renew this commitment to community through this business plan by identifying its goals and objectives, furthering its trust among stakeholders and residents, and driving alignment with community leadership by following this roadmap.

BUSINESS PLAN COMPONENTS

This business plan serves as a clear guide to the first year of the implementation phase of the Tourism Master Plan, outlining the organization’s first steps on the pathway to achieving the goals of the longer-term plan. The business plan has seven (7) identified goals each with comprehensive, detailed steps for execution. The LRCVB’s Finance & Administration, Facility Operations, Sales & Services, and Marketing, Communications & Community Development divisions met internally to collaborate in the last several months of 2022, following the completion of the Tourism Master Plan, to develop this business plan with key objectives, Tourism Master Plan tiebacks and strategies to move the organization and destination forward into the new year.

Objective 1:

Strategy

Objective 2:

GOAL 2

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Objective 1:

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

Strategy 1: Draft a request for proposal (RFP) for agency of record.

Strategy 2: Continue evolving the brand platform as a basis for creative direction.

Strategy 3: Leverage unique experience mobile passports to showcase unique perspectives of Little Rock.

Strategy 4: Maximize direct communications through owned e-consumer channels.

Strategy 5: Solidify the understanding of Little Rock’s visitor personas.

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Objective 2:

Position Little Rock as a meeting and leisure destination.

Strategy 1: Fully align goals and processes between the departments for better inter-department synergy.

Strategy 2: Develop annual content calendar for sales & services needs.

Strategy 3: Refresh and identify new sales & services collateral needed (print and digital).

Strategy 4: Develop the sales & services team’s understanding of and familiarity with the Little Rock brand.

Strategy 5: Utilize public relations efforts to highlight the full breadth of the Little Rock experience for both planners and attendees.

Strategy 6: Create a paid media strategy for meeting planner awareness.

Objective 3:

Enhance strategic direct sales efforts to attract more meetings and events.

Strategy 1: Determine industry events to showcase the destination.

Strategy 2: Leverage destination services team and offerings to secure and retain meetings and events.

Strategy 3: Enhance the LRCVB’s trade show presence.

Strategy 4: Increase utilization of the CRM to reinforce targeted sales efforts.

Strategy 5: Outline job description for Sales Business Development role to include adjusted workflow.

Objective 4:

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

Strategy 1: Launch the new LittleRock.com and continue to evolve its uses and increase website traffic.

Objective 5:

Enhance public relations efforts to promote Little Rock across earned media channels to position it as a premier destination, and support community engagement and advocacy initiatives.

Strategy 1: Utilize public relations tools and techniques to elevate the Little Rock brand.

Objective 6:

Develop a leisure sales & services strategy to bring more visitors to the destination.

Strategy 1: Leverage Little Rock assets to enhance leisure sales & services efforts.

Strategy 2: Collaborate with hotel partners to identify opportunities to extend pre and post-meeting stays.

GOAL 3

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Community

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Objective 1:

Create an optimization strategy to increase revenue and develop a targeted sales approach across LRCVBmanaged facilities.

Strategy 1: Redefine booking policies for the Statehouse Convention Center in conjunction with the Sales & Services Division and external hotel partners.

Strategy 2: Refine and enhance the booking policy for the Robinson Center in conjunction with connecting hotel partners to optimize group meeting space.

Objective 2:

Realign key performance indicators to support sales optimization strategy.

Strategy 1: Identify new sales and booking goals for Statehouse Convention Center to increase revenues.

Strategy 2: Identify new sales and booking goals for Robinson Center to increase revenues.

Strategy 3: Create new reporting mechanisms.

Objective 3:

Strategy 1: Develop plan to monetize IT investments and digital platforms.

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

Strategy 3: Develop SOPs to service client technology needs.

Strategy 4: Develop a communications strategy around the offerings of the new technology package.

Strategy 5: Explore opportunities for LRCVB-managed events.

Strategy 6: Create and implement a multi-year room rental and service fee strategy.

Strategy 7: Purchase additional equipment to lessen the need for third-party rentals.

Objective 4: Continue facility upgrades 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 devise a comprehensive schedule of preventative maintenance projects.

Strategy 3: Research industry trends in facility operations.

Objective 5:

Refine contracts to reflect benefits to both the client and the LRCVB.

Strategy 1: Update contracts to include language that meets or leads industry standards and protects the LRCVB, while ensuring client care.

Objective 1:

Determine visitor services strategy needs and opportunities for growth and optimization.

Strategy 1: Determine visitor center needs.

Strategy 2: Collaborate with Curran Hall to strengthen the visitor experience.

Strategy 3: Position the mobile marketing vehicle for advocacy, community engagement, and to provide visitor services.

Strategy 4: Strengthen relationship with tourism partners to better the visitor experience.

Objective 2:

Objective 3:

Objective 4:

Deliver a best-in-class, service-centric experience.

Strategy 1: Position the LRCVB to lead client pre- and post-convention meetings.

Strategy 2: Enhance service trainings and onboarding.

Objective 5:

Utilize technology infrastructure upgrades to improve attendee experience in LRCVB- managed facilities.

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

Strategy 2: Continue technology upgrades to put all LRCVB-managed facilities at the forefront of their competitive set.

Objective 6:

Maximize Robinson Center’s event capacity by enhancing promoter recruitment efforts and services.

Strategy 1: Leverage Ticketmaster and its associated marketing services.

Strategy 2: Determine and refine in-house marketing support.

Strategy 3: Identify additional service and building requirements and upgrades.

Strategy 4: Redefine current rental policies and rates for Robinson Center.

Strategy 5: Determine and implement proactive outreach goals and activities.

Strategy 6: Maximize the effectiveness of the Robinson Center website redesign.

Strategy 7: Strengthen promoter support offerings and relationships to ensure that all LRCVB managed facilities are more competitive event venues.

Objective 1:

Engage with tourism industry partners to better share information, ideas, and opportunities.

Strategy 1: Develop a communications plan targeted to key industry partners.

Objective 2:

Engage with permittees to help them better understand the value proposition of the LRCVB.

Strategy 1: Develop new permittee onboarding initiatives to raise awareness of LRCVB programs and events.

Strategy 2: Utilize data on A&P tax remittance to inform how we help onboard, educate, and communicate the value of A&P tax and new LRCVB initiatives.

Objective 3:

Strategy

Objective 4:

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

Strategy 1: Develop communications plan for local media touting local tourism narratives.

Objective 5:

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 a leader, resource, and steward of the destination.

GOAL 6

Objective 1:

Strategy

Objective 2:

GOAL 7

Tourism Master Plan - Recommendations & Priorities

Objective 1:

Grow LRCVB workforce to support Tourism Master Plan needs.

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

Objective 2:

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

Strategy 1: Develop a comprehensive employee retention strategy.

Objective 3:

Support opportunities for workforce development to improve employee effectiveness and dynamics within departments.

Strategy 1: Explore opportunities for developmental training.

Objective 4: Elevate the guest experience in LRCVB-managed facilities.

Strategy 1: Fully align goals and processes between the departments for better inter-department synergy.

Objective 5:

Reinforce the LRCVB value proposition and improve the customer experience.

Strategy 1: Streamline internal workflow process.

Objective 6:

Ensure current staffing aligns with set priorities to efficiently achieve stated goals Refine departmental organizational chart to ensure maximum effectiveness.

Strategy 1: Evaluate overall staffing needs and increase capacity as needed.

Strategy 2: Evaluate overall social media staffing needs.

Strategy 3: Evaluate overall data and research staffing needs.

Objective 7:

Reevaluate training and workflow processes to maximize efficiency.

Strategy 1: Streamline the booking process.

Strategy 2: Promote intra-departmental awareness for members of the Sales & Services and Operations divisions.

Strategy 3: Survey employees to identify further training needs.

Objective 8:

Enhance Human Resources communications to all LRCVB employees to better identify and facilitate their needs.

Strategy 1: Increase direct and engaging communications to employees.

Objective 9:

Ensure departmental success by identifying proactive tactics for continued development.

Strategy 1: Evaluate employee roles for adjustments to support the Tourism Master Plan.

Strategy 2: Develop plan to inventory current departmental SOP’s.

Objective 10:

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

Strategy 1: Enhance EDI programs internally with key goals.

Objective 11:

Utilize new and existing technologies to add efficiencies to IT administration and end-user experience.

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

Objective 12:

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.

Objective 13:

Refocus the LRCVB’s employee-led committees to create clear goals and outcomes.

Strategy 1: Set goals and establish objectives for each employee committee.

CLOSING

A new year with fresh goals, objectives, and strategies, 2023 will be the first of many good years for the LRCVB as it strives to implement the milestones of the Tourism Master Plan. While ambitious, the 2023 Business Plan is a comprehensive and detailed approach to moving the destination and organization forward. As the official destination marketing organization for Little Rock, the LRCVB takes its role as an industry organization guided by community shared values very seriously and strives to be the leading steward of the destination in 2023 by systematically delivering on this business plan.