FY 2026-2027 Hilton Head Island DMO Annual Package

BUDGET

BUDGET REQUIREMENTS

The FY 2026–2027 budget was developed using the 30% (Nonprofit DMO) Budget Form established by the South Carolina Tourism Expenditure Review Committee (TERC).

As a result, this format differs significantly from prior years. The line items shown for FY 2026-2027 include only those funded by the 30% allocation of State accommodations tax (ATAX). Any items not included do not utilize these funds and are therefore not reported on the SC TERC Form, consistent with standard reporting practices.

DRAFT DRAFT

Additionally, prior-year budgets and year-to-date (YTD) spending are not directly comparable to the FY 2026–2027 budget. In previous years, these line items were supported by a mix of funding sources, with final allocations determined at the end of the fiscal year. For FY 2026–2027, these items will be funded exclusively by State ATAX dollars, and comparisons should be viewed in that context.

YTD spending reflects total expenditures for these line items, as the portion allocated to State ATAX is not finalized until the end of the fiscal year.

BUDGET FORM

Certification that the Local Accommodations Tax Advisory Committee Reviewed Budgets Submitted and Made Recommendations per Section 6-4-25 of the SC Code of Laws.

(Please type YES or NO below. If NO, please offer explanation)

Use space below to offer brief explanation of difference between budget and actual expenses or attach supplemental documentation from DMO.

HILTON HEAD ISLAND DESTINATION MARKETING PLAN

IT STARTS WITH A VISIT

Millions of people think we're a pretty special place, and we do, too. We believe that balance is critical to our way of life and vital to keeping our tourism-based economy healthy and to resident quality of life.

We are the Designated Marketing Organization (DMO) for the Town of Hilton Head Island. Destination marketing is funded through South Carolina’s accommodations tax (ATAX), which is paid by visitors, not residents, and governed by strict state and local regulations. No property taxes or resident-paid taxes are used for tourism marketing.

The Chamber serves as a contracted marketing vendor to the Town of Hilton Head Island, responsible for delivering defined marketing services within an approved budget. Each year, we outline how state ATAX funds will be invested in our annual marketing plan, which is developed with local tourism leaders and reviewed by the Chamber of Commerce Marketing Council, the Chamber of Commerce Board of Directors, Town of Hilton Head Island Accommodations Tax Committee, Town of Hilton Head Island Finance & Administrative Committee, Town of Hilton Head Island Town Council, and the South Carolina Tourism Expenditure Review Committee (TERC).

The FY 2026-2027 DMO Strategic Marketing Plan ladders into our organization’s three-year Strategic Plan and ultimately into our community-centric 10year Destination Management Plan. Our approach to long-term tourism success sits alongside the Town of Hilton Head Island’s 20-year comprehensive plan. Our efforts complement and support a vibrant and collaborative partnership with the Town of Hilton Head Island to ensure the future of the destination for residents and visitors.

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VISION

To ensure Hilton Head Island is a welcoming community, focused on embracing nature, culture, and economic vibrancy for residents and visitors.

MISSION

Stimulate the regional economy while enhancing the quality of life for all.

DEFINING OUR COMMUNITY CORNERSTONE

Our community is the heart of who we are and how we present ourselves to the world. Tourism is a competitive landscape. Every destination must compete with every other tourism destination for its share of the world’s attention, visitation, and investment. A destination needs to integrate the community into marketing efforts to create the desire amongst travelers to experience the destination, meet its people, and experience its authentic offering.

For any destination to ensure its competitive advantage and increase visitor revenue, there must be a clear strategic framework for developing, articulating, and promoting the destination brand. That is why destination marketing and management organizations exist. They have the unique mandate to steward the community’s identity and reputation in the global visitor marketplace daily.

A destination brand is rooted in community priorities. It is a common good and a shared value. Promoting the destination is for the benefit and well-being of everyone in the community. Therefore, the stewardship of the brand is an essential investment for enhancing the quality of life and increasing opportunities for all residents.

The Designated Marketing Organization warrants and represents that the marketing plan shall include a “Community Cornerstone plan” which engages the community with public relations, education, and social media strategies.

COASTAL OUTDOORS

Core Values

Year-round access to nature and outdoor

recreation

Ecotourism

Sustainability

Beaches

Leisure Trails

Sea Turtle Nesting

Kayaking & Paddle-boarding

Nature Preserves & Parks

Birding & Wildlife Viewing

Coastal Discovery

Wellness

VISITOR EXPERIENCE FOUNDATIONS DRAFT DRAFT

GOLF, RACQUET, AND SPORTS

Core Values

A world-class hub for golf and racquet sports

Championship

Golf Courses

Golf Events

(eg. Kingdom Cup, RBC Heritage)

Tennis

Pickleball Padel

Instruction Programs + Academies

Racquet Events

Active Lifestyles

Wellness

Skateparks

Gold Level Bicycle

Friendly Community

CULINARY + DINING

Core Values

A diverse and thriving food scene shaped by sea, land and culture

Local Seafood

+ Lowcountry Cuisine

Chef-Owned Restaurants

Culinary Events + Festivals

Waterfront Dining

Gullah-Inspired Cuisine

Farmers Markets

TRANSLATING OUR SHARED VALUES

COASTAL OUTDOORS

Building upon our established positioning in both sustainable tourism and outdoor recreation, we will craft integrated messaging encouraging visitors and residents to adventure responsibly in the great outdoors. Our focus will be on enjoying the Island’s natural beauty while acting as stewards of the land. Leveraging existing assets and activations, including our rich wildlife and general recreation storytelling and imagery, we will position conservation as lifestyle, spotlighting seasonally appropriate activities to inspire visitors to experience the natural beauty of Hilton Head Island, leaving our main message of leaving nothing but your footprints.

GOLF, RACQUET, AND SPORTS

DRAFT DRAFT

Golf, tennis, and pickleball have all seen a significant surge in popularity in recent years. With growing consumer appetite for active vacations and golf-centric travel, Hilton Head Island is perfectly positioned to capture this demand through storytelling, images, and creative campaigns highlighting the Island’s world-class tennis facilities and booming pickleball scene alongside existing assets that reinforce its status as a premier golf destination. In addition, we will elevate Hilton Head Island’s designation as a Gold Level Bicycle Friendly Community by showcasing its extensive network of leisure pathways, scenic coastal routes, and commitment to safe, accessible cycling, positioning the Island as an ideal destination for both recreational riders and cycling enthusiasts seeking immersive, active travel experiences.

CULINARY + DINING

A core experiential pillar of Hilton Head Island, culinary, and dining represents a major new area of focus. Our approach combines visual and written storytelling, moving beyond a mere directory of the Island’s 250+ restaurants to spotlight Hilton Head Island as a true culinary destination. Utilizing our website, social media, display campaigns, and search engine marketing, we will develop content spotlighting the Island’s sea-to-table dining, unique Gullah cuisine, year-round outdoor dining options, and annual culinary events like the Hilton Head Oyster Festival, Hilton Head Island Seafood Festival, and Hilton Head Island Wine & Food Festival.

CULTURE + HERITAGE

We are dedicated to promoting Hilton Head Island’s unique arts, culture, and heritage by translating traditional historical narratives, including those rooted in Gullah history and culture, into compelling, visitor-focused experiences such as tours, festivals, and live performances. This approach emphasizes bringing the Island’s stories to life in ways that feel engaging, immersive, and relevant to today’s travelers. By leveraging visual storytelling, curated itineraries, and integrated digital and social campaigns, we will further position Hilton Head Island as a premier destination for authentic cultural experiences and meaningful connections to its history.

EVENTS + COMMUNITY

Events & Community represents a prime opportunity to drive year-round engagement, while highlighting the vibrant community behind the destination. Weaving this content into all destination touchpoints, website, digital, social, and beyond, creates a dynamic opportunity for storytelling that changes with the seasons, emphasizing the wealth of diverse festivals, events, and experiences offered while showcasing the one-of-a-kind spirit of the Island’s community.

DESTINATION GOALS

INSPIRING NEW VISITS, NURTURING LOYAL GUESTS, AND CARING FOR OUR COMMUNITY

This year, tried-and-true tactics are augmented with advances in AI optimizations and new technology channels, an attention-grabbing brand campaign, curating targeted content for Leisure Visitors, Meetings, Incentives, Conferences and Events (MICE) and Travel Advisor audiences. Our values are rooted in the community and continue to guide visitors as we continue to connect with what’s best for our destination. and helping them be good stewards of the Island.

GOALS 1-4

The following goals outline our continuous efforts to market our destination to potential visitors, and our successes in our out-marketing efforts support our overarching mission of defining and implementing our Community Cornerstone Plan.

DESTINATION ALIGNMENT & COMMUNITY ENGAGEMENT

SUSTAINABLE TOURISM & INFRASTRUCTURE PRESERVATION AND DEVELOPMENT

REJUVENATE AND ELEVATE THE DESTINATION WITH A FOCUS ON QUALITY OVER QUANTITY

PRIORITY SALES AND MARKETING INITIATIVES

STRATEGIC PLAN

ARTICLE 6.II (b)

HILTON HEAD ISLAND & BLUFFTON CHAMBER OF COMMERCE

2027-2029 STRATEGIC PLAN EXECUTIVE SUMMARY

1 2 3 4

DESTINATION ALIGNMENT & COMMUNITY ENGAGEMENT

SUSTAINABLE TOURISM & INFRASTRUCTURE PRESERVATION AND DEVELOPMENT

Foster Increased Community Support for Tourism

Strengthen Partnerships with Local Government & Industry Leaders

Measure and Monitor Community Sentiment

ARTICLE 6.II (C)

REJUVENATE AND ELEVATE THE DESTINATION WITH A FOCUS ON QUALITY OVER QUANTITY

Support Sustainable Infrastructure Growth & Mobility

Enhance Outdoor Recreation Infrastructure

Foster Resident and Guest Culture of Sustainability

Attract a High-Value but Diverse Visitor Mix

Expand Off-Season & Shoulder Season Offering

Integrate Sustainability & Stewardship into Visitor Experience

Strengthen Connections Across the Destination

PRIORITY SALES AND MARKETING INITIATIVES

Build a Robust Group, MICE, Leisure, and Weddings Sales Strategy

Focused International Market Research

Leverage Technology & AI to Drive Engagement

Strategic Partnership & Sponsorship Programs

Evolve Owned Media & Co-op Investment Opportunities

Develop a Tactical Sales & Marketing Culture

HILTON HEAD ISLAND CONNECTIONS AND EXPERIENCES

We are committed to elevating Hilton Head Island’s vibrant events calendar as a key driver of visitation, community connection, and year-round engagement. Through our Events page, we provide a centralized, always-on platform to promote and amplify local events, ensuring prospective visitors have access to timely, comprehensive information that supports trip planning and enhances the overall visitor experience. This effort is further supported through ongoing organic social media, where we highlight events in real time, extend their reach, and reinforce the Island’s dynamic, experience-driven identity. Together, these channels serve as a foundational ecosystem for showcasing the breadth of events taking place across Hilton Head Island.

» Hilton Head Island Wine & Food Festival

» Hilton Head Island Concours d'Elegance and Motoring Festival

» Crescendo Celebration of Arts & Culture

Looking ahead to FY 2026–2027, we plan to further strengthen this approach by working closely with the Town of Hilton Head Island and other community partners to identify, and promote new events with strong potential to generate overnight visitation and economic impact. These events may include: The Hilton Head Island Lantern Parade, RBC Heritage, Hilton Head Island Jam Songwriter Festival, and the Juneteenth Celebration. Over the past year, these combined efforts have generated meaningful reach, engagement, and visitation.

Combined, these campaigns drove:

» 25K visits/session to event landing pages

» 6K conversions to event partners

DRAFT DRAFT

In partnership with the University of South Carolina Beaufort, we support on-the-ground event research when requested, providing valuable, real-time insights into attendance, visitor origin, and engagement. These efforts are complemented by Placer.ai reporting, enabling deeper, data-driven analysis of event performance and visitor behavior to inform future strategy and optimize impact.

With a strategic emphasis on driving out-of-market and overnight visitation, we deploy targeted paid media and campaign support behind key demand-driving events. These efforts are designed to extend reach beyond the region, attract high-value visitors, and maximize economic impact. These events include:

» Hilton Head Island Gullah Celebration

» Hilton Head Island Seafood Festival

* Denotes new events that will be incorporated in FY 2026-2027

2025 attendance and origins as reported by Placer.ai. In cases where an event encompassed multiple days or locations, only the marquee event is included. All data is approximate.

Promotional budget includes paid promotion on social media and through digital ads. Rather than being separate line items, the budgets are allocated from the existing budget outlined in sections 1.e and 1.h of the FY 2026-2027 budget form.

Research budget includes on-the-ground event research produced in partnership with the event, the Hilton Head Island & Bluffton Chamber of Commerce, and USC Beaufort. The budgets fluctuate based on the needs of event partners and the scope of the research, and they are allocated from the existing budget outlined in section 3.e of the FY 2026-2027 budget form.

ARTICLE 6.II (d) SURVEYS AND METRICS

MEASURING WHAT MATTERS, TOGETHER

Guided by Destinations International best practices, we have identified thirteen core metrics to measure performance. Looking ahead to FY 2026–2027, we will introduce additional metrics that reflect the evolving technology landscape, particularly the continued rise of artificial intelligence (AI) and generative search.

1. Visitor and resident sentiment

2. Revenue per available room (RevPAR)

3. Occupancy rates for Hilton Head Island and comparisons of occupancy rates with comparable destinations

4. Visitor spending and economic impact, including average spend per visitor and by category with comparisons to comparable destinations*

5. Return on investment (visitor spending per dollar invested)

6. Local tax revenues generated by visitors

7. Number of visitors by season and demographic categories, including insights into overnight visitation

8. Website engagement and referrals to local businesses

9. Group sales metrics including number of leads sent to partners

10. Public relations performance (media stories/mentions, impressions, and ad-value equivalency)

11. Jobs supported by tourism

12. Event attendance and out-of-market participation

13. Industry recognition and awards

DRAFT DRAFT

14. Referral traffic from AI and generative search platforms as identifiable within available analytics tools*

15. Visibility of Hilton Head Island content within generative search results, including presence in AI-generated responses for priority travel queries*

Along with the selected metrics called out later in this plan, the full metrics are published annually in our DMO Metrics Book, which can be found in the appendix. Additionally, the DMO Metrics Book, along with our annual economic impact reports, visitor profile studies, marketing plans (inclusive of budget), and independent audits are published on THINK: Transparency in Tourism Marketing.

AVERAGE SPEND PER VISITOR AND BY CATEGORY ARTICLE 6.II(d)(i)(1)

Source:

NUMBER OF VISITORS BY SEASON ARTICLE 6.II(d)(i)(2)

VISITOR DEMOGRAPHICS BY CATEGORY ARTICLE 6.II(d)(i)(2)

DRAFT DRAFT

VISITORS BY INCOME ARTICLE 6.II(d)(i)(2)

OCCUPANCY COMPARISON

Source: KeyData

GROUP SALES METRICS

DRAFT DRAFT

Source: Simpleview

AND METRICS

ECONOMIC IMPACT

ARTICLE 6.II(d)(v)

Source: 2025 Estimated Total Impact of Tourism in Hilton Head Island on Beaufort County, South Carolina - College of Charleston Office of Tourism Analysis

MEDIA & BRAND AWARENESS METRICS

ARTICLE 6.II(d)(vi)

2,487 24,478,291,321 $32M

Source: Cision/Critical Mention

BRAND AWARENESS BENCHMARK STUDY RESULTS

The Naturally Your Favorite campaign included a Brand Lift Study through Spotify, with results collected in-app through a three-question survey. The campaign successfully drove a significant increase in ad recall and intent.

DRAFT DRAFT

SEASONAL IMPACT METRICS

ARTICLE 6.II(d)(vii)

Source: KeyData

STAKEHOLDER

ARTICLE 6.II(d)(viii)

Measuring stakeholder satisfaction is a critical component of our marketing strategy, ensuring alignment with the priorities of Hilton Head Island residents. In partnership with MMGY Travel Intelligence, we conduct and publish an annual Resident Sentiment Survey to assess perceptions of tourism’s impact on the Island. This provides valuable insight to help guide our efforts in a way that reflects community priorities.

In addition, we administer an annual Membership Survey to better understand the needs and perspectives of our business community.

Together, these insights inform our strategic direction, supporting a balanced and collaborative approach that benefits visitors, residents, and local businesses alike.

The full Resident Sentiment Survey and key highlights from the Membership Survey are included in the appendix.

WHAT’S AHEAD IN FY

2026-2027

ADVERTISING

Our advertising strategy ensures we meet travelers at every stage of their journey, while adapting to the rapidly evolving way people search, discover, and plan travel. By optimizing for Generative Engine Optimization (GEO) and traditional SEO, our approach ensures Hilton Head Island remains visible, relevant, and easy to choose.

THE OLD WAY

GOOGLE SEARCH WEBSITE VISITORS

THE NEW WAY

USERS GOOGLE SEARCH ANSWERS PROVIDED DIRECTLY LOW/NO WEBSITE VISITS

SEO & GEO - LAYING THE GROUNDWORK

A successful data-informed content strategy that will grow the organic search footprint for your brand both on traditional SERPs (Search Engine Results Page) as well as within Generative AI applications can be focused on the following core pillars:

ONPAGE

The optimization and datainformed creation of content will drive increased exposure in search engines leading to better engagement.

TECHNICAL

Ongoing technical audit and comprehensive review of the existing website to ensure current issues in the technical infrastructure are identified.

DRAFT DRAFT

OFF PAGE

Link building through a personalized outreach program, and amplified exposure through influencer outreach and a targeted social media strategy.

AI AND THE OPPORTUNITY TO SUPPORT AI DISCOVERABILITY

A strong GEO strategy is crucial for DMOs and operators to remain visible and relevant in a changing digital landscape.

BECOME THE ANSWER

Position your brand as an authority so your content is the source for direct AI answers.

STAND OUT WITH AI

Clear, structured website information makes it more likely that your organization will be featured in these direct answers.

FUTURE-PROOF YOUR STRATEGY

Continuing to follow SEO best practices and investing in a strong website foundation sets you up for long-term success.

TRACK AND ANALYZE BRAND PERFORMANCE

Continuing to follow SEO best practices and investing in a strong website foundation sets you up for long-term success.

Traditional key performance indicators (KPIs), such as views and organic traffic, no longer tell the full story. In this new environment, new KPIs could include:

» AI search visibility - Share of citations in generative AI results for target queries.

» Agent-driven conversions - Number and value of bookings completed through AI agents.

» API engagement - Call volume, uptime, and usage by third-party platforms.

» Audience engagement - Interaction with personalized pathways and tailored content.

» Content performance in AI - Frequency and accuracy of brand mentions in AI responses.

This represents an emerging and continually evolving paradigm in marketing. As technology and processes advance, we will remain leaders in the destination marketing space by staying nimble and adaptable, continually refining our KPIs and strategies to leverage new developments.

OLD METRICS

METRICS

GEO IS THE NEW DIGITAL PR

A successful data-informed content strategy that will grow the organic search footprint for your brand both on traditional SERPs (Search Engine Results Page) as well as within Generative AI applications can be focused on the following core pillars:

BE TECHNICALLY IMPECCABLE

Keep your site fast, errorfree, and structured so AI can read and trust it. Use emerging tools (like llms.txt) to give Large Language Models extra context about your brand.

BUILD DIGITAL CREDIBILITY

Cultivate partnerships, manage your online reputation, and earn authoritative backlinks. Keep your brand details (NAP) consistent so LLMs see you as a trusted source.

SOCIAL AND DIGITAL STRATEGY

CREATE

DRAFT DRAFT

AI-READY CONTENT

Publish high-value, relevant, and diverse content designed to be cited in AI answers—then test and refine for the new search landscape.

Our social and digital strategy plays a critical role in shaping how travelers discover and engage with Hilton Head Island. Across platforms, we deliver visually compelling, on-trend content that reflects the Island’s experiences while positioning the destination within the moments and conversations that influence travel decisions.

Short-form video, curated itineraries, and partner storytelling work together to inspire new visitors and encourage return trips. Paid and organic efforts are closely aligned, allowing us to reach highly targeted audiences while maintaining an authentic and engaging brand presence.

Local creators and influencers are central to this approach, bringing a credible, on-the-ground perspective that strengthens storytelling and expands reach. By elevating these voices, we create a steady stream of relevant content that resonates with today’s traveler.

HILTONHEADISLAND.ORG

HiltonHeadIsland.org serves as the foundation of our marketing ecosystem, evolving to meet the expectations of today’s AI-driven traveler. Through ongoing enhancements, the site is designed not only to inspire, but to seamlessly guide users toward planning and booking.

FULFILLMENT

The Hilton Head Island Vacation Planner is a premium, “coffee table” style publication that showcases the destination through high-quality design, photography, and storytelling, offering a tangible, immersive way for potential visitors to engage with the Island.

Our focus is on ensuring this piece reaches the right audience. Through direct mail fulfillment

MARKETING SUPPORT

Research is not simply a support function. It is a strategic pillar that guides how we position, target, and grow Hilton Head Island as a destination. Every major marketing decision is grounded in data, ensuring our efforts are aligned with both visitor demand and community priorities.

to individuals who actively request it, along with placement in all South Carolina welcome centers and other key touchpoints, the planner is delivered into the hands of travelers already in a planning mindset. This targeted distribution makes it a highly effective and worthwhile investment, extending the reach of the destination in a way that is both memorable and impactful.

DRAFT DRAFT

To guide this approach, we utilize cutting-edge tools such as Placer.ai and Zartico to better understand who our visitors are, where they come from, and what drives them to choose Hilton Head Island. These insights allow us to refine targeting and focus on high-value audiences rather than broad demand.

Our focus on Generative Engine Optimization (GEO) ensures that content is structured to perform across both traditional and AI-powered search, increasing visibility in how travelers now discover destinations. This is complemented by the integration of Mindtrip’s AI-powered chatbot and itinerary tools, which transform the website into an interactive planning experience.

Together, these enhancements allow us to connect inspiration with action, ensuring visitors can easily explore, personalize, and plan their Hilton Head Island experience in real time.

Through a combination of first-party research and third-party data partnerships, we develop a clear, evolving understanding of who our visitors are, how they behave, and what motivates them to choose Hilton Head Island. This foundation allows us to move beyond assumptions and make informed, confident decisions that strengthen both performance and long-term sustainability.

Our research framework reflects a deliberate shift from volume to value. Success is not defined by increasing visitation, but by attracting the right visitors, those who support the Island’s economy and increase the Island’s quality of life.

This makes measuring economic impact essential. Through an annual economic impact report and ongoing visitor and resident sentiment research, we ensure tourism delivers meaningful economic benefit while preserving the character of the Island.

All economic impact reports, visitor profile studies, marketing plans (inclusive of budget), DMO metrics books, and independent audits are available at THINK: Transparency in Tourism Marketing.

GROUP SALES & MARKETING

Group sales play a strategic role in delivering high-value visitation that aligns with Hilton Head Island’s focus on quality over quantity. By targeting meetings, corporate retreats, and small-to-mid-size groups, we are able to drive meaningful economic impact while maintaining balance within the destination.

Our efforts focus on core drive and short-haul markets, including the Southeast and key feeder states such as South Carolina, North Carolina, Georgia, and Florida, as well as markets like Ohio, New York, Pennsylvania, and Illinois. Within these markets, we prioritize corporate retreats, leadership meetings, association groups, incentive travel, and wellness-focused gatherings that align with the Island’s upscale, experiential offering.

By focusing on groups that generate strong return, higher average daily rates, increased spending, and year-round demand, we support local businesses while helping to fill need periods without adding pressure to peak seasons.

DRAFT

The Hilton Head Island & Bluffton Chamber of Commerce’s FY 2026–2027 public relations strategy is designed to differentiate the destination in an increasingly competitive travel landscape while converting first-time visitors into repeat guests.

Despite economic uncertainty, travel demand remains strong, with consumers prioritizing meaningful, experience-driven trips, particularly to destinations that offer sustainability, culture, and a sense of escape from crowded hotspots. Hilton Head Island is wellpositioned to capitalize on these trends, and the plan will build on established PR tactics while leveraging strong media relationships and evolving platforms to maintain visibility as a premier domestic island destination.

The media landscape continues to shift rapidly, with traditional outlets declining and digital platforms, freelancers, and social media playing a larger role in shaping travel narratives. Influencers are now a major driver of travel decisions, particularly among younger audiences, making their integration into earned media strategies essential. At the same time, journalists are planning further in advance and increasingly require firsthand destination experiences, necessitating earlier outreach and more strategic press trip planning. These changes will require a more agile, forward-looking PR approach that blends traditional media relations with influencer and digital-first storytelling.

Consumer travel trends present key opportunities for Hilton Head Island to align its messaging with what travelers are seeking today. These include interest in “detour destinations” that offer proximity and authenticity, slower joy of missing out (JOMO)-style travel experiences, deeper cultural and heritage exploration, and sustainable tourism practices. The destination will also continue targeting core audiences such as families, regional drive markets, and highvalue travelers, while expanding into new channels like podcasts, lifestyle programming, and influencerdriven platforms to reach broader and more diverse audiences.

To bring this strategy to life, the plan prioritizes storytelling across key themes including Gullah culture, ecotourism, events and festivals, wellness, recreation, and culinary experiences. Execution will be driven through a mix of tactics such as customized journalist and influencer visits, paid influencer partnerships, always-on media relations, and strategic brand collaborations. Together, these efforts aim to amplify Hilton Head Island’s unique identity, drive sustained media coverage, and inspire year-round visitation.

DRAFT DRAFT

DESTINATION ACCOLADES

“Hilton

DESTINATION ACCOLADES

10 Best Vacation Destinations for Seniors

“Hilton Head Beach has the Bluest Water in S.C.” Southern

The 50 Best Beach Towns In The South 2025

15 Favorite Islands in the Continental U.S. of 2025

Tripadvisor Top 10 of Tripadvisor’s Top Trending Destinations in the US

APPENDIX

GLOSSARY OF TERMS

HILTON HEAD ISLAND-BLUFFTON CHAMBER OF COMMERCE

Board of Directors & DMO Marketing Council

DEMOGRAPHICS

COMMUNITY CORNERSTONE PLAN

2025 Performance, Goals 1-5

MMGY INTELLIGENCE

Community Sentiment Survey Executive Summary, Wave 3

OFFICE OF TOURISM ANALYSIS, COLLEGE OF CHARLESTON

2025 Visitor Profile Study

OFFICE OF TOURISM ANALYSIS, COLLEGE OF CHARLESTON

2025 Estimated Total Impact of Tourism in Hilton Head Island on Beaufort County

VERB INTERACTIVE

2025 Digital and Social Media Marketing Recap

WEBER SHANDWICK

2025 Public Relations Recap

HIGHLIGHTS FROM THE CHAMBER MEMBERSHIP SURVEY

GLOSSARY OF TERMS

FULFILLMENT

Fulfillment - The number of physical vacation planners distributed from requests throughout multiple platforms: online, media and home inquiries. In addition, we also distribute the planner to state and local welcome centers, airports, along with tradeshows and promotional events.

HOTEL, HOME & VILLA OCCUPANCY

Corporate Housing - Lodging created by local businesses and organizations specifically to house seasonal workers.

Occupancy - Used within the accommodations industry to gauge the health of tourism. Occupancy percentage is calculated by dividing the occupied rooms by total room supply.

ADR (Average Daily Rate) - Metric widely used to indicate the average realized room rental per day. ADR is calculated by dividing the room revenue by the total rooms sold.

RevPAR (Revenue Per Available Room) - Used to gauge industry health and is calculated by dividing the total room revenue by total room supply within a specific time period.

Corporate Hosting - A corporate event is an event that is sponsored by a company within a destination. The event focuses on either the employees or the clients of the company. Corporate events can be anything from a holiday party to an award ceremony.

Association Events - A group of people who work in the same industry. They aim to promote their profession, the interests of people and organizations in that profession, and the public interest. They gather regularly, e.g. monthly, quarterly, annually.

PUBLIC RELATIONS

Earned Media - Refers to the instances when a destination or brand is featured in content without direct payment.

Impressions - This metric quantifies the number of times destination content has been viewed.

Ad Values - Sometimes known as AVE, or ad value equivalency, it’s a calculation that estimates the value of a story or mention by comparing it to the cost of a comparable ad in the outlet for that coverage.

Mentions - Any instance where a brand or individual is discussed in various media, including news articles, social media posts, blogs, and interviews. These mentions contribute to overall visibility and help assess the impact of communication efforts.

UVPM (Unique Visitors per Month) - This metric represents the number of visitors to a media outlet.

Heritage Travel - A form of tourism in which individuals or groups visit destinations primarily to explore and connect with their cultural, historical, or familial heritage. This type of travel often involves visiting ancestral hometowns, landmarks, museums, historical sites, and other places significant to one’s cultural or familial background.

Sustainable Travel - Refers to responsible travel practices that minimize negative impacts on the environment, preserve cultural heritage, and benefit local communities economically and socially.

SOCIAL MEDIA

Impressions - The amount of times your content was seen across a feed or in search terms.

Engagements - A measurement on how much your audience interacts with your content. This can be measured in likes, comments, shares, etc.

Total Audience - Number of followers across each platform combined.

UGC (User Generated Content) - Content captured by users online, who have given permission to have their content reposted.

DRAFT DRAFT

Shoulder Season - Refers to the period between the peak and off-peak seasons in travel and tourism. During this time, there is a decrease in tourist activity compared to the peak season, but it’s still more active than the off-peak season.

MEDIA PARTNERSHIPS

Paid Media - Paid promotional efforts, such as advertising and sponsored content, where payment is made to third parties for placement across various channels.

HHI - Household Income noted in Media Partnership section

REPORTING PLATFORMS

2-Source Report - The 2-source report is an aggregated report of both Home and Villa and Hotel data.

Keydata - Keydata is a real time home and villa platform that allows users to view on the books and historical villa data.

STR - Smith Travel Research (STR).

WEBSITE PERFORMANCE

Demand Generation - The strategic efforts aimed at creating interest and awareness among potential customers for a product or service. It involves utilizing various digital channels and tactics to attract, engage, and ultimately convert prospects into leads or customers.

Demand Capture - The strategic efforts aimed to target individuals who are already actively seeking your brand with the goal of converting those individuals.

Visits - A website visit in Google Analytics 4 (GA4) refers to a period of user interaction with a website. Visits help measure user engagement and interactions on a website within a specific time frame.

User(s) - Website users in Google Analytics 4 (GA4) represent individual visitors or devices that access a website within a specified time period. Each user is identified by a unique identifier, allowing GA4 to track and analyze the behavior of distinct individuals or devices interacting with the site.

Partner Referrals - This metric refers to external link clicks to partner websites from ads or partner listings throughout the Hilton Head Island website. This helps quantify how many potential visitors we are connecting to local businesses.

2025 BOARD OF DIRECTORS

EXECUTIVE COMMITTEE

CHAIR

Susana Cook Hilton Garden Inn

VICE CHAIR, BLUFFTON REGIONAL BUSINESS COUNCIL

Diana McDougall Coastal States Bank

VICE CHAIR, BUSINESS EDUCATION PARTNERSHIP

Ray Warco Center for Strategic Planning/USC Beaufort

VICE CHAIR, BUSINESS WORKFORCE COALITION

Mike Overton Outside Brands

VICE CHAIR, FINANCE

Joel Taylor Hilton Head Regional Healthcare

VICE CHAIR, MEMBERSHIP

Lola Campbell Binya Boutique, LLC

VICE CHAIR, PUBLIC POLICY

Mary Lee Carns

Technical College of the Lowcountry

VICE CHAIR, VISITOR & CONVENTION BUREAU

Bob Cosgrove Sonesta Resort Hilton Head Island

PRESIDENT & CEO

William G. Miles, IOM, CCE

Hilton Head Island & Bluffton Chamber of Commerce

FY 2025-2026 MARKETING COUNCIL MEMBERS

The Hilton Head Island Marketing Council serves as an advisory and advocacy committee to the Hilton Head Island Visitor & Convention Bureau. The Council represents cross sections of the island’s diverse travel and tourism industry and guides the planning and execution of the annual Destination Marketing Plan.

The committee monitors the plan’s effectiveness and results making recommendations for improvements and enhancements when needed.

BOARD OF DIRECTORS

Calvin Belknap

Omni Hilton Head Oceanfront Resort

Steve Birdwell

The Sea Pines Resort

Andrea Bragg Forsythe Jewelers

Karen Cline Sparklight

Berl Davis

Palmetto Electric Cooperative

Darrell Naylor-Johnson

Savannah College of Art & Design

Greg Kelly Savannah/Hilton Head International Airport

Jon McGaunn Montage Palmetto Bluff

Walter Nester Burr & Forman

Dr. Al Panu

University of SC, Beaufort

Jon Rembold

Hilton Head Island Airport

Mike Tighe

Westin Hilton Head Island Resort & Spa

Ahmad Ward

Historic Mitchelville Freedom Park

Steve Wilmot

Heritage Classic Foundation

Vice Chairman, Visitor & Convention Bureau

Bob Cosgrove

General Manager

Sonesta Resort Hilton Head Island

Convention Property Seat

Mark Goodwin

Director of Sales & Marketing The Sea Pines Resort

Cultural/ Historical Seat

Natalie Harvey

Director of Culture

Hilton Head Island

Cultural/ Historical Seat

Ahmad Ward

Executive Director

Historic Mitchelville Freedom Park

Ecotourism Seat

Mike Overton

Founder & CEO

Outside Brands

Entertainment Seat

Ryan Larson

Director of Marketing

SERG Group

Festival & Event Seat

Rex Garniewicz

President & CEO

Coastal Discovery Museum

Golf Seat

Brad Marra

Chief Operating Officer

Palmetto Dunes Oceanfront Resort

Transportation & Tours Seat

Lori Lynah

Director of Airline Recruitment and Marketing

Savannah/Hilton Head

International Airport

Transportation & Tours Seat

Jon Rembold

Airport Director

Hilton Head Airport

Home & Villa Seat

Dru Brown

Managing Partner

Island Time Hilton Head

Outdoor Recreation/ Sports

Julie Jilly

Vice President

Professional Tennis Registry

Restaurant Seat

Catherine Reilley

Partner

Coastal Restaurants & Bars (CRAB)

Retail Seat

Beth Patton

Marketing Manager

Forsythe Jewelers

Town Council

Councilwoman

Melinda

Tunner

Ward 6

Marketing & Brand Manager

Kelly Spinella

Town of Hilton Head Island

STRATEGY 1

COMMUNITY CORNERSTONE PLAN

2024-2026

FOSTER EFFECTIVE AND INCLUSIVE COMMUNITY COLLABORATION

Aligning the priorities of residents, industry stakeholders, small business, community groups and government organizations that balance and enhance resident quality of life and overall destination performance.

INITIATIVES TACTICS

Develop social, cultural and environmental sustainability initiatives to engage locals and visitors.

Continue to build out and promote The Promise campaign, a VCB initiative that promotes the importance of our environment and efforts to protect and preserve our delicate ecosystem.

Bring awareness to environmental programs; e.g. Loggerhead Sea Turtles, Dolphins, Piping Plovers through The Promise campaign, through touchpoints such as a Sustainability Tool Kit and e-Commerce platform.

Partner with Coastal Discovery Museum, Outside Foundation, Sea Turtle Patrol, & Office of Cultural Affairs creating in-depth programming to further emphasize the importance of our environment.

Continue ongoing resident sentiment survey program that measures and tracks support for the local visitor economy. Publish the results on a regular basis for ongoing conversation.

Conduct live and virtual community speaking engagements, community updates regarding tourism and surveys on a regular basis to gain resident feedback on quality of life.

Implement annual resident sentiment survey.

Present findings to key stakeholders; Town, residents, businesses partners, etc.

Benchmark and update resident sentiment results annually.

Develop community-wide programs to increase awareness and support of tourism & hospitality as a key economic driver providing growth opportunities for all.

Host bi-annual community engagement events.

Regular cadence of Chamber driven communications to local businesses, e.g. Monthly Power Hour, Monday Briefing, Chamber social, Chamber website, email campaign, regional and local media outlets.

Designated resident & community communications, outreach and informational meetings.

Deployment of annual resident sentiment surveys.

Further invest in data management platforms and community crowdsourcing tools to ensure intelligent, data-driven decision making, and resident priorities across all levels of the public and private sector.

Connect with USCB and develop a Brand Boot Camp program. These could be extensions of the existing Island Ambassador Program or a hybrid program.

In partnership with USCB, create a Brand Tool Kit to complement the program. Once a business engages with the program, the BrandTool Kit would be a leave behind local businesses could use to showcase through their channels.

Tourism economy health check -town integration/ cadence 1x per year.

Data management platform examples: Zartico, Simpleview, Keydata. Hiring dedicated headcount to support these new platforms and analytics.

Liaise with community counterparts to share insights and promote a data-driven ecosystem for the destination.

TIMING

STRATEGY 1

COMMUNITY CORNERSTONE PLAN (CONTINUED)

ATTRACT EXTRAORDINARY TALENT

Resident quality of life and a positive visitor economy and brand are directly proportional to the quality of the local workforce. This must be prioritized more than ever before to ensure quality of life for residents and a positive visitor experience.

INITIATIVES TACTICS

Assist in the awareness of career opportunities and recruitment of talent for all residents and throughout the region.

Start a local job sourcing platform pulling in local career opportunities.

Simultaneously position the Lowcountry lifestyle and real estate opportunities within this framework. e.g. aggregate all real estate listings, pull in VCB channels to showcase lifestyle.

Showcase the diversity of career opportunities that exist throughout the destination.

Assess availability of existing structures and government-owned land to potentially develop workforce housing on/off island.

Chamber to establish a working relationship with the Affordable Housing Committee to understand current efforts in place, plan for future efforts, and overall need that Hilton Head Island can support.

Town and Chamber representatives work closely to understand the private initiatives on island that are, or have implemented, workforce housing for their employees. exp:

The Sea Pines Resort

Town works to identify grants and other funding opportunities to support affordable workforce housing efforts on island.

Chamber/Town

Town/Private Partner

TIMING

• Successful launch of job portal.

Establish relationships with local realtors / communities and work to pull in their listings and community detail to the site.

The platform shows many different types of job options with a filter feature. Town/ Chamber

Relationship established between the Town, the Chamber, and the Committee. Town/Private Partner/

DRAFT DRAFT

Work in partnership and enhance industry workforce development initiatives with the public sector, area schools, and industrypartners.

Develop strategic understanding of requirements for hiring senior and strategic talent to support local businesses in their talent search.

Introduce new, formalized internship programs within the Lowcountry that include diverse offerings and hiring opportunities postintern ship.

Work to enhance presence with TCL/ Culinary Institute/ USCB/ high school guidance counselors/ career fairs in an effort to build support for tourism and hospitality as a long-term viable career.

Chamber’s continued support of SC Apprentice Program, Chamber Junior and Senior Leadership programs that support the retention efforts regarding workforce and the tourism industry for this region.

Survey large, local hospitality businesses (The Sea Pines Resort etc.) and compile resourcing roadmap for required senior-level and strategic talent.

Conduct salary analysis and competitive hiring practices in comparable communities.

Understand and support collaborative efforts to ensure a competitive landscape on salaries, benefits and lifestyle opportunities.

Enhance and promote awareness of hospitality and cultural training programs in collaboration with local educational institutionsand industry partners.

Establish a joint social media campaign between the Town and Chamber that speaks to the Live, Work, Play opportunities on Hilton Head Island.

Create and promote a tourism & hospitality industry recruitment video.

Town and Chamber have identified and established relationships with island partners.

10% of funding opportunities identified to support overarching plan.

Social impressions and engagements

STRATEGY 1

COMMUNITY CORNERSTONE PLAN (CONTINUED)

DIVERSIFY THE VISITOR & LOCAL EXPERIENCE YEAR-ROUND

More varied and integrated culinary, arts, cultural, historical, wellness, active, retail and evening experiences will attract high-value visitors who spend more, stay longer, and explore more of the destination.

INITIATIVES TACTICS

Develop and promote the entirety of Hilton Head Island as a connected and easily navigable ecosystem of parks, beaches, and other outdoor spaces, as outlined in the Parks & Rec Master Plan and dispersion tactics.

Develop a local culinary, arts & cultural network/ trail to improve regional connectivity, showcase small businesses and unique local history, drive visitor dispersal, and provide suggestions for inclement weather days.

Onsite QR code or App mapping technology designed to lead visitors deeper into the destination and to help them discover new-to-them experiences.

Influencer partnerships designed to showcase itineraries based on visitor interest. Work with partners to make these experiences plannable, bookable, and part of a cohesive itinerary.

Immersive itineraries distributed through personalized media and technology platforms.

TIMING

DRAFT DRAFT

Enhance and support the historic and cultural locations on the island-programming and promotion.

Develop mapped itineraries that can be filtered by interest/topic.

Sister partnerships/exchanges and sharing of ideas to create a FIC product.

Continue to bring forward Gullah cuisine and highlight locations, chefs and dishes that represent the rich history of our area/region.

Continued partnership with Historic Mitchelville Freedom Park through paid media, creative campaign strategy, and marketing roadmap.

Continue to develop art, culture and history tour programming with interactive interpretive panels that can be used to build awareness for the artist, their products and the importance of their role in enhancing the culture of the destination.

Continue the promotion of performing arts and cultural programming.

Diversify the visitor by sharing different perspectives and representation across marketing touchpoints.

Increase diversified representation in marketing materials through a new photoshoot showcasing diverse talent.

Amplify local voices who can tell potential visitors about our culture and unique experiences in authentic ways through digital videos, email newsletters, and blogs.

Work with content creators and influencers who provide unique and diverse perspectives on travel.

STRATEGY 1

COMMUNITY CORNERSTONE PLAN (CONTINUED)

2024-2026

MODERNIZE MEETING & EVENT CAPABILITIES FOR THE FUTURE

Meeting and event planners today have a vast array of new technologies to drive audience engagement and business development. Destinations and their industry partners must have the required infrastructure and shared vision to deliver the event experience that today’s attendees expect.

DRAFT DRAFT

STRATEGY 1

COMMUNITY CORNERSTONE PLAN (CONTINUED)

2024-2026

IMPROVE MOBILITY & CONNECTIVITY TO SUPPORT LOCAL BUSINESSES

Mobility and connectivity support greater opportunities for residents, visitors, and industry stakeholders. Continue to connect visitors and local businesses, both physically and digitally, to drive resident satisfaction, higher conversion, and increase incremental sales.

TRAVEL OBJECTIVE

Vacation Rentals & Resorts

Beach & Water Activities

Biking & Hiking

Tennis & Pickleball

Festivals & Events

Kid-friendly Dining Museums & Day Camps

ARTS, HISTORY & CULTURE

Find a getaway that will accommodate relaxation and

ARTS, HISTORY & CULTURE TRAVEL HABITS

DRAFT DRAFT

WELLNESS TRAVELER

DRAFT DRAFT

SPORTS ENTHUSIAST

Be immersed in a new destination (or an old favorite) by exploring the pursuit of unique and memorable culinary experiences.

DRAFT DRAFT

Find a warm destination that feels like home for the winter, where they can welcome family and friends for visits

SNOWBIRD TRAVEL HABITS

DRAFT DRAFT

SNOWBIRDS

Upscale & Status Oriented Spontaneous & Social

THE WEEKENDERS DRAFT DRAFT

Vacation Rentals & Resorts Beach & Water Activities

Dining & Shopping Romantic Things to Do

& Events

TRAVEL OBJECTIVE

Find a vacation spot that will inspire and that offers something different than where we’re from. Escape the everyday, relax and recharge in a destination that’s fresh, and different from home.

INTERNATIONAL TRAVEL HABITS

DRAFT DRAFT

WHO THEY ARE

INTERNATIONAL VISITORS

2025 Survey Highlights

3,025+

Responses; exceeded 3,000 required

The Hilton Head Island Resident Sentiment Survey on Tourism is fielded annually by MMGY Travel Research, a nationally recognized leader in destination and tourism market research. MMGY brings best -practice survey methodology, consistent instrument design for year-over-year trending, and the ability to informally benchmark findings against comparable destinations.

The survey deploys in late August and early September, deliberately timed so residents can respond while the full impact of the island's peak summer season is fresh. Results are analyzed for demographic representation and reported with key findings analysis and benchmarking prepared by MMGY prior to broader distribution.

PART 1 SURVEY DEPLOYMENT: AUDIENCES, CHANNELS AND CADENCE

Audience

Island residents and property owners

Dedicated resident & business email campaign Chamber social media & other comms outlets Residency verified; non-residents cannot participate

Gated community residents Resident email channels Distributed through each community's resident communications with results tracked by neighborhood

Non-gated and broader community residents

Town of Hilton Head Island

RESIDENT SENTIMENT SURVEY OUTREACH PLAN

Targeted social media & chamber resident lists

Monitored throughout deployment to ensure balanced representation between gated and non-gated communities

Town communications channels

Town has collaboratively amplified the survey through its own channels in past deployments

Launch: late August – early September

Coordinated launch concurrent with Chamber deployment

Concurrent with full deployment window; supplemental outreach triggered if representation balance warrants.

Concurrent with deployment window as an amplification partner.

PART 2 RESULTS DISSEMINATION: AUDIENCES, FORMAT AND TIMING

Audience Format

Chamber board, staff and marketing and PR partners MMGY key findings report Internal briefing

Town Council & Town staff leadership In-person presentations of Full findings report

General public Live presentations to POA groups, civic groups and in Annual metrics report, Tourism transparency site

Audience Format

Resident community and civic organizations In-person presentations Chamber programs

Timing

Following MMGY analysis; prior to public release.

Following board and done in person to allow for questions, input and discussion.

Following Town Council presentation; publicly available at thinkhiltonheadisland.org.

Timing

Scheduled throughout the year

PART 3 METHODOLOGY, CREDIBILITY AND THE VALUE OF YEAR - OVER - YEAR CONTINUITY

Why MMGY Travel Research

• National leaders in DMO and destination research

• Best-practice survey design and fielding protocols

• Consistent survey instrument enables yearover-year trending

• Results analyzed for demographic representativeness

• Informal benchmarking context against comparable destinations

The value of six consecutive deployment years

• Trend lines, not just annual snapshots, now available

• Prior-year findings help inform the destination management priorities

• Statistically robust: 3,025+ responses at 95% confidence, margin of error ±1.4%

• Late summer timing captures peak-season sentiment while it is current

• Collaborative outreach model has proven repeatable and reliable

• Survey platform verifies residency; nonresidents cannot participate

MMGY INTELLIGENCE

Community Sentiment Survey Executive Summary, Wave 4

Survey Methodology

• An online survey of 3,025 Hilton Head Island residents.

• Residents were invited to complete the online survey through the Chamber website, social media channels, and email outreach.

• In the field August 21st through September 25th, 2025.

• The participants met the following criteria:

/ Must be a resident or property owner of Hilton Head Island;

/ 18 years of age or older.

• Throughout this report, data in bold indicates a significant difference.

Similar to previous waves, two-thirds of residents believe tourism is extremely important to the local economy.

Key

DRAFT DRAFT

Perceptions of the overall importance of tourism remained similar to Wave 4, but perceptions of overall positive impact of tourism on lives of residents rose significantly.

• This sample size yields an error range of +/- 1.48 percentage points at the 95% level of confidence. /

Recent arrivals are significantly more likely to describe tourism as very important to the economy.

Perceptions of the impact of tourism on residents continue to increase.

Seasonal Perceptions

Nearly 6 in 10 residents believe it is important to attract visitors during times of year with lower visitation.

The perception

Residents agree that tourism is a boon to the local economy, generating tax revenue and creating jobs for local residents. However, traffic remains a lingering concern for residents, followed by overcrowding and the negative impact on natural resources.

Recognition that tourism covers the cost of beach renourishment and reduces taxes for residents rises.

Nearly 8 in 10 residents acknowledge that tourism creates traffic congestion problems for residents.

Key

Familiarity with the Hilton Head Island-Bluffton Chamber of Commerce rose significantly versus Wave 4, with the majority of local residents saying they’re at least somewhat familiar.

Hilton Head IslandBluffton Chamber of Commerce Funding

of residents believe they know what funds the Hilton Head Island-Bluffton Chamber of Commerce tourism marketing efforts.

Resident pride rose significantly compared to previous wave, with 6 in 10 residents saying they’re extremely proud to live on Hilton Head Island.

rose to an all time high, with 89% of residents saying they are extremely/very proud to be residents of Hilton Head Island.

Perceived Quality of Hilton Head Island Experiences

84% of residents agree that Hilton Head Island is a very safe place to live.

While there’s no doubt residents have concerns about local projects, workforce shortages, and development, a large majority of residents continue to recognize the significant economic and community benefits of tourism. / Question:

Top Concerns Facing The Community

/ Question: What are your top three concerns facing our community?

Summary Negative Aspects of Tourism

Overcrowding

• Congestion, traffic and limited parking

• Overcrowding highest during summer months

Quality of Visitor

• Day visitors mentioned most often

• Concern around disrespect to the environment and ignoring bike and traffic laws

Overdevelopment

• Possibly leading to overpopulation

• Increase of short-term rentals

Rising Prices

• Limited affordable housing

• Prices as high as large metropolitan areas

Summary Positive Aspects of Tourism

Economic Benefits

• Support for local businesses

• Lower property taxes

• Decreased economic burden on residents

• Helps create jobs

Amenities

• Variety of amenities supported by tourism

• Restaurants, parks and outdoor areas, golf courses and cultural activities

• Infrastructure improvements

Family Friendly and Safety

• Family-oriented atmosphere and amenities

• High level of safety

Overall… of residents consider themselves passionate advocates for Hilton Head Island.

DRAFT

OFFICE OF TOURISM ANALYSIS, COLLEGE OF CHARLESTON 2025 Visitor Profile Study

PREPARED FOR:

HILTON HEAD ISLAND -BLUFFTON CHAMBER OF COMMERCE BY:

OFFICE OF TOURISM ANALYSIS

BENNETT SCHOOL OF HOSPITALITY AND TOURISM MANAGEMENT

SCHOOL OF BUSINESS

COLLEGE OF CHARLESTON

66 GEORGE STREET | CHARLESTON, SC 29424

843.953.1996 | GO.CHARLESTON.EDU/OTA | OTA@COFC.EDU

E XECUTIVE S UMMARY

VISITOR AND SAMPLE DEMOGRAPHICS

Baby Boomers (62+ years old) represented 56.8% of the survey respondents, followed by Millennials (30-45 years old) (20.5%), Gen X ( 46-61 years old) (18.8%), and then Gen Z (19-29 years old) (2.5%). The visitor intelligence company Zartico, which analyzes geolocation data, estimates visitor age follows a somewhat similar pattern, with visitors 45-64 year s old being the largest segment (35 .0%), followed by 25-44 year s old (32.0%), 65 year s old and up (24.0%), and then 18-24 year s old (8.0%). Over 64% of those surveyed had a Bachelor’s degree or higher, and more than 79% had an annual household income of $75,000 or more . Zartico also estimates that visitors have high household incomes, with 71.0% earning $81,000 or more. Approximately 80% of the respondents were married.

POINT OF ORIGIN

The respondents resided in 294 geographic areas (Metropolitan Statistical Areas) across the U.S., from the East Coast to the West Coast. More respondents resided i n Ohio than in any other state (12.5%). Second was Pennsylvania (6.6%), followed by North Carolina (6.2%), New York (5.6%), Georgia (5.4%), and Illinois ( 5.3%). Data provider Placer.ai , which like Zartico also analyzes geolocation data, estimate s the top states of visitor origin to be Georgia (16.8%), North Carolina (10.3%), Ohio (8.8%) New York (6.4%), and Virginia (6.4%) Instate visitors represented 8.2% of the survey respondents.

According to a market penetration analysis, the following MSAs were major markets amongst respondents : New YorkNewark -Jersey City, NYNJ; Chicago-NapervilleElgin, IL-IN; AtlantaSandy Springs-Roswell, GA; Charlotte-ConcordGastonia, NC-SC; Cincinnati, OH-KY-IN; Pittsburgh, PA; Philadelphia-Camden-Wilmington, PA -NJ-DE-MD; Columbus, OH; Minneapolis-St. Paul-Bloomington, MN-WI; and Akron, OH Both Zartico and Placer.ai estimate the top 10 metropolitan areas to be Atlanta, GA; Char lotte, NC; New York, NY; Greenville-Spartanburg-Anderson SCAsheville, NC; Columbia, SC; Augusta, GA -Aiken, SC; Raleigh-Durham-Fayetteville , NC; Cleveland-AkronCanton, OH ; Washington , DC-Hagerstown , MD and Charleston, SC.

Canada was the top origin market amongst international respondents (69.2%), followed by Europe ( 15.4%) and the Caribbean (7.7%).

THOSE WHO TRAVELED TO HILTON HEAD ISLAND

The top three reasons for choosing Hilton Head Island as a destination continue to be visiting beaches (76.0%), relaxation (61.4%), and spending time with family and friends (46.6%) . These motivations were followed by culinary experience (16.1%), biking (13.2%), shopping (10.5%), nature-based activities (10.4%), golf (8.0%), and heritage attractions (6.9%). The activities in which visitors actually participated are similar to the previously mentioned activities, and also include historical tours, water excu rsions, and arts performances or exhibits.

Among Hilton Head Island’s overnight visitors, 37.6% indicated they were visiting Hilton Head Island for the first time, suggesting that the destination continues to appeal to new visitors.

TRIP CHARACTERISTICS

The average group size of those surveyed was 3.6 for overnight visitors and 4.7 for day trip visitors. The main mode of transportation to and around the island continues to be personal/family car (68.3%), followed by various modes of flying to the destination (22.1%). The majority of visitors fly into Hilton Head Island Airport, followed by Savannah/Hilton Head Island International Airport.

The average length of stay for those surveyed varied by segment; those staying in villa rentals stayed approximately 7.7 nights, hotel visitors stayed 6.4 nights, timeshare visitors stayed 7.3 nights, and second homeowners stayed 9.1 nights. The overall average was 6.9 nights.

The top reasons for choosing Hilton Head Island were previous visit experience ( 56.8%), wanting to visit a beach destination (50.2%), wanting to visit someplace new (24.0%), word-of-mouth recommendation (23.7%), and wanting to visit someplace within driving distance from home (22.8%).

Of those visitors surveyed, 88.2% indicated an intention to return to visit Hilton Head Island, which signals a high degree of trip satisfaction.

NON-VISITORS

Of those who indicated not to have traveled at all, or not to have traveled to the Hilton Head Island / Bluffton area in the past 12 months (N=331), 53.5% had never visited the Hilton Head Island / Bluffton area before, and 39.6% had visited one to five times before.

DRAFT DRAFT

Villa/home rentals stood out as the most popular choice of paid accommodation for overnight visitors ( 38.5%), followed by resorts (22.6%), timeshare units (17.8%), and hotels (11.9%).

TRAVEL PLANNING

VRBO was the most popular online booking platform for villas/homes (29.1%), followed by local vacation rental companies (25.1%), Airbnb (14.2%), and the local resort s online booking platforms (e.g., Sea Pines, Palmetto Dunes) (12.4%).

Savannah, Charleston, Myrtle Beach, Outer Banks and Tybee Island were the top competitors for Hilton Head Island as alternative beach destinations. The top competing market was Savannah.

Of those non-visitors, 39.3% traveled elsewhere, 34.7% plan to visit in the future, 6.6% found it too expensive, 3.6% mentioned health reasons , and 1.2% didn’t find what they were looking. Only 0.9% did not travel at all. Alternative destinations of those who did not visit the Hilton Head Island / Bluffton area included destinations most commonly in the Southeast (48.9%) and West (24.2%). Nonethe less, 51.1% of the nonvisitors indicated they had plans to visit the Hilton Head Island / Bluffton area within one year

TRAVEL BEHAVIOR

Looking at the travel behavior of both visitors and non -visitors together, the majority (59.4%) take two to four leisure/vacation trips per year, and they are most likely to travel between May and October.

The top five most appealing experiences for leisure trips/vacations were: beaches (75.9%), relaxation and rejuvenation (73.2%), historic attractions (51.4%), passive outdoor adventures (47.3%), and romantic couple getaways (37.9%).

The following attributes were most important in choosing a leisure vacation: natural beauty of the destination (90.7%), ease of access (89.3%), quality of lodging options (88.1%), affordability (86.9%), and quality of dining options (86.7%).

M ETHODOLOGY

The 2025 Visitor Profile Study (VPS) for the Hilton Head Island and Bluffton Area was conducted electronically. Between mid-January 2025 and January 2026, emails were sent on a rolling basis to invite individuals to participate in the VPS. These individuals had previously visited www.hiltonheadisland.org or www.visitbluffton.org and submitted their email addresses, and they were contacted following their anticipated dates of visitation. In addition, invitations to complete the survey were posted multiple times during the same period on the Hilton Head Island Visitor & Convention Bureau's and Explore Bluffton's social media channels.

A total of 1,539 completed surveys were collected. This report is largely based on the 1,08 6 respondents who visited Hilton Head Island as an overnight or day trip, along with 331 individuals who did not travel at all or did not travel to Hilton Head Island / Bluffton. The remain ing 122 responses where individuals who only visited Bluffton and are covered in a separate report.

This report represents the results of the present study, together with comparative results from the last five times this study was completed, examining visitation in 2019, 2021, 2022, 2023, and 2024. When 2019 data is not presented, it is because the quest ion was not asked in that survey.

The table below shows the visitor estimates for Hilton Head Isl and for 2021 through 2025. The estimates are based on secondary data for hotel, timeshare, and villa visitors, as well as primary data collected regarding second homeowners, their guests, and day trippers.

Table 3: Visitor Origin by Market (Zartico)

POINT OF ORIGIN

by State

DRAFT

City

Meridian

Rochestr-Mason City -Austin 0.03% Monroe -El Dorado 0.01%

-Salinas 0.03% Chico-Redding 0.01% Joplin-Pittsburg 0.03% Corpus Christi 0.01% Quincy -Hannibal-Keokuk 0.03% Beaumont- Port Arthur 0.01% Yakima -Pasco-Rchlnd -Knnwck 0.03% Cheyenne-Scottsbluff 0.01% Wausau-Rhinelander 0.02% Anchorage 0.01% El Paso (Las Cruces) 0.02% Ottumwa -Kirksville 0.01%

Junction-Montrose 0.02% Wichita Falls & Lawton 0.01% Sherman- Ada 0.02% Bakersfield 0.01%

Bismarck-Mnt-Dcknsn(Wlstn) 0.02% Harlingen-Wslco-Brnsvl-Mca 0.01% Marquette 0.02% Bend, OR 0.01%

Palm Springs 0.02% Twin Falls

Greenwood -Greenville

-Sanmar-Sanluob

Table 5: Visitor Origin by Market (Placer.ai)

6 Demographics

DRAFT

TRAVEL TO THE HILTON HEAD ISLAND / BLUFFTON AREA

Within the last 12 months have you traveled or taken a vacation? 1

DRAFT

Did you visit Hilton Head Island, SC or Bluffton, SC in the last 12 months? 1

1 For the 2019 report, these questions asked about the last 18 months instead of the last 12 months. Also, in 2019 the second question was asked of all respondents, whereas in subsequent years it was just asked of those who had travelled.

Figure 4: First TIme Visitor vs. Repeat Visitor by Year

DRAFT

13 : Visitation by Month by Year

Note: For the 2019 survey, data collection occurred exclusively in January/February; for the 2021 survey, data collection occurred on a continuous basis from June onwards; and for the 2022 survey and subsequent surveys, data collection occurred on a continuous basis throughout the year.

Approximately how many nights was your trip to Hilton Head Island?

5

1

DRAFT

DRAFT

DRAFT

NON-VISITORS

Which of the following most accurately reflects why you did not visit Hilton Head Island -Bluffton during the last 12 months?

DRAFT

Table 39 : Visitation Frequency in the Past 10 Years by Non-visitors

Do you have plans to visit Hilton Head Island-Bluffton in the near future?

Table 40 : Plans of visiting Hilton Head Island-Bluffton in the Future by Non-Visitors

TRAVEL BEHAVIOR – ALL RESPONDENTS

On average, approximately how many leisure/vacation trips do you take each year?

0

5

Table 41 : Frequency of Leisure/Vacation Trips

Which month(s) are you most likely to travel for vacation purposes?

DRAFT

Please indicate the exten t to which you agree with

DRAFT

OH

MI

Rouge, LA

Bismarck, ND 2

Astoria, OR

Athens, TN

Boise City, ID 2 0.1% Bangor, ME

Boulder, CO 2 0.1% Batesville, AR

Burlington, NC 2

Beaumont-Port Arthur, TX

Champaign-Urbana, IL 2 0.1% Billings, MT

Charleston-Mattoon, IL 2 0.1% Bloomington, IN

Clewiston, FL 2

Columbus, IN 2

Bloomsburg-Berwick, PA

Brainerd, MN

Decatur, IN 2 0.1% Brookings, SD

Deltona-Daytona Beach-Ormond Beach, FL

Erie, PA

Fort Collins-Loveland, CO

Brunswick-St. Simons,

Bucyrus, OH

Cañon City,

OFFICE OF TOURISM ANALYSIS, COLLEGE OF CHARLESTON

2025 Estimated Total Impact of Tourism in Hilton Head Island on Beaufort County

Intr oduct ion

This study estimates the economic impact of tourism on the Town of Hilton Head Island in 2025. It examines the impact of such tourism on the broader economy of Beaufort County, South Carolina, and considers the direct spending by visitors, along with the positive secondary effects of those expenditures. The analysis entailed individually estimating the economic impacts associated with various tourist segments, as classified by visitors’ lodging type – villa rental, hotel, timeshare, second homeowners and their non-paying guests, and same-day visitors – and then summing them to obtain an overall total.

This analysis was conducted by Dr. Daniel Guttentag and Melinda Patience of the Office of Tourism Analysis, which is part of the School of Business at the College of Charleston.

Methodol ogy

Impact of Tourism in HHI on Beaufort County, 2025

transportation, and activities). The list of expenditure categories and the total estimated direct expenditure for each category in 2025 is shown in Table 2.

The previously described data subsequently were used to determine average per -person expenditures. These figures were combined with the estimated visitor counts and used as inputs for a regional economic impact modelling tool, IMPLAN. IMPLAN is an inputoutput (I-O) model that uses regionalized economic data and other information to determine economic output that accounts for direct expenditure and the secondary benefits of such expenditure (i.e., indirect and induced impacts). The model further estimates l abor impacts and tax revenues. Table 1. Number

DRAFT

The economic impact estimations undertaken for this analysis involved several steps and diverse data sources. Initially, visitor volume estimates for each lodging type were produced using data on lodging demand from various third-party entities (e.g., Key Data), combined with visitor behavior data collected via a Visitor Profile Survey. The estimated total number of visitors for each segment in 2025 is shown in Table 1. These figures then were used to estimate the total direct visitor spending associated with each segment. Such spending estimates also relied upon visitor expenditure data collected as part of the previously mentioned Visitor Profile Survey, which asks respondents about their spending in over a dozen categories (e.g., lodging, food,

The following metrics, as estimated by the economic impact model, are covered within this report:

• Employment : The number of jobs in the region supported by the economic activity, which involves an industryspecific mix of full-time, part-time, and seasonal employment. Seasonal jobs are adjusted to annual equivalents.

• Labor income : All forms of employment income, including employee compensation (wages and benefits) and proprietor income.

• Output: The total value of industry production, which for the service sector represents total sales, for the retail sector represents gross margins, and for the manufacturing sector represents sales minus inventory change.

• Direct: The initial effects to local industries that are directly receiving the expenditures of interest

• Indirect: The secondary effects resulting from business-to-business purchases in the supply chain occurring throughout the region, as triggered by or in support of the direct expenditure activity.

• Induced: The ripple effects in the region resulting from household spending of income, after the removal of taxes, savings, and commuters.

• Taxes: These revenues take into account a variety of taxes , including sales tax, property tax, and income tax. These figures do not account for tourism taxes, such as accommodation taxes.

Results

Visitation numbers to Hilton Head Island in 2025 were slightly below the previous year. This pattern mirrors the experience of many Southeastern coastal destinations, which have seen demand gradually decline after a dramatic rise following the pandemic, when people sought out domestic destinations offering outdoor recreation opportunities. In addition, economic uncertainties and a decline in international visitation dampened travel demand throughout 2025 across much of the

country. Nevertheless, Hilton Head Island visitor volume for 2025 was nearly identical to the pre-pandemic high that was reached in 2019. Furthermore, visitor expenditure levels increased in 2025, and consequently the total economic impact of Hilton Head Island tourism on the Beaufort County economy in 2025 exceeded that of 2024

An estimated total of 2.67 million visitors came to Hilton Head Island in 2025, down 5.9% compared to 2024 and down 0.6 % from the pre-pandemic peak, reached in 2019. The overall economic impact of this tourism on Beaufort County was $3.95 billion, up 6.2% compared to 2024 This economic impact represents not just the direct expenditure by visitors, but also the secondary ripple effects of such economic activity that occur as tourism businesses spend operating funds and as tourism dollars are re -spent within the region.

Hilton Head Island tourism also supported an estimated 31,604 jobs, which represent 35.4% of all jobs in Beaufort County, as per employment data provided by the Bureau of Labor Statistics. Similar to the economic impact figure, this employment figure does not r efer solely to jobs within the tourism sector, but rather to a combination of full -time, part-time, and seasonal jobs that are both directly and indirectly supported by the broader tourism economy and its secondary effects on non-

Impact of Tourism in HHI on Beaufort

County, 2025

tourism industries and enterprises. Impact estimates for each of the visitor segments are presented in the Appendix (Tables A1 - A6), and the employment impacts are presented in Figure 1.

A total output multiplier for tourist spending was calculated using the model estimates. This multiplier represents the ratio of total economic impact to direct spending. The estimated output multiplier for Hilton Head Island tourism on Beaufort County was 1.37 This signifies that every dollar spent by tourists on Hilton Head Island increased output in the overall Beaufort County economy by a total of $1.37

DRAFT

The tourist expenditures generated an estimated $49.58 million in tax revenues for local Beaufort County governments. The Town of Hilton Head Island earned an additional $49.84 million in accommodations tax, hospitality tax, and beach preservation fees, as reported by the Town of Hilton Head Island Revenue Services. Together, this $99.41 million in tax revenue represents a Return on Tax Investment (ROTI) of 34.40 based on the $2.89 million that was spent on destination marketing in 2025. In other words, each dollar spent by the Visitor & Convention Bureau yielded an estimated return of $34.40 in local tax revenue.

1

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5

6

7

8

9

10

11

12

13

14

15

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17

18

19

20

21

22

23

24

25

32

43

VERB INTERACTIVE

2025 Digital Marketing Recap

DRAFT DRAFT

DRAFT

WEBER SHANDWICK

2025 Public Relations Recap

2025 Media Coverage Results

STORIES/MENTIONS IMPRESSIONS AD VALUE *Results represent 2025 calendar year results

TOTAL 2,487 24,478,291,321 $31,719,802.95

HILTON HEAD ISLAND 2025 DMO Metrics Report

2025 Destination Marketing Organization Industry Metrics Annual Report

The purpose of this document is to provide the Town of Hilton Head Island with tourism metrics and/or reports to showcase annual Destination Marketing Organization (DMO) performance in efforts pertaining to the promotion of Hilton Head Island. It is understood and acknowledged that such metrics and/or reports may change from time to time based on best practices, funding, and the goals outlined in the marketing plan. The evaluation shall consider the metrics and reports in this document, collectively, and shall be compared with peers and other factors that affect the tourism industry such as the state of the economy, weather, condition of the lodging properties, etc.

The metrics presented in this document are aligned with the framework established under the previous DMO contract, which remained in effect through November 2025. With the implementation of the updated contract in December 2025, certain performance measures and reporting expectations have been refined to reflect evolving strategic priorities and industry standards. As such, there may be differences between the metrics included in this report and those outlined in the FY 2026-2027 Hilton Head Island Destination Marketing Plan. Metrics aligned with the updated contract will be fully incorporated beginning with the 2026 metrics report.

All reports referenced in this document, along with related materials such as marketing plans, economic impact studies, visitor profile studies, and independent audits, are available through THINK: Transparency in Tourism Marketing at thinkhiltonheadisland.org . This platform serves as a central hub where the public can access both current and past information related to Hilton Head Island’s tourism marketing efforts.

DRAFT DRAFT

Visitor and Resident Satisfaction Surveys

Key performance indicators (KPIs) to measure operating performance for the hospitality industry include Revenue Per Available Room (RevPAR), Occupancy Rate (OCC), and Average Daily Rate (ADR). In order to achieve the most accurate performance indication, these benchmarks should be analyzed together.

Revenue Per Available Room, (RevPAR), is used to gauge industry health and is calculated by dividing the total room revenue by the total room supply within a specific time period.

Occupancy Rate (OCC) is another metric used within the accommodations industry to gauge the health of tourism. Occupancy percentage is calculated by dividing the occupied rooms by total room supply.

Average Daily Rate (ADR) is a metric widely used to indicate the average realized room rental per day. ADR is calculated by dividing the room revenue by the total rooms sold.

Home & villa numbers are based on a sample of 4,353 units/keys and could vary, as an example from a onebedroom villa to a ten-bedroom house. The hotel numbers are based on a sample of 2,008 hotel rooms at 11 properties on the Island. Revenue Per Available Room,

Details on the next page provide 2025 performance metrics for Hilton Head Island in a two-source combined calculation that includes both home & villa and hotels as well as broken out separately for comparison. There are also additional metrics for the hotel industry that show Hilton Head Island compared against the U.S. as a whole and top competitors, Charleston and Savannah.

thinkhiltonheadisland.org

DMO Industry Metrics Annual Report 5

2022

Head Island Lodging Performance

This study of the economic and fiscal impact of spending by visitors to Hilton Head Island in the year 2025 was performed by the College of Charleston Office of Tourism Analysis.

The study examines spending by tourists classified into five segments according to their lodging arrangement while visiting the island: villa rental, timeshare, hotel, second homeowners and their non-paying guests, and finally those who visit for the day and do not lodge overnight. The estimated impact from spending by each of these groups is summed in order to indicate the total impact that tourists to the Island had on Beaufort County, South Carolina.

IMPACT OF HILTON HEAD ISLAND TOURISM IN 2025

&

is

TOWN OF HHI ATAX and HTAX COLLECTIONS

Number of Visitors

Based upon research gathered both locally and nationally, the Visitor & Convention Bureau is committed to attracting an affluent traveler with a household income of $150K-$250K+. Our target visitor skews Female (64%) and aged 45-55 This traveler has an undergraduate degree or higher (65%) and plans to take 2 to 4 trips per year lasting an average of 6 nights per trip. Our target key regions include the Northeast, Midwest, and Southeast markets.

64.8% UNDERGRADUATE DEGREE OR HIGHER 2-4 TRIPS PER YEAR 7 NIGHTS AVERAGE LENGTH OF STAY TRAVEL 2.67M NUMBER OF VISITORS IN 2025 35.6%

Number of Referrals, Website Hits & Click Throughs to Area Businesses

The HiltonHeadIsland.org website is our virtual front door. The website serves as the window to our destination and plays an integral part in the decision-making process. The following metrics are important key indicators of overall brand health and allow insight into visitor behavior. The insight and data taken from this platform allow us to better serve our partners, anticipate trends and react to consumer behavior.

2.86M

WEBSITE VISITS IN 2025

1.35M WEBSITE CONVERSIONS TO

Visits by Source

Conversion by Category

Source: Google Analytics & VERB Interactive

thinkhiltonheadisland.org

DMO Industry Metrics Annual Report 15

Numbers Related to Mail Fulfillment

The Hilton Head Island Vacation Planner, our comprehensive guide to help visitor plan and envision their vacation here on Hilton Head Island, is our primary print fulfillment piece.

We receive requests for this piece from multiple platforms; online, media, and home inquiries. In addition, we also distribute the planner to state and local welcome centers, and airports, along with tradeshows and promotional events.

41,957

In today’s more visual world, telling a story through stunning photography and compelling content is an imperative component of the travel journey process. The “coffee table” piece allows our visitors to visualize their vacation and discover, through this first touch point, the reason for our many accolades, ultimately imagining themselves here vacationing on Hilton Head Island.

To cater to our golf-specific visitors, we offer the Hilton Head Island, Golf Island Planner. This planner can be requested through the same channels as our Vacation Planner.

The production, fulfillment, and management of our Vacation Planners is a partnership between Kennickell, our fulfillment and asset inventory partner, Impact Golf, and our Visitor & Convention Bureau staff.

Source: Kennickell Fulfillment/Hilton Head Island - Bluffton Chamber of Commerce

Favorite Island

America’s Favorite Island

Spotlight on Accolades

Networking Events, Workshops and Member/Community Events

In 2025, we celebrated 58 ribbon cuttings and groundbreaking ceremonies along with 43 in-person and virtual networking, learning seminars, and meetings, reaching 6,000+ people.

RIBBON CUTTINGS & GROUNDBREAKING CEREMONIES

IN PERSON + VIRTUAL CHAMBER EVENTS

2/18/2025

Biscuits & Benefits

Hilton Head Island

2/19/2025

Chamber Young ProfessionalsHawaii Fluid Art

Hilton Head Island

2/20/2025

Sparklight Ribbon Cutting Bluffton

2/27/2025

Ribbon Cutting at Local Legend Brewing Company

Hilton Head Island

Conversation + Cocktails: Local

3/20/2024

Conversation + Cocktails: Nectar in Bluffton Bluffton

3/25/2025

Collins Group Realty Ribbon Cutting Bluffton

Leadership Alumni Speaker Series Event

Hilton Head Island

3/22/2024

Ribbon Cutting: Eyemazy Iris Photography Hilton Head Island

4/25/2025

Venice Lash Lounge Ribbon Cutting

Hilton Head Island

4/30/2025

Power Hour Tele Town Hall Virtual MAY

5/2/2025

Dill Dinkers Pickleball Ribbon Cutting

Hilton Head Island

Pops of Hilton Head Anniversary Ribbon Cutting Hilton Head Island

DRAFT DRAFT

1/8/2025

Power Hour Tele Town Hall

Virtual

1/11/2025–01/18/2025

Chamber Wellness Week

Hilton Head Island & Bluffton

1/15/2025

First Presbyterian Day School Playground

Ribbon Cutting Hilton Head Island

1/16/2025

Novant Health PT Solutions

Ribbon Cutting

Hilton Head Island

1/25/2025–2/1/2025

Chamber Restaurant Week

Hilton Head Island & Bluffton

1/30/2025

Conversation + Cocktails: Kung Fu Cantina Bluffton

Lennie & Remi Ribbon Cutting Bluffton

2/4/2025

Power Hour Tele Town Hall Virtual

2/3/2025

Ribbon Cutting at the Town of Bluffton Squire Pope Carriage

thinkhiltonheadisland.org 2025 DMO Industry Metrics Annual Report 21

Legend Brewing Company

Hilton Head Island

MARCH

3/4/2025

Beautique Medical Aesthetics

Ribbon Cutting Bluffton

3/5/2025

Power Hour Tele Town Hall Virtual

3/7/2025

TCL Culinary Institute of the South Foodseum Ribbon Cutting Bluffton

3/15/2025

Chamber Ball

Hilton Head Island

3/16/2025

Caring Transitions of Hilton Head Ribbon Cutting Beaufort County

3/19/2025

Hilton Head Christian Academy

Upper School Ribbon Cutting Bluffton

Chamber Young Professionals at Uncorked

Hilton Head Island

3/27/2025

Outside Palmetto Bluff Ribbon Cutting Bluffton

APRIL

4/2/2024

Power Hour Tele Town Hall

Virtual

Novant Health Groundbreaking Ceremony for Bluffton

Emergency Department Bluffton

Pregnancy Center & Clinic Ribbon Cutting and Anniversary

Hilton Head Island

4/3/2024

Paid Par-Tee

Hilton Head Island

4/22/2025

Pure Salt Studios Ribbon Cutting

Hilton Head Island

4/23/2025

Daniel Ravenel Sotheby’s International Realty Ribbon Cutting

Hilton Head Island

5/5/2025–5/8/2025

Small Business Week

Hilton Head Island & Bluffton

5/5/2025

Pork in the Parking Lot

Hilton Head Island

5/6/2025

AI Bootcamp Bluffton

5/7/2025

Ethical AI Seminar

Hilton Head Island

Beaufort Memorial Hospital

Groundbreaking for Bluffton

Community Medical Center Bluffton

Junior Leadership Graduation

Hilton Head Island

5/9/2025

Lotus Health Ribbon Cutting Bluffton

5/15/2025

Bluffton Block Party at Agave Bluffton

5/16/2025

Lowcountry Stone Boutique

Ribbon Cutting

Hilton Head Island

5/16/2025

Lowcountry Stone Boutique Ribbon Cutting

Hilton Head Island

5/20/2025

Leadership Class of 2025

Project Ribbon Cutting - Safe to Shore

Hilton Head Island

5/21/2025

Biscuits & Benefits

Hilton Head Island

5/27/2025

Thai Smile Cuisine Ribbon

Cutting

Hilton Head Island

JUNE

6/2/2025

Power Hour Tele Town Hall

Virtual

6/4/2025

Leadership Graduation

Hilton Head Island

6/12/2025

Business Golf Classic

Hilton Head Island

6/18/2025

Juicebox Natural Wine and Craft Beer Ribbon Cutting Bluffton

6/24/2025

Chamber Champions Reception

Hilton Head Island

6/25/2025

JULY

7/2/2025

Daily Café Ribbon Cutting

Hilton Head Island

7/9/2025

Power Hour Tele Town Hall

Virtual

7/30/2025

Origin Coffee Bar Ribbon Cutting

Hilton Head Island

J.Banks in Residence Ribbon Cutting Hilton Head Island

Frank Babel Bike Path Dedication Hilton Head Island

AUGUST

8/12/2025

Hilton Head Preperatory 60th

Anniversary Ribbon Cutting

Hilton Head Island

8/13/2025

Leadership Class Orientation

Hilton Head Island

8/21/2025

Conversation + Cocktails: Nectar Hilton Head Island

Hilton Head Island

South Carolina Chamber Blueprint Luncheon Bluffton

8/22/2025

Wildflower Girls Ribbon Cutting Bluffton

8/27/2025

Historic Mitchelville Freedom Park Groundbreaking for the Archaeological Research Facility and Auditorium

Hilton Head Island

8/29/2025

Ma Daisy’s Porch & Bluffton Gullah Cultural Heritage Center Ribbon Cutting Bluffton

SEPTEMBER

9/10/2025

Links & Legacy Invitational Bluffton

9/14/2025

Pockets Full of Sunshine Ribbon Cutting Hilton Head Island

9/17/2025

Biscuits & Benefits

Hilton Head Island

9/18/2025

Conversation + Cocktails: One Hot Mama’s Hilton Head Island

Hilton Head Island

9/19/2025

Full Spectrum Studio Ribbon Cutting

Hilton Head Island

9/24/2025

221B Studios Ribbon Cutting Bluffton

9/25/2025

OCTOBER

10/6/2025

Gullah Museum of Hilton Head Historic Outhouse

Ribbon Cutting

Hilton Head Island

10/9/2025

Chamber Young Professionals at Hilton Head Distillery Hilton Head Island

10/10/2025

Street Meet 20th Anniversary

Ribbon Cutting Hilton Head Island

10/15/2025

State of the Region with Governor Henry McMaster Hilton Head Island

10/16/2025

Volunteers in Medicine “Edible

Parking Lot” Ribbon Cutting

Hilton Head Island

10/22/2025

Flowers by Katie Ford

Ribbon Cutting Bluffton

10/23/2025

Conversation + Cocktails: Palmetto Hall

Hilton Head Island

10/24/2025

Town of Bluffton Permanent Art

Structure Ribbon Cutting Bluffton

Lavender Lounge Head Spa

10/28/2025

Leadership Alumni Association “Tales of the Lowcountry”

Speakers Event

Hilton Head Island

NOVEMBER

11/6/2025

Executive Connection Bluffton

11/7/2025

Indigo Run Golf Club Re-

Opening Ribbon Cutting

Hilton Head Island

11/13/2025

Hail Mary’s Ribbon Cutting Bluffton

Conversation + Cocktails: Hail Mary’s Bluffton

11/19/2025

Demure Head Spa Ribbon

Cutting

Hilton Head Island

11/20/2025

Beaufort Memorial

Hospital Emergency Room

Groundbreaking

Hilton Head Island

DECEMBER

12/3/2025

Nom Nom Poke Shop

Ribbon Cutting Bluffton

Historic Mitchelville Freedom

Park Era Garden Ribbon Cutting

Hilton Head Island

12/8/2025

Taylor Memorial Family Park

Groundbreaking

Hilton Head Island

12/9/2025

Radici Italian Chophouse

Ribbon Cutting Bluffton

12/12/2025

Sparkles & Spirits

Hilton Head Island

12/19/2025

T2 Teaching and Tutoring

Ribbon Cutting Bluffton

DRAFT DRAFT

Conversation + Cocktails: Hampton Hall Bluffton

6/27/2025

Milkshake Factory Ribbon Cutting

Hilton Head Island

Nala’s Beach Ribbon Cutting

Hilton Head Island

8/24/2025

Junior Leadership Class Orientation

Hilton Head Island

8/25/2025

Emry’s Bookshop Ribbon Cutting

Hilton Head Island

Executive Connection at WaterWalk Hilton Head Island

9/30/2025

Novant Health Westbury Park

Ribbon Cutting Bluffton

Birdie James Bluffton

Ribbon Cutting Bluffton

10/18/2024

Artware 25th Anniversary

Ribbon Cutting

Hilton Head Island

12/4/2025

Russel Stover Chocolates

Ribbon Cutting

Hilton Head Island

Ribbon Cutting: Hawaii Fluid Art HHI

Hilton Head Island

Primary Care Ribbon Cutting Bluffton thinkhiltonheadisland.org

12/5/2025

Sandbox 20th Anniversary

Ribbon Cutting

Hilton Head Island

Media Impressions and the Dollar Equivalent

The communications team tracks all print, digital, and broadcast mentions and stories about Hilton Head Island. Hosting visiting journalists and social influencers, meeting with editors of some of the nation’s top-tier publications, working with broadcast crews, and actively pitching story ideas about the destination are all part of the chamber’s daily public relations outreach efforts in partnership with Weber Shandwick, one of the world’s leading travel public relations firms.

2,487 STORIES & MENTIONS

Sources: Weber Shandwick and includes

24,478,291,321

HIGHLIGHTS FROM THE CHAMBER MEMBERSHIP SURVEY

& Mentions 2,487

78,291,321

and broadcast media

DRAFT DRAFT

MARKETING COUNCIL MEETING SCHEDULE

November 18, 2026

Marketing Council Kick Off Meeting

January 27, 2027

Marketing Council Meeting

February 15, 2027

Draft Marketing Plan sent to Chamber Board of Directors & Marketing Council

February 22, 2027

Feedback due from Chamber Board of Directors & Marketing Council

March 1, 2027

Draft DMO Marketing Plan and FY 2027-2028 budget due to Town of Hilton Head Island Town Manager

March 15, 2027

Feedback due from Town of Hilton Head Island Town Manager

March 18, 2027

DMO Workshop with Town of Hilton Head Island Town Council

April 6, 2027

Final Annual Package due to Town of Hilton Head Island Town Manager, Assistant Town Manager, and Finance Director

April 22, 2027

Presentation to the Town of Hilton Head Island Accommodations Tax Advisory Committee

June 8, 2027

Presentation to the Town of Hilton Head Island Town Council

POINT OF CONTACT

Ariana Pernice

Vice President of Visitor & Convention Bureau

Hilton Head Island & Bluffton Chamber of Commerce apernice@hiltonheadisland.org (843) 341-8366