As we look ahead to FY2025–26, See Monterey remains steadfast in its commitment to Monterey County Tourism 2030 (MCT 2030)—our vision for a thriving tourism economy that benefits both visitors and residents. Over the past year, we’ve advanced that vision with renewed focus and collaboration, delivering programs that strengthen our economy, celebrate our culture, and protect what makes Monterey County extraordinary.
The year ahead will not be without challenges. National forecasts point to slower international recovery, headwinds in business travel, and broader economic uncertainty. Yet Monterey County continues to outperform national trends. Our strength lies in what no other destination can match: an unparalleled blend of natural beauty, rich heritage, world-class events, and a community dedicated to creating extraordinary experiences.
This business plan outlines how we’ll harness those strengths through bold initiatives—expanding reach into new domestic and international markets, elevating our group and meetings strategy, advancing responsible travel through The Right Path initiative, and leveraging marquee events to shine a brighter global spotlight on our destination.
Together, with your partnership, we will continue to chart a course that inspires travelers, sustains our economy, and ensures Monterey County is recognized worldwide as one of the most distinctive and meaningful destinations to experience.
Rob O’Keefe President & CEO, See Monterey
Scan to meet the See Monterey team, Board of Directors, Advisors and Committees.
VISION
A thriving tourism economy that enriches Monterey County’s economic vitality and quality of life.
MISSION
To generate community prosperity for Monterey County through the responsible promotion and growth of the tourism economy.
VALUES
Connectivity
Collaboration
Agility
Accountability
Inclusivity
Sustainability
See Monterey is committed to ensuring that all members of the organization feel welcome and have an equal opportunity to connect, belong and grow.
MONTEREY COUNTY TOURISM
ROADMAP 2030
Destination Impacts*
Last year, See Monterey introduced Monterey County Tourism 2030 (MCT 2030)—a strategic roadmap to guide the destination’s development and growth over the next five years. The first of 1,000 new hotel rooms will open soon, with more to follow. Over the past year, See Monterey has begun implementing MCT 2030 strategies to advance a single goal: maximizing the long-term viability of Monterey County’s tourism economy.
In 2024, the tourism economy reached record levels in tax revenue and hospitality employment, with an overall visitor spending of $3.1 billion—just 0.01% below 2019.
See Monterey Impacts**
Looking ahead, See Monterey will continue programs that align with MCT 2030’s managed growth themes. Maximizing the destination’s potential depends on unprecedented community collaboration, and See Monterey will remain a contributor, catalyst, and connector for both the industry and the community.
Scan here for the full version of MCT 2030
*Source: Dean Runyan Economic Impact Study, Calendar Year 2024
**Source: SMARI Marketing Impact Study, Fiscal Year 2024-25
In Summary
The July 2025 Industry Update & Forecast by Tourism Economics points to a softened national outlook, citing global economic uncertainty, shifting trade and immigration policies, and declining international sentiment toward U.S. travel.
• National hotel occupancy is now expected to recover in 2026, with 2025 RevPAR growth downgraded to 1%.
• International visitation to the U.S. is projected to remain 16% below 2019.
• California anticipates a 9.2% drop in international arrivals and flat visitor spending.
• Business travel remains sluggish, particularly in California, where full recovery is not expected until at least 2028.
In 2025 Monterey County is defying some of these trends. RevPAR is forecast to exceed 2019 levels by 26% in 2026, meetings bookings are tracking ahead and evolving consumer preferences for secluded, experience-rich, and culinary-driven travel align strongly with the destination’s strengths.
National Travel Indicators & Forecasts
U.S. Hotel Forecast
Updated projections now show national hotel occupancy delayed until 2026, with a downgraded ADR outlook and RevPAR growth of just 1% in 2025. The slowdown reflects trade and immigration policy shifts and broader economic uncertainty.
Source: Tourism Economics & U.S. Travel Association
International Forecast
Over the past six months, forecasts have been sharply downgraded due to weakening interest in U.S. travel from international markets. In addition to tariff and immigration policy, Tourism Economics cites travel bans and ‘harsh rhetoric’ that have impacted traveler sentiment toward the U.S.
Revised International Spending Forecast – June 2025 (indexed to 2019)
From February to June 2025, forecasts flipped from 8% growth to a 16% decline in visitation versus 2019 levels - an extraordinary reversal in just a few months.
Source: Tourism Economics & U.S. Travel Association
Meetings and Events Forecast
Group booking pace through Q3 2026 remains below 2019 levels for most quarters. While the July 2025 PULSE survey by Northstar Meetings Group and CVENT shows planner optimism slipping since April, the booking window continues to expand, with nearly one-quarter of planners sourcing more than two years out.
DMO Room Nights on the Books (Pace for future dates vs. same period in 2019)
June 2, 2025
July 7, 2025
Source: Tourism Economics & U.S. Travel Association
California Travel Indicators and Forecasts
Visit California projects a 0.7% decline in total visitation for 2025, with visitor spending flat at $158.1 billion. Domestic spending is expected to rise 1.4%, but international arrivals are forecast to drop 9.2%, led by steep declines from Canada (–20%) and Mexico (–12%). International visitor spending is projected to fall 4.3% to $25.1 billion. Business travel recovery is now expected after 2027.
Travel Visitation (in $ millions)
Travel Spending (in $ billions)
Total Visitation
Total Visitation YoY Change YoY Change
Source: Visit California & Tourism Economics
California International Forecast
Among Visit California’s 13 priority markets, Canada and Mexico face the steepest declines, however modest growth is expected from India, Japan and the Middle East. An August 2025 Longwoods International survey found 63% of Canadians less likely to visit due to political discontent, though sentiment in other markets has stabilized.
California 2025 International Volume Forecast (with year-over-year change)
Source: Visit California & Tourism Economics
California Business Travel Forecast
According to Visit California and Tourism Economics, both business and leisure travel in 2025 are projected to dip below 2024 levels. Business travel is expected to take longer to recover, potentially exceeding 2024 levels in 2027.
Source:
Monterey County Travel Indicators and Forecasts
Monterey County Hotel Forecast
The first half of 2025 benefited from a strong convention calendar and occupancy up 5.3% year over year as of June 30. However, a slowing U.S. economy is expected to moderate leisure travel demand in the latter half of 2025 and into 2026. Stronger pricing power is driving ADR growth, which is expected to continue into early 2026 before moderating as occupancy stabilizes.
Monterey County Meetings and Events Forecast
Definite room nights for 2025 are already 31% above 2019 levels, with booking pace accelerating through 2026 and holding gains into 2027. Monterey’s pace also surpasses San Francisco’s in 2026, 2027, and 2029, underscoring the destination’s competitive position.
Meetings and Events Booking Pace (% change against 2019)
San Francisco San Jose
Source: Lodging Analytics Research & Consulting Costar
Monterey
Monterey County Competitive Set
Monterey County competes with well-funded destinations for both leisure and group travel. While places like Napa, San Diego and Palm Springs leverage scale and spend, Monterey differentiates through unique coastal, cultural and experiential assets.
Leisure Competitors
• Napa Valley: Highest ADR in the state (~$440 mid-2025) despite occupancy ~10% below 2019. Luxury demand holds, but value-driven travelers are slipping away.
• Sonoma County: Strong wineand-outdoor appeal at lower ADRs than Napa.
• Santa Barbara: ADR growth of 2.4% YoY with 65% occupancy. Premium coastal positioning supports steady gains.
• San Luis Obispo County: Room supply rising through 2031. TOT growth continues, though expanded capacity may pressure occupancy.
Group & Meetings Competitors
• San Jose: Strong lift and convention center (550,000 sq. ft.), serving tech-driven corporate events with nearly 12 million SJC passengers in 2024.
• San Diego: 32.5 million visitors and $14.8 billion in spend (2024). 80%+ occupancy common; new 1,600-room Gaylord Pacific expands large-scale convention capacity.
• Greater Palm Springs: 237,000+ convention room nights booked in 2024 (115% of goal), supported by resort density and strong off-peak promotions.
Strategic Implications
• Monterey County can stand out with exclusivity and natural assets where others compete on size, rates or infrastructure.
• Positioning around authentic experiences, cultural depth and coastal access strengthens both leisure and meetings messaging.
• Growth potential lies in lengthof-stay, one-more-night campaigns and premium niche segments rather than volume.
• As planners seek destinations emphasizing authenticity, wellness and sustainability, the County’s small-market scale with big-city amenities offers distinctive appeal.
TRAVEL TRENDS & OPPORTUNITIES
Culinary & Shopping Thrive
Culinary and shopping experiences remain among the strongest travel motivators in 2025. Condé Nast Traveler highlights the rise of gastronomic adventures and off-the-beaten-path wine destinations, while Bon Appétit points to “destination dining” as a primary draw on par with landmarks and events. This experiential focus is expected to deepen into 2026.
Gen Z Enters the Chat
Gen Z is emerging as a travel powerhouse: Morning Consult found that 52% took three or more leisure trips last year, rivaling millennials despite lower incomes. CNBC reports many are cutting discretionary spending to prioritize travel, while Deloitte notes their values-driven focus on authenticity and cultural immersion will define demand through 2026.
Expansion of Luxury
Luxury travel remains resilient with Grand View Research projecting the market to top $1.2 trillion by 2026. Vogue Business notes wellness, lifestyle integration, and branded experiences are reshaping the segment, reflecting a shift toward richer, more experiential indulgence.
Meetings with a Sense of Place
Meeting planners increasingly value destinations with cultural, culinary and experiential appeal, not just infrastructure. Deloitte research highlights this “experience-first” shift, and Northstar’s PULSE Survey shows planners are prioritizing immersive local engagement even as cost concerns persist.
Deeper Connections through Cultural Travel
Cultural and heritage travel is rising, with Condé Nast Traveler reporting growing demand for storytelling and place-based authenticity. Literary tourism alone is valued at $2.4 billion globally (Thrillist), and America 250 in 2026 will further elevate heritage-driven itineraries.
Murals as Magnets
The art tourism market is projected to reach $47 billion by 2030 (Virtue Market Research). Murals are particularly magnetic: the Global Urban Arts Report found mural-rich neighborhoods saw a 12% tourism lift in 2024, reflecting travelers’ desire for immersive, photogenic cultural touchpoints.
Experience drives Wine Tourism
Although U.S. alcohol consumption has declined to near 90-year lows (Gallup), wine tourism continues to grow. Future Market Insights projects the market will triple to $359 billion by 2035, driven by demand for tastings, vineyard visits, and immersive food pairings. Condé Nast Traveler adds that regions are diversifying with culinary and wellness offerings to engage broader audiences.
Sports Tourism is About More than Spectators
Valued at more than $550 billion (Expedia Group), sports tourism continues to surge. Sports Business Journal notes that beyond megaevents like the Super Bowl and FIFA World Cup, participation travel, such as youth tournaments, endurance races, and cycling festivals, fuels highengagement demand through 2026.
Travelers Opt Outside
Nature-based travel remains strong, with Condé Nast Traveler citing growth in inclusive adventure and women-led exploration. Priceline’s 2025 report shows 67% of Gen Z prefer smalltown and countryside escapes, underscoring the “townsizing” trend toward authenticity, sustainability, and slower-paced discovery.
AI Redefines Travel Planning
AI is transforming trip planning as DMOs adopt chatbots and itinerary tools (Skift). Yet risks loom: Forbes (April 2025) reports AI Overviews can slash organic traffic by 15–64%, making direct engagement via DMO websites and curated tools critical to visibility.
FY2025-26 BUSINESS PLAN & BUDGET
Budget Snapshot
See Monterey’s budget is projected to grow by approximately 10% in FY2025–26, driven by the planned increase in the MCTID assessment. This additional funding will enable the organization to further advance its strategic priorities by expanding into new and under-tapped markets, strengthening its presence in the luxury travel segment, and elevating its groups and meetings strategy.
Expense
Business Development
County of Monterey $1,913,494
City of Monterey* $1,759,463
City of Carmel-by-the-Sea $237,981
City of Pacific Grove $171,081
City of Seaside $116,830
City of Salinas $120,000
City of Marina $130,000
City of King City $12,500
City of Soledad $7,054
Subtotal
County of Monterey $2,682,494
City of Monterey $4,166,729
City of Carmel-by-the-Sea $630,297
City of Pacific Grove $471,583
City of Seaside $432,843
City of Salinas $405,994
City of Marina $380,003
Subtotal TID $9,227,505
Business Development Programs $115,618
$477,350
Relations $364,500
Fees $456,456
& Talent $1,784,852
Marketing Communications $6,724,678
Relations $381,333
$1,850,280
Expenses $13,713,951
*City of Monterey revenue projection factors in $350,000 annual give-back for costs associated with Monterey Conference Center renovation.
MARKETING COMMUNICATIONS
Extending See Monterey’s Reach
With significant product growth ahead, See Monterey has both the opportunity and responsibility to carry the Monterey County brand into new markets and inspire fresh demand. The imperative is clear: ignite awareness, build familiarity, and foster brand preference that translates into visitation. Equally important is reaching audiences who have never considered Monterey County before, revealing experiences they didn’t know they were seeking.
In 2025–26, See Monterey’s marketing and communications program is designed to expand geographic reach, engage new traveler segments, and reinforce the county’s unique identity. Datadriven insights guide strategies across paid media, public relations, owned content, and partnerships — ensuring Monterey remains top-of-mind in an increasingly competitive and fragmented travel landscape.
Sweep to the East
See Monterey aims to reach those who have never considered Monterey County before.
MARKETING COMMUNICATIONS
Strategic Priorities
SWEEP TO THE EAST
Extending
See Monterey’s Reach
Targeted Event Development & Promotion
Further Develop Regional Identities
Reinforce Key Content Pillars
• Expand Market Reach: Launch advertising in Texas and Midwest cities while carrying brand marketing deeper into high-potential markets nationwide.
• Target High-Value Audiences: Focus investment on leisure travelers and meeting planners with the greatest potential for return.
• Amplify Awareness: Grow social media engagement and execute targeted PR campaigns, including large-scale broadcast integrations, to tell Monterey’s story on a broader stage.
• Advance Event Strategy: Maximize the impact of existing events while attracting new ones during need periods.
• Strengthen Marquee Partnerships: Leverage events at WeatherTech Raceway Laguna Seca and Pebble Beach to drive visitation and brand awareness.
• Activate on Global Stages: Promote around Super Bowl 60 and the FIFA World Cup to position Monterey County with new audiences.
• Showcase Regional Appeal: Highlight the distinct selling points of each Monterey County jurisdiction for both leisure and group travelers.
• Expand Digital Storytelling: Grow content that disperses travel across the county, supported by AI-powered trip planning and personalized itineraries.
• Enhance Visitor Tools: Integrate interactive maps on SeeMonterey.com to connect travelers with local attractions, parks, and businesses.
• Nature: Promote scenic beauty and responsible travel through The Right Path campaign.
• Wellness: Highlight wellness experiences, from luxury spas to nature immersions.
• Culinary: Showcase culinary tourism with chefs, winemakers, influencers, and partnerships.
• Road Trips: Advance HOW 2 HWY 1 to reframe Highway 1 and drive exploration of Salinas and the Salinas Valley.
• Arts & Culture: Elevate storytelling around arts, history, and culture to highlight Monterey’s distinct character.
• History & Heritage: Celebrate Monterey County’s rich past and connect visitors to authentic roots.
Drive Demand in International & Luxury Segments
• Sustain Awareness: Maintain momentum in key international markets including Canada, Mexico, and the UK.
• Leverage Partnerships: Collaborate with Visit California and Brand USA to extend reach and amplify messaging.
• Target Consumers: Deploy direct advertising in priority international markets as conditions allow.
• Grow Luxury Reach: Expand the Seek & Find campaign into new domestic markets and international consortia.
• Amplify PR: Drive luxury coverage through trade shows, media appointments, and influencer hosting.
Goals & KPIs
The Marketing Communications program goals and KPIs provide a clear roadmap for success, aligning priorities across marketing, media, web, and groups and meetings. This year, Engaged Web Sessions and Engaged Social Audience Growth have been elevated to better track month-over-month effectiveness alongside the twice-yearly Intent to Visit score.
New KPIs—referral traffic from PR efforts and website impressions—signal a proactive shift in measurement strategy, reflecting evolving digital behaviors and the growing impact of AI-generated search results on traditional website session volume. Goals
*SMARI Marketing Impact Study indicates the ability of See Monterey’s marketing and communications programs to influence travelers’ intent to visit the destination
MARKETING COMMUNICATIONS
Paid Media Strategy
Paid media is See Monterey’s largest investment and most effective driver of awareness, concentrated on high-performing platforms like Google and Meta, and extended through Connected TV and digital display to reach new an under-tapped markets in a cost-efficient way. Guided by the MCT 2030 framework, the bold “sweep eastward” strategy expands beyond the West Coast into priority markets. The addition of Chicago and Austin plants a strong flag in the Midwest, strengthens Texas presence, and lays groundwork for future air service opportunities. Supported by targeted PR, social, and demandgeneration, these markets extend reach while improving conversion. Continuous optimization ensures every dollar works harder—maximizing ROI and positioning Monterey County to connect coast to coast. For Group and MCC, the strategy centers on proven tactics that drive efficiency and consistency. Investments target the strongest drivers of conversions and engagement, with emphasis on highperforming digital formats. To extend reach and support Business Development goals, budget also targets niche segments like C-Suite decision-makers and the growing SMERF market—ensuring Monterey County stays visible year-round in priority markets while delivering measurable results.
Markets: Fly & Drive New Markets: Chicago, Austin
Markets: Fly & Drive
Primary: Corporate, Association and SMERF Meeting Planners
Secondary: Decision Makers (C-Suite)
Markets:
Primary: Fly & Drive
Additional Markets: Chicago, Washington DC, NYC, National
Campaign Overview
See Monterey’s budget is projected to grow by approximately 10% in FY2025–26, driven by the planned increase in the MCTID assessment. This additional funding will enable the organization to further advance its strategic priorities by expanding into new and under-tapped markets, strengthening its presence in the luxury travel segment, and elevating its groups and meetings strategy.
MARKETING COMMUNICATIONS
Public Relations Strategy
See Monterey’s public relations strategy is designed to generate measurable results by driving destination awareness in priority markets and converting that awareness into visitation. Through compelling media coverage, the strategy positions Monterey County as both aspirational and accessible, introducing the destination to broader leisure and group travel audiences while reinforcing its unique identity and values.
• Reinforce the Narrative: Position Monterey County as a must-stay, multi-day destination.
• Expand Media Reach: Share stories from across all regions to showcase the county’s full diversity.
• Amplify Sustainability: Highlight authentic sustainability practices that demonstrate leadership and credibility.
• Leverage Partnerships: Collaborate with local partners to deliver genuine perspectives that resonate with travelers.
•Build Community: Humanize the brand by elevating local voices and fostering connection and belonging.
Owned Content and Social Strategy
See Monterey’s content and social media strategy is designed to deliver measurable impact by increasing visibility and awareness of Monterey County as a premier leisure destination. Through captivating short-form video, trend-driven storytelling, and authentic engagement, the strategy deepens connections with both visitors and locals, driving higher retention, stronger engagement, and ultimately greater travel consideration.
• One Unified Voice: Integrate social media with public relations and paid media to ensure cohesive, consistent storytelling that amplifies reach and results.
• Power Up with Partners & Local Creators: Collaborate with local content creators to deliver authentic stories that capture the true spirit of Monterey County and inspire visitation.
• Embrace Innovation: Stay agile, experimental, and responsive to evolving digital platforms to maximize visibility and performance.
• Encourage User-Generated Content: Build a welcoming online community that inspires travelers to share experiences, humanizing the brand and broadening its reach through authentic, peer-driven storytelling.
Scan for See Monterey’s full FY 2025-26 Content Calendar
Cruisin’ California
en ægte amerikanerbil
SeeMonterey.com
Launched in December 2024, the new SeeMonterey.com marked a major milestone in advancing See Monterey’s digital presence – and won awards for it. The integration of MindTrip AI has elevated the platform to a new level of personalization and customization, providing travelers with unprecedented tools to design experiences tailored to their interests and needs. Ongoing enhancements ensure the site continues to surpass user expectations, embrace innovation, and drive objectives.
Key areas of continued focus include:
• User-Friendly Navigation: Optimize load times, content structure, and site flow to increase engagement and reduce bounce rates.
• Digital Innovation: Align with Google’s evolving guidelines and AI tools to safeguard visibility, sustain traffic, and grow discoverability.
• Advanced Technology: Expand dynamic design and interactive features to boost time on site and encourage deeper exploration.
• AI Trip Planning: Enhance the AI-powered itinerary tool with MindTrip to drive higher personalization, trip bookings, and visitor satisfaction.
• Marketing-Driven Optimization: Continuously adapt content and functionality to improve campaign performance and ROI.
Major Initiatives
Regional Identities: Position each region as a sub-brand and elevate its stories through video and digital content, helping travelers discover Monterey County’s full breadth.
Leverage “Mega Events”: Align promotions with Super Bowl 60, the AT&T Pebble Beach Pro-Am, and the FIFA World Cup to capture visiting fans and expand global exposure.
Group and Meetings Media FAM: Host a meetings media FAM to demonstrate the county’s versatility for everything from corporate retreats to conventions.
Monterey 1,000: Showcase the region’s history, culture and landscapes through diverse stories that honor the past while celebrating the present.
Another Day in Monterey County: Relaunch countywide hotel promotion with a Buy 2, Get 1 Free offer, driving off-peak room nights through strong incentives and integrated marketing.
Art + Mural Tourism: Develop an arts tourism initiative that connects art and visitors through digital tools, promoting cultural exploration across the county.
Brandtailing is the integration of brand building and retail activation –using storytelling to strengthen awareness and preference while simultaneously driving immediate sales. It balances long-term brand value with shortterm results.
Group business development is vital to Monterey County’s mix, with the top priority on winning new meetings and conferences while strengthening existing relationships. By leveraging trade shows, direct planner connections, and key partnerships from MPI to Maritz, Business Development Executives are driving high-value leads, securing compression-driving bookings, and delivering stronger results for hotels and resorts across the region.
Key Focus Areas for the Year Ahead:
Winning NEW Business:
Aggressively pursue new meetings and conferences to grow demand, fill need periods, and deliver greater economic impact.
Citywide Event Strategy:
Secure large-scale events that drive broad compression and maximize benefits across the destination.
Enhanced Attendee
Engagement: Expand client services and resources to inspire attendees, extend stays, and increase overall visitor spending.
Group travelers generate 158% more value than leisure visitors – filling rooms midweek and off-season and extending stays that amplify economic impact.
Strategic Priorities
Grow NEW Business
Increase In-Market Visits
Show Up Bigger
Incentivize Meetings
maintain Global Momentum
Target untapped SMERF and sports segments with tailored outreach and compelling value propositions that position Monterey County as the ideal host destination.
Strengthen planner relationships by expanding presence at key events, hosting immersive FAM tours, and converting interest into confirmed bookings.
Maximize ROI at tradeshows by investing in brand-forward booth designs, interactive experiences, and comprehensive pre- and postshow engagement.
Use targeted incentive programs to attract business in need periods, balancing seasonal demand and driving greater economic impact for local hotels, venues, and businesses.
Grow international visitation by deepening trade partnerships, activating market-specific promotions, and participating in targeted international events.
Tactical Considerations for Group Business Development
Continuing
New & Expanded
• Partnerships with Key Industry Accounts: HelmsBriscoe, Cvent, Maritz and others
• Sales Co-ops in direct flight markets: LA/Orange County, Phoenix, Denver, Dallas/Houston
• Group incentive that targets new and mid-week business
• Supporting site tours with air/hotel/itinerary planning
• Stay the course with international travel trade and luxury initiative
• Show up bigger at major industry events: IMEX, PCMA, MPI WEC
• In-Market Events: All Things Meetings, BCD Travel and Pebble Beach Food and Wine FAM
• Attend SMERF tradeshows to grow leads for need time periods (RCMA, ASAE)
• Lean into SITE, PCMA and CEMA in further out markets to grow awareness
• Set up lunch and learns for Bay Area corporate clients
• Luxury travel agent activations in Los Angeles, Texas and New York
Showing Up Bigger
The Business Development team will expand presence and influence through targeted memberships, industry events, and hosted experiences. By showing up bigger, Monterey County builds credibility, strengthens relationships, and wins more of the business that drives economic impact.
Another way See Monterey shows up bigger is laying Group marketing directly into this strategy, creating visibility and demand that flow into the sales pipeline. Through targeted paid media, PR and digital content, the Meet in Monterey brand reaches corporate and association planners with tailored messaging during peak sourcing periods. A new SMERF campaign will expand reach into segments that align with need periods, while a parallel Monterey Conference Center campaign will focus on association, corporate, and C-suite audiences. Research shows the most effective approach is a one-two punch: first, in-person engagement at trade shows and client events, followed by brand advertising that reinforces awareness and drives planners online. Together, this integrated approach ensures marketing and sales efforts work in lockstep—delivering qualified leads, stronger conversions, and measurable economic impact.
Keys to Success
Industry Events & Exposure
Host key events, FAM tours and client activations to showcase Monterey County’s capabilities and engage planners.
Global Representation
Strengthen reach in priority markets including the UK, Europe, Mexico, Canada, and China.
Promotions & Incentives
Drive extended stays through “One More Night” offers and tailored promotions.
Sustainability Leadership
Highlight stakeholder efforts with updated collateral, ecoconscious gifts, and industry participation.
Exclusive Activations
Create memorable client experiences tied to Monterey County’s signature events.
Prospecting & Trade Marketing
Leverage platforms like Cvent Navigator, AI tools, and targeted campaigns to identify, attract, and convert new business.
Monterey Conference Center (MCC) Strategic Focus
The MCC is a critical driver of group business, generating demand that fuels surrounding hotels and hospitality partners. Backed by See Monterey’s sales and marketing leadership — which delivered significant impact in the past year — this year’s focus is on strengthening collaboration, streamlining booking processes, and elevating MCC’s profile with key planners, turning visibility into higher lead volume, stronger conversion, and more compression and more bookings for the destination.
Areas of Focus:
• Cross-Team Alignment: Present one seamless sales front.
• Capacity Visibility: Promote MCC’s large-scale meeting capabilities through the Monterey Conference Connection
• Sales Process Enhancement: Simplify workflows, boost conversion.
• FLY-SEE-BOOK Program: Continue initiative that attracts planners for site inspections to increase destination consideration.
• Targeted FAM & Client Events: Execute curated tours and engagement events aimed at securing large-scale group business.
• Marketing Support: Support Business Development team activities and amplify sales efforts with integrated campaigns.
Hold Business Development Executives accountable with marketand territory-specific goals.
Prioritize quality over quantity to secure high-conversion, highimpact business.
Concentrate on the highest-potential segments, aligning resources for maximum return. Tour
Generate 2,500+ engagements to secure referrals, new operator product, and expanded travel agent knowledge.
BUSINESS DEVELOPMENT
Business Development by Group & Travel Trade
The Business Development team takes a targeted approach, focusing on priority regions and high-value industry segments, while working closely with hotel partners at every level. Executives travel nationally and internationally to strengthen relationships and collectively drive new business for the destination.
BDE
Central/Northern California, Pacific Northwest
Rick Hud Midwest, East Coast
Joe Marcy Southern California, Nevada, International
Sales Activity in Monterey County
• Concours Cars & Culinary FAM
• All Things Meetings
• BCD Collective FAM
• Maritz SMM Leadership Summit FAM
• Pebble Beach Food & Wine Client Event
Kayce Boettcher Southwest, Southeast
Also Activating in These
• California & Southwest
• Pacific Northwest
• Texas & Southeast
• East & Midwest
• International/U.S. Territories
Markets:
Michelle Pearce MCC Legacy Accounts
David Carter Travel TradeInternational & Luxury
LUXURY COLLECTION INITIATIVE
PEBBLE BEACH
Monterey County boasts one of the world’s most diverse collections of luxury experiences: from the cliffside serenity of Post Ranch Inn and Alila Ventana Big Sur, to the wine-country elegance of Bernardus Lodge & Spa and Carmel Valley Ranch, to the quaint charm of Carmel-by-the-Sea properties like La Playa, L’Auberge and Carmel Beach Hotel, to the storied offerings of Pebble Beach Company. This rare breadth—spanning oceanfront, wine country, wellness, culture, and golf—sets Monterey apart globally.
See Monterey’s integrated marketing and sales program builds on this unique canvas, leveraging storytelling, digital-first media, and sales outreach that showcases curated experiences across luxury segments.
Luxury-Focused Marketing Strategies
• “Seek & Find” Campaign: A targeted advertising campaign aimed at high-income, experience-seeking travelers.
• IMM Luxury Media Event: Participation in leading media events to secure premium editorial coverage.
• Strategic Brand Partnerships: Collaborations with like-minded luxury brands to enhance awareness and prestige.
• Curated Influencer & Media Hosting: Personalized experiences for top-tier influencers and travel journalists to generate high-impact, authentic content.
Luxury-Focused Business Development Strategies
• Luxury Network Partnerships: Engagement with luxury consortia and preferred partner programs to expand sales reach.
• ILTM Attendance: Presence at the International Luxury Travel Market (ILTM) to build relationships with global luxury travel buyers.
• Regional Travel Agent Activations: Targeted outreach and training sessions with top-performing luxury travel advisors in key feeder markets.
• Focus on Luxury Group Planners: Leveraging new partnerships to grow luxurylevel group business
INTEGRATED INTERNATIONAL STRATEGY
See Monterey remains committed to attracting international visitors, recognizing their long-term value to Monterey County’s tourism economy. Current headwinds—including a strong dollar, negative sentiment, and amplified coverage of natural disasters—have impacted travel, and international visitation to the U.S. has softened dramatically. Yet Monterey County has remained resilient by delivering exactly what global travelers seek in a California experience—inspiring landscapes, authentic culture, and unforgettable adventures.
International visitors are among the highest per-night spenders, making them a strategic priority for FY 2025-26. While forecasts suggest a slower recovery than once anticipated, this period provides an opportunity to strengthen presence in established markets and possibly expand into higher-growth regions such as Asia Pacific, positioning Monterey County to capture demand as global travel rebounds.
Market
Core Markets
Opportunity Markets
United Kingdom
Strategy and Key Tactics
• Maintain Travel Trade and PR representation
• In-market programs
• Proactive media and trade FAM hosting
• Paid advertising
Canada and Mexico
Asia Pacific (China, Korea, Japan)
India
Western Europe
• Proactive Media and Trade FAM hosting
• Deliberate messaging to project welcoming posture
• Visit California sales mission and events
• Lay groundwork for representation
• Opportunistic FAM hosting
• Visit California Sales and Media mission
• Opportunistic FAM hosting
• Brand USA and Visit California missions and events
• Opportunistic FAM hosting
COMMUNITY RELATIONS
Monterey County’s tourism economy thrives on passionate hospitality professionals, local businesses and engaged communities that create unforgettable visitor experiences. The Community Relations team connects the tourism industry with the broader community, building partnerships that support both visitors and residents. In the year ahead, the program will deliver stronger membership services, hands-on sales and marketing workshops, deepen regional partnerships, and expand strategic outreach to align stakeholders. These efforts will further unite the industry, improve quality of life for residents, and sustain a vibrant, world-class visitor experience.
Key Strategies
1. Community Engagement
• Broaden campaign reach with new education and speaking platforms
• Strengthen partnerships to tackle traffic, housing, and other key issues
2. Membership Growth & Development
• Drive greater membership through sustained outreach
• Expand workshops to boost industry knowledge and skills
3. Destination Services
• Upgrade planning tools to improve the visitor experience
• Deepen collaboration with visitor centers for consistent service
PINNACLES NATIONAL PARK, SOLEDAD
See Monterey Membership: FREE for All Hospitality Businesses
See Monterey’s membership program provides hospitality businesses with opportunities to grow visibility and strengthen Monterey County’s position as a premier destination. Membership is free for businesses in investing jurisdictions.
Member Benefits
• Visibility: Listings on SeeMonterey.com, AI Trip Planner, and App — reaching millions of visitors.
• Promotion: Spotlight for events and specials — driving traffic and engagement.
• Sales & Marketing: Participation in co-ops, blogs, social, media pitching, trade shows, planner referrals, and group requests — generating awareness and direct bookings.
• Engagement: Virtual Meet-a-Members and site visits — building stronger industry connections.
• Education: Wayfinding Workshops — practical tools to grow revenue and competitiveness.
MONTEREY
FINANCE, OPERATIONS, HR & ADMINISTRATION
The foundation of See Monterey rests on Financial Management, Human Resources, Operations, and Governance. Together, these functions operate as an integrated service unit within a dynamic sales, marketing, and community relations organization. Building on last year’s transformation of critical systems and processes, this year emphasizes further advances in efficiency and strategic alignment.
Key Areas of Focus
• Fiduciary Responsibility: Safeguarding resources through rigorous financial oversight, prudent budgeting, and responsible stewardship of jurisdiction investments and the MCTID assessment.
• Cultivating Culture: Fostering an inclusive, safe, and engaging workplace where team members feel valued and empowered.
• Modernizing Systems: Expanding digital tools in Finance, HR, Operations, and Governance to improve efficiency, transparency, and sustainability.
• Aligning Strategy: Ensuring systems and resources support See Monterey’s long-term vision and community impact.
• Operational Excellence: Building on last year’s transformation to streamline processes, strengthen accountability, and enhance service to partners.
Team & Board Development
See Monterey’s success rests on the dedication of its team and the leadership of its Board. In the year ahead, both will follow distinct development tracks designed to strengthen organizational culture, sharpen governance, and enhance the impact of the destination’s collective work. Together, these efforts will ensure See Monterey is positioned to deliver uncommon success for its partners, community, and visitors.
• More immersive Board and Committee meetings
• Stronger engagement with the Executive Committee
• Board Effect: Deployment of a centralized platform to streamline communications, improve document management, and ensure Brown Act compliance and other regulatory obligations
• A mid-year Board Workshop to strengthen leadership
• Expanding See Monterey’s award-winning culture with a new wellness program in partnership with Montage Health
• A mid-year Team Summit to build alignment and energy
• Implementation of the See Monterey Way for leadership and professional development
