Issuu

MONTEREY

FY2026–27 BUSINESS PLAN

SEEMONTEREY.COM

KING CITY

FROM THE CEO Dear Stakeholders, Five years ago, our focus was on rebuilding. Today, we are in a position to redefine what is possible. Together, we have rebuilt Monterey County’s tourism economy, expanded our reach and resources, and created a more connected approach to growing and managing tourism. Visitor spending, tax revenue and hospitality employment are at record levels, while Monterey County Tourism 2030 provides a shared framework for sustaining that momentum responsibly. That progress is significant. But it is also the foundation for something bigger: unlocking tourism’s full potential to strengthen our economy, communities and quality of life. Few destinations can match Monterey County’s combination of natural beauty, history, culinary experiences, events and distinctive communities. Our opportunity now is to connect those strengths more intentionally, think more boldly and pursue possibilities no single organization, business or jurisdiction could achieve alone. As we grow, we must also protect what makes that growth possible. A sustainable tourism economy balances economic vitality with responsible travel, protection of our natural and community assets, and an enduring commitment to residents’ quality of life. That will require aspiration, deeper collaboration and a shared vision of tourism as more than an industry – but as a powerful contributor to Monterey County’s long-term prosperity. FY2026–27 is a launch point. We will expand into new markets, introduce Find Your Way Here 2.0, grow highvalue leisure, luxury and group business, deepen our international presence, advance responsible travel, strengthen year-round events and invest in better research, technology and measurement. But our sights extend well beyond a single year. The next five years can be even more transformative than the last five. More hotel rooms are coming. New audiences are within reach. Technology is reshaping how people discover destinations. Global events will bring unprecedented attention to California. And across Monterey County, opportunities exist to create new experiences, stronger connections and greater value for our communities. See Monterey must do more than market a destination. By aligning ideas, ambition and resources around a shared vision, we can help shape a future where tourism grows responsibly, strengthens our communities and protects the extraordinary place that makes it all possible. I believe Monterey County tourism’s most exciting chapter is still ahead.

Rob O’Keefe President & CEO, See Monterey

2026-27 BUSINESS PLAN

Inside The See Monterey Way . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 MCT 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 FY2026–27 Business Plan & Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Budget Snapshot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Marketing Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Business Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Community Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Finance, Operations, HR & Administration . . . . . . . . . . . . . . . . . . . . . . 34

BIG SUR

THE SEE MONTEREY WAY

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 6

PEBBLE BEACH

See Monterey is committed to ensuring all members of the organization feel welcome and have an equal opportunity to connect, belong and grow. Scan to meet the See Monterey team, Board of Directors, Advisors and Committees.

MCT 2030

MONTEREY COUNTY TOURISM

2030

ROADMAP

In 2024, See Monterey introduced Monterey County Tourism 2030 (MCT 2030), a strategic roadmap designed to ensure the long-term strength of Monterey County’s tourism economy and guide destination growth through the end of the decade. Developed as the county prepared for nearly 1,000 new hotel rooms, more than 300 of which have opened in the past year, MCT 2030 provides a framework for managing growth responsibly. As new development continues, the plan focuses on growing demand, strengthening the visitor experience, protecting what makes Monterey County special and ensuring tourism delivers lasting economic and community benefits.

Destination Impacts* The tourism economy grew in overall visitor spending in 2025 – setting the highest level ever for visitor spending, tax revenue and hospitality employment.

Overall Visitor Spending

$3.3 billion

4.0%

Hospitality Employment

27,760 jobs

1.0%

Tax Revenue

$346 million

6.0%

Looking ahead, See Monterey will continue advancing programs aligned with MCT 2030’s managed growth themes. Maximizing the destination’s long-term potential will require unprecedented collaboration, with See Monterey serving as a contributor, catalyst and connector across both the tourism industry and the broader community. *Source: Dean Runyan Economic Impact Study, Calendar Year 2025

Scan here for the full version of MCT 2030

2026-27 BUSINESS PLAN

SITUATION ANALYSIS

In Summary The August 2026 Industry Update & Forecast from Tourism Economics points to a travel outlook that is steadily improving, with modest domestic growth, continued strength in hotel performance and visitor spending, but a slower and uneven recovery in international and business travel. • National hotel occupancy is expected to improve in 2026 but remain just below 2019 levels until 2027, while ADR and RevPAR continue to grow. • Domestic visitation is forecast to grow 1.7% in 2026, with business travel volume slightly outpacing leisure growth. • International visitation remains down 4.3% YTD and below pre-pandemic levels, with recovery continuing to vary significantly by source market. • California is outperforming national hotel trends, with RevPAR up 8.9% YTD, compared with 4.8% nationally, while statewide visitation and spending are expected to grow steadily through 2030. • Business travel continues to lag, particularly in California, where it is not expected to exceed 2019 levels until after 2030. Monterey County continues to outperform broader trends, with hotel demand outpacing supply and room revenue forecast to grow 3.9% in 2026. Group business is an even brighter spot, with bookings 45% ahead of pace for 2026 and 95% ahead for 2027. Looking ahead, growing demand from highincome travelers and consumer preferences for effortless, restorative and emotionally comforting travel should align strongly with Monterey County’s positioning and strengths.

National Travel Indicators & Forecasts U.S. Hotel Forecast • U.S. hotel occupancy is expected to improve in 2026 but won’t fully recover to 2019 levels until 2027, while ADR and RevPAR growth is expected to accelerate Occupancy Index Index (2019=100)

ADR Index

RevPar Index

Index (2019=100)

100 64 88 97 98 99 98 99 100 100 79 95 114 119 121 122 125 126 100 52 83 108 113 116 117 119 121

19 20 21 22 23 24 25 26 27

Source: Tourism Economics & Costar

International Forecast California’s international visitation is expected to strengthen in 2026, though recovery remains uneven across key source markets. Western Europe continues to show modest growth, while the United Kingdom is forecast to grow 2%. Across key Asian markets, China and South Korea are projected to grow 4%, Japan 2%, while India is forecast to decline 4%. These trends reinforce the opportunity to maintain investment in established European markets while strategically expanding Monterey County’s presence across Asia as international demand continues to rebuild.

Revised International Spending Forecast – June 2026 (indexed to 2019) 100

100

100 88

104

50 21

2019

2020

2021

2022

2023

2024

2025

2026

Source: Tourism Economics & U.S. Travel Association

Meetings and Events Forecast Domestic group demand remains resilient, but booking behavior continues to shift toward shorter lead times. As of June 2026, 50% of meeting planners were booking venues just seven to nine months in advance—nearly double the share seen during the same period in 2024 and 2025. While DMO room nights on the books begin to trail last year’s pace in Q4 2026, they remain ahead of two-year historical levels through Q2 2027. This evolving booking pattern reinforces the importance of maintaining strong near-term sales activity and flexibility to capture more in-year group opportunities.

DMO Room Nights on the Books (Pace for future dates vs. previous year) 26Q2

26Q3

26Q4

27Q1

27Q2

27Q3

27Q4

Same time two years ago Same time last year Source: Simpleview CRM

-0.08 % -3.2 %

-1.9 % -2.5 %

1.3 % -0.06 %

4.5 % -3.1 %

3.3 % -1.4 %

1.4% -5.7 %

6% 4.1%

14.4 %

26Q1

2026-27 BUSINESS PLAN

BRAND UPDATE SITUATION ANALYSIS

California Travel Indicators and Forecasts California’s tourism outlook remains positive, with visitation and visitor spending expected to grow steadily through 2030. In 2026, the state is forecast to welcome 275 million visitors, generating $166.6 billion in spending, increasing to more than 300 million visitors and nearly $200 billion in spending by 2030.

Travel Visitation (in millions) 269.5 271.4 275.5 300

282.5

289.2

287.7

293.8

18.9

19.7

296

304

16.5

16.8

17.5

18.2

251

255

258

265

271

2024

2025

2026

2027

2028

2029

2030

Travel Spending (in $ billions) 156.2 158.8 166.5

172.0

179.2

187.4

196.1

200

32.2

34.1

$155.2

$162

2029

2030

200

16.5

International Domestic

100 0

25.6

26.6

28.4

30.3

$110.2

$133.4

$139.9

$143.6

$148.9

2024

2025

2026

2027

2028

International Domestic

100

Source: Visit California & Tourism Economics

California International Forecast International visitation to California is expected to improve in 2026, but not enough to offset 2025 losses. Visitation from Mexico and Canada is forecast to grow 3% each, following significant declines last year, while the Middle East is projected to see the largest decrease at 20%.

California 2026 International Volume Forecast (with year-over-year change) 8,000

8,651 7,933

718

1,415

643

622

613

419

417

415

389

382

193

155

152

-4%

-20%

MEX MEX (Land) (Air)

CAN

IND

CHN

GBR

JAP

AUS

FRA

DEU

KOR

ITA

NOR

SAU/ MIDDLE ME EAST

6,000 4,000 2,000 0

MEX

Source: Visit California & Tourism Economics

CASTROVILLE

2026-27 BUSINESS PLAN

BRAND UPDATE SITUATION ANALYSIS

Monterey County Travel Indicators and Forecasts Monterey County Hotel Forecast Monterey County’s hotel outlook has strengthened, with room revenue now forecast to grow 8.9% in 2026, up significantly from the prior forecast of 3.9%. Hotel demand and average daily rate (ADR) have performed better than expected compared with the March 2026 forecast, resulting in upward revisions across the forecast period. Looking ahead, room revenue growth is expected to moderate in 2027 to 2.0%, slightly below the previous forecast of 2.7%.

Monterey County Meetings and Events Forecast Monterey’s group business outlook remains strong, with room nights generated by See Monterey’s sales team growing 40% from 2023 to 2025. Forward demand is equally encouraging, with booking pace exceeding targets and a strong pipeline of definite business secured for future years. While economic uncertainty continues to lengthen decision timelines, Monterey’s appeal and established group base position the destination for sustained performance.

Definite Room Nights vs. Pace Target

Definite Room Nights Pace Target Historical Average (36K)

Source: Lodging Analytics Research & Consulting Costar Source: See Monterey, Costar and Tourism Economics

Monterey County Competitive Set Monterey County competes across a wide spectrum, from smaller premium leisure destinations to large, wellfunded convention markets. Its advantage is not scale, but the concentration of iconic scenery, luxury, culinary, outdoor recreation and world-class experiences within one destination.

Leisure Competitor Set • Together, Napa and Sonoma are Monterey County’s strongest Northern California competitors for affluent leisure travelers, combining wine, culinary, luxury, wellness and outdoor experiences. Their combined annual budgets total approximately $18.2M (Visit Napa Valley: $9.2M; Sonoma County Tourism: $9.0M). • Santa Barbara: A direct coastal competitor, combining luxury lodging, wine, culinary and outdoor experiences with strong Southern California awareness. Annual budget: ~$10.5M. • San Luis Obispo County: A growing Central Coast competitor at a more accessible price point, supported by continued lodging and destination investment. Annual budget: ~$10.2M.

Group & Meetings Competitors • San Francisco and San Jose: Major Bay Area competitors with extensive convention infrastructure, hotel inventory, air access and sales reach. Combined annual budgets total approximately $37M (San Francisco Travel: $30.7M; Visit San Jose: $6.5M). • San Diego: Competes through unmatched scale, air access and extensive resort and convention inventory. Annual budget: ~$58.6M. • Greater Palm Springs: Resort density, meeting inventory and need-period focus make it a strong group competitor. Annual budget: ~$33.3M. • Monterey County also competes with California group markets like Anaheim, Long Beach and Sacramento.

Strategic Implications • Compete on experience, not scale. Lead with Monterey County’s iconic coast, luxury, culinary, outdoor and cultural experiences. • Target value, not volume. Prioritize higher-spending travelers, longer stays and need periods. • Own small-to-midsize meetings. Win through exclusivity, immersive experiences and destination ownership. • Use the whole county. Leverage diverse experiences to create unmatched itinerary depth. • Invest to stay competitive. Sustained marketing and sales investment is essential to protect share and drive demand.

DMO Annual Budget Per Room

2026-27 BUSINESS PLAN

TRAVEL TRENDS & OPPORTUNITIES High Income Traveler Growth

High-income travel is growing, with $200K+ households accounting for more than onethird of U.S. lodging spend. While an important opportunity, Monterey County must balance higher-value segments with broad appeal, as roughly two-thirds of its room inventory is limitedor select-service.

Building a Strong Foundation of Domestic Leisure Travel

International inbound travel is not expected to fully recover until 2029, with progress varying by market. Canadian visitation is projected to grow 6.6% in 2026 but remain below previous levels. With global travel influenced by policy, sentiment and geopolitical conditions, domestic leisure remains increasingly important.

Responsible Travel Becomes a Business Imperative According to Booking.com, 85% of travelers value sustainable travel and 69% want to leave destinations better than they found them. Responsible travel protects natural resources, strengthens community support and long-term tourism performance.

Inspire Leisure Travel with Relaxation, Comfort and Wellness

Travelers are increasingly seeking easy, restorative experiences that reduce stress and support wellbeing. They are embracing slower, more intentional travel, with less screen time and deeper connections to nature, culture and place. Wellness is also evolving beyond pampering to focus on sleep, recovery, nutrition and long-term health.

Evolution of Influencers

Influencer fatigue is real, but impact remains strong: 60%+ of travelers use social media for inspiration and 70%+ say influencers affect travel decisions. The opportunity is shifting from more influencers to better creators with credible voices and authentic storytelling measured beyond follower counts.

Laptop Lugging Returns as More Travelers Use Flexible Work to Extend Trips Remote work continues to reshape travel, creating a natural opportunity for See Monterey’s One More Night strategy. 57% of Millennials plan to work while traveling, while 80%+ of Millennials and Gen Z say remote work has changed how they travel. This shift toward longer stays and greater flexibility creates opportunities to encourage conference attendees to arrive early, stay late and extend business trips into leisure stays.

Pop Culture is Inspiring Getaways

Screens are the new travel guidebooks with buzzy movies and shows inspiring real-world trips. Cinematic walks, countryside routes and “seenon-screen” spots are drawing travelers in. The trend extends beyond screens to the written word, with “bookcations” and “readaways” gaining popularity. 55% of travelers have booked or would consider a trip inspired by a book.

Origin Travel

Travelers increasingly seek immersive food and wine experiences that connect them to farmers, fishermen, winemakers and local traditions. Monterey County can uniquely tell the story of land, sea, agriculture and craftsmanship behind every meal.

The Rise of the Multi-Stop Stay

According to Visit California, travelers increasingly build trips around multiple stops and experiences. Highway 1 positions Monterey County at the heart of an iconic road trip, creating opportunities to turn pass-through travel into longer stays and deeper exploration.

Sources: SMARI Situation Analysis and Trend Report; 2026 Deloitte Summer Travel Survey; Expedia Group 2025 Traveler Value Index; IAB 2025 Creator Economy Ad Spend & Strategy Report; Vogue, “How to Pull Off an Influencer Trip in 2026.

2026-27 BUSINESS PLAN

FY2026-27 BUSINESS PLAN & BUDGET

Budget Snapshot See Monterey’s budget is projected to grow by approximately 6% in FY2026–27, driven by higher occupancy levels and growth in the Average Daily Rate (ADR). This additional funding will enable the organization to further advance its strategic initiatives by expanding reach, increasing visibility in priority international markets and further elevating Monterey County’s luxury positioning with a focus on high earning, longer stay visitors. Revenue

Expense

Jurisdiction Investment

Group Sales & Service

County of Monterey

$2,019,475

Business Development Programs

$126,154

City of Monterey*

$1,800,000

City of Carmel-by-the-Sea

$292,947

Group Business Development Events

$1,345,445

City of Pacific Grove

$218,208

City of Seaside/Sand City

$151,243

Leisure Business Development Events

$464,181

City of Salinas

$120,000

Meeting Incentives

$100,000

City of Marina

$130,000

Group Marketing

$852,000

City of King City

$16,282

Operations & Talent

$1,804,997

Subtotal Jurisdiction Investment

$4,748,156

Total Group Sales & Services

$4,692,777

Revenue

Expense

Tourism/Hospitality Improvement District

Marketing Communications

County of Monterey

$2,822,247

Leisure Marketing

$3,664,905

City of Monterey

$4,291,219

International Marketing

$295,500

City of Carmel-by-the-Sea

$688,700

Luxury Marketing

$575,450

City of Pacific Grove

$559,690

Public Relations

$663,951

City of Seaside/Sand City

$593,845

Agency Fees

$208,368

City of Salinas

$416,246

Operations & Talent

$2,258,826

City of Marina

$395,483

$7,667,000

Subtotal TID

$9,767,431

Total Marketing Communications

Private Revenue

$151,600

Community Relations

$468,387

Total Revenue

$14,667,187

Administration

$1,833,107

Total Expenses

$14,661,269

* City of Monterey revenue projection factors in $350,000 annual give-back for costs associated with Monterey Conference Center renovation.

MARKETING COMMUNICATIONS

Building Awareness and Driving Demand See Monterey marketing communications efforts will build demand, strengthen Monterey County’s competitive position and drive overnight visitation across leisure, meetings, international and luxury markets in FY2026–27. This year will bring major momentum, from the launch of Find Your Way Here 2.0 to expanded culinary and wine storytelling, stronger meetings and sports marketing, deeper international reach and elevated luxury positioning. Guided by research and performance data, every effort will be focused on inspiring travel, increasing visitor value and delivering measurable economic impact.

MONTEREY

2026-27 BUSINESS PLAN

MARKETING COMMUNICATIONS

Strategic Priorities continue to extend see monterey’s reach

• Expand reach with sharper targeting. In addition to priority fly-and-drive markets, advertising will reach travelers nationwide who are actively showing intent to visit California, allowing See Monterey to find new audiences and markets while remaining highly targeted. • Grow social reach and engagement with content that inspires travel, supports the local community and builds stronger audience connections. • Expand visibility through PR with targeted regional, national and international media, to introduce Monterey County to new audiences and help drive demand for existing and new lodging supply.

reinforce responsible travel

• Embed responsible travel across nearly all visitor messaging, with heightened emphasis before, during and after the busy season. • Increase investment in The Right Path®, sharpening education around illegal and unsafe behavior along the Highway 1 corridor—from Point Lobos and Bixby Bridge through Big Sur—including the Bixby parking moratorium. • Expand pre-arrival and in-destination education across paid, earned, owned and partner channels to protect communities, natural resources and the visitor experience.

Leverage marquee events and global halo moments

• Develop coordinated marketing, public relations, social media and partnership activations around key moments, including Visit California Outlook Forum, U.S. Open at Pebble Beach, Super Bowl LXI in Los Angeles and the road to the LA28 Olympic and Paralympic Games.

strengthen research, insights and data-driven decision-making

• Launch a new Visitor Profile Study to provide an updated understanding of traveler demographics, motivations, behaviors, spending and satisfaction.

• Position Monterey County as an ideal destination to extend eventrelated travel through pre- and post-event stays.

• Sales deployment study to align resources with the highest-growth markets and most effective sales activities. • Enhance reporting and analytics to provide actionable insights that guide market selection, campaign optimization, content strategy, budget allocation and ROI measurement.

grow yearround event development

• Expand Monterey County’s year-round event portfolio by supporting existing marquee events and pursuing new sports, culinary, arts and cultural opportunities that drive high-value visitation and reduce tourism seasonality. • Collaborate with event organizers, venues and community partners to maximize event impact through strategic promotion, destination-wide engagement and performance measurement.

Evolving How Success Is Measured In FY2026–27, See Monterey will evolve performance measurement to reflect changing traveler behavior and the rise of AI-powered travel planning. Website engagement will remain an important indicator, with a goal of 1.4 million engaged sessions, but traffic alone will no longer define success. With 1 in 4 travelers now using generative AI for travel research, more than double two years ago, See Monterey will use a tool called Scrunch to track Monterey County’s visibility and presence in AI search and LLM recommendations. Core KPIs will continue to measure social engagement, intent to visit and marketing performance, while greater emphasis will be placed on outcome-based metrics that demonstrate the campaign’s impact on visitation and the local economy. Select metrics from See Monterey’s annual *SMARI Marketing Impact Study will include: • Influenced visitor spending • Influenced overnight visitor trips • Influenced hotel room nights booked Together, these measures provide a stronger connection between marketing activity, traveler behavior and economic impact. Goals Engaged Web Sessions

1,400,000

Engaged Social Audience Growth

305,000 Total Audience Growth (+6% average engagement rate)

Intent to Visit Score

4.3 out of 5

* SMARI Marketing Impact Study indicates the ability of See Monterey’s marketing and communications programs to influence travelers’ intent to visit the destination.

NEW: Measuring Incremental Visitation Beginning this year, See Monterey will also track incremental visitation and incremental lift to better quantify the real-world impact of See Monterey advertising.

How It Works Using privacy-compliant data and identity technology, campaign exposure across channels such as digital display and connected TV can be attributed to subsequent visitation to Monterey County.

Why It Matters Traditional conversions show what travelers do after seeing advertising, but not necessarily whether advertising changed their behavior. Incremental lift measures the difference media makes by identifying visitation that would not have occurred without advertising. Together, these metrics provide a clearer picture of campaign effectiveness, connecting visibility and engagement to visitation, hotel stays and visitor spending.

2026-27 BUSINESS PLAN

MARKETING COMMUNICATIONS

Paid Media Strategy FY2026–27 media strategy will drive overnight stays, visitor spending and needperiod demand by reaching travelers when intent is highest. Alongside priority drive and fly markets, See Monterey will expand nationally using AI-powered audience intelligence, contextual targeting and predictive search. An always-on mix of CTV, search, social, programmatic, streaming audio and premium travel media will build awareness and drive measurable visitation.

Leisure

Luxury

Target:

Travel Intenders, HHI $100K+, values nature, wellness, culinary, and/or sustainability

Travel Intenders, A35+, HHI$250K+

Markets: Fly & Drive New: Drive incremental reach and visitation through national intent campaign strategy

Markets: Fly & Drive

Public Relations Strategy See Monterey’s public relations strategy drives destination awareness in priority markets with the goal of converting awareness into visitation. Through compelling storytelling and media coverage, we’ll sharpen focus from celebrating Monterey’s literary and cinematic spotlight to sharing stories across all regions, weaving responsible travel into every narrative. The strategy will position Monterey County as both aspirational and accessible, reinforcing its identity and reaching new audiences. • Reinforce the Narrative: Position Monterey County as a must-stay, multi-day destination told through the lens of place. • Amplify Sustainability: Highlight authentic stewardship and responsible travel practices that show leadership and credibility. • Capture the Cultural Moment: Leverage the current set-jetting wave and turn screen and literary curiosity into visitation. • Reach Spanish-Speaking Travelers: Grow Encuentra Tu Monterey, engaging Spanish-language media to reach travelers across the US and beyond. • Elevate Wine & Culinary: Anchor Monterey’s wine identity as a distinctive alternative to more saturated regions, alongside its broader culinary story. • Champion Effortless Luxury: Build a luxury narrative rooted in Monterey’s natural assets — quiet coastline, privacy, authenticity. • Leverage Partnerships: Collaborate with local partners to deliver genuine perspectives and extend reach. • Build Community: Elevate local voices to humanize the brand and foster connection.

add image here

Campaign Overview Find Your Way Here 2.0: Expanding Reach, Building Demand FYWH 2.0 is built to grow awareness and familiarity as See Monterey reaches new audiences in new markets. Through three interconnected bodies of work—Monterey Is, Parallel Paths and Found In—we’ll introduce more travelers to the full breadth of Monterey County’s places, spaces and limitless experiences, building the demand needed to support today’s lodging inventory and the more than 1,000 additional rooms expected in the coming years. Additional campaign elements will extend FYWH 2.0 throughout the year. Seasonal brand, group and luxury campaigns will be supported by always-on PR and owned social, while targeted need-period efforts including One More Night and holiday travel campaigns will drive longer stays and visitation during softer periods.

Find Your Way Here 2.0 Bodies of Work

Monterey Is

Message Focus

Build awareness in new markets Monterey is more than one place. It is many places, experiences and stories that together define the brand.

Parallel Paths

Show the unexpected Reveal Monterey County’s range through playful contrasts, surprising pairings and more ways to experience the destination.

Found In

Go deeper A video series that brings each jurisdiction and region to life through the people, places and experiences found there.

See Monterey - FY2026–27 Major Campaigns Timeline Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Find Your Way Here Leisure Spring Campaign

Find Your Way Here Leisure Fall Campaign Wine Country Campaign Holiday Campaign One More Night, 3rd Night Free Promo

Inspiration Meets Here Group & MCC Campaign Seek & Find Luxury Campaign Always On Paid Search and Social Advertising – Leisure and Group & MCC Responsible Travel International Direct-to-Consumer Advertising Public Relations and Media & Influencer Hosting – Leisure, International and Group

2026-27 BUSINESS PLAN

MARKETING COMMUNICATIONS

Owned Content and Social Strategy • See Monterey’s content and social strategy builds awareness of Monterey County as a premier leisure destination through authentic storytelling, short-form video and meaningful engagement. Lifestyle content, local voices and trend-informed creative strengthen brand affinity, inspire travel and encourage deeper exploration countywide. • Sharpen destination storytelling around the people, places and experiences that define Monterey County.

• Grow reach through high-performing social formats including short-form video, Reels, UGC and signature content series.

• Expand creator partnerships to reach new audiences and build a stronger library of authentic photo and video content.

• Build TikTok as a stronger discovery channel for new and younger audiences.

• Influence the Influencers. Extend responsible travel messaging beyond paid partnerships by encouraging creators already posting about Monterey County—especially Highway 1 and Big Sur—to help protect the places they love.

• Drive deeper trip planning by featuring more hotels, businesses, communities and experiences across the county. • Stay agile and consistent, moving quickly with trends while maintaining a clear, unified Monterey County brand voice.

Content Pillars & Messaging wine & culinary

• Position Monterey as a world-class culinary and wine destination rooted in land, sea and seasonality. • Focus: Wine country, local seafood, celebrated chefs, farm-to-table, agriculture

luxury & lifestyle

• Showcase a refined coastal lifestyle that feels elevated, effortless and distinctly Monterey.

Natural beauty & wildlife

• Celebrate Monterey County’s extraordinary landscapes, wildlife and unique outdoor experiences.

bleisure & c-Suite

• Position Monterey County as an inspiring destination where business and leisure naturally intersect.

• Focus: Luxury hotels and resorts, MICHELIN-recognized restaurants, spa and wellness, car culture, curated itineraries

• Focus: Outdoor recreation, wildlife viewing, parks and trails, beaches, scenic experiences

• Focus: Executive retreats, extended stays, experiences outside the boardroom, wellness, sustainability

stewardship & sustainability

• Demonstrate Monterey County’s commitment to protecting the communities that make this destination special.

global moments

• Leverage major global events happening nearby to introduce Monterey County to new audiences.

• Focus: Following local guidelines and restrictions, conservation, wildlife protection, sustainable tourism, supporting and respecting the local community

• Focus: AT&T Pebble Beach Pro-Am, 2027 U.S. Men’s Open, LA28 Olympic and Paralympic Games, timely itineraries, pre/post-event stays

SeeMonterey.com Ongoing enhancements to SeeMonterey.com will remain a priority to ensure the site meets evolving user expectations, embraces innovation and supports key marketing objectives. Key areas of focus include: • Regional Discovery: Strengthen destination identities through richer storytelling, new destination videos and a refreshed county map that highlights the region’s connectivity. • Destination Stewardship: Strengthen The Right Path® with clearer, more direct responsible travel messaging focused on rules, regulations and visitor expectations. • AI & GEO: Advance the website’s “Otterficial Intelligence” Mindtrip AI integrations while optimizing content and site structure for AI-driven search and GEO. • Strategic Campaigns & Extended Stays: Support priority campaigns including One More Night in Monterey, wine country and holiday travel through optimized landing pages, paid media and onsite personalization. Develop extension campaigns around major California events, including the 2027 U.S. Open, Super Bowl LXI and LA28 Olympic and Paralympic Games. • Audience Growth & Engagement: Expand e-newsletter acquisition and explore interest-based personalization and audience insights.

Revised Newsletter Strategy See Monterey will elevate newsletters across leisure, group, travel trade and member audiences, making email more targeted, automated and performance-driven. Key areas of focus include: • Increase personalization by audience, interest and geography. • Expand automated journeys that move audiences toward action. • Target priority events, offers and seasonal opportunities. • Optimize continuously through testing and engagement. • Strengthen reporting with regular performance insights and recommendations. 2026-27 BUSINESS PLAN

BUSINESS DEVELOPMENT

PACIFIC GROVE

Group business remains a significant opportunity for Monterey County, with strong lead volume signaling continued meeting planner interest. While economic uncertainty is lengthening decision cycles, the destination’s distinctive setting, diverse venues, strong hospitality product and compelling attendee experience position it well to compete. Through targeted trade shows, direct planner engagement and partnerships with organizations such as HelmsBriscoe and Maritz, the Business Development team will focus on converting interest into highvalue business that drives measurable results for lodging partners. Group travelers are especially valuable, spending 158% more than leisure visitors while driving midweek and off-season demand. Pre- and post-meeting stays further extend room nights and economic impact.

Strategic Priorities group sales

• Target high-value meetings aligned with Monterey County’s strengths and priority industries • Expand planner outreach through targeted marketing, partnerships and activations • Drive East Coast awareness with a culinary activation

client engagement

• Promote extended stays and pre/post-meeting experiences • Strengthen partner collaboration to increase conversion and group yield • Utilize Group Incentive Program to drive shoulder-season bookings

Sales effectiveness

• Use market intelligence to optimize sales deployment • Grow year-round group demand through strategic prospecting and relationship development

Tactical Considerations for Group Business Development

Continuing

• Maintain high-profile sponsorships at industry tradeshows and events • Use targeted incentive programs to attract business in need periods, balancing seasonal demand and driving greater economic impact for local hotels, venues and businesses • Support site tours with air, hotel and itinerary planning • Remain focused on the sports market with tailored outreach and compelling value propositions that position Monterey County as the ideal host destination • Stay the course with international travel trade and luxury initiatives • Continue high-value in market FAMs for international tour operators and product buyers

New & Expanded

• Increase visibility at Visit California’s Outlook Forum and entertain top clients at the U.S. Men’s Open in Pebble Beach • Target C-Suite through group marketing and sales efforts • Create unique culinary experiences for qualified clients in the Bay Area and Northeast • Renegotiate key partnerships to maximize ROI: HelmsBriscoe, Cvent, Maritz, ConferenceDirect, Prestige, HPN and others • Luxury travel agent activations in Los Angeles, Texas and New York

2026-27 BUSINESS PLAN

BUSINESS DEVELOPMENT

CARMEL-BY-THE-SEA

Strategic Initiatives The overarching sales strategy targets all meeting segments, aligning demand with county hotel inventory. Smaller meetings build pipeline volume, while larger groups deliver the greatest economic impact. • Host Key Industry Events: Continue bringing high-value industry events to Monterey County to educate and engage meeting planners, showcasing the destination’s capabilities. • International Representation: Strengthen global reach by engaging with representatives in the U.K., Europe, Mexico, Canada and China. • Promotions & Incentives: Inspire conference attendees to book and extend their stays through Fly-SeeBook, Flash Your Badge and Inspiration Pays Off - Up to $20,000. • Sustainability Initiatives: Highlight stakeholder sustainability efforts with updated collateral, eco-conscious client gifts, and participation in industry discussions and awareness campaigns. • Prospecting: Utilize Cvent Navigator, AI solutions and industry association databases to identify and attract new business. • Client Exposure: Increase visibility through client events and active participation in industry associations and partnerships. • Exclusive Activations: Create memorable experiences for clients with exclusive activations tied to Monterey County’s signature events. • Trade Marketing Campaigns: Launch targeted campaigns to boost awareness, grow Monterey County product in global distribution channels and drive room-night production, especially during need periods.

Monterey Conference Center (MCC) Strategic Focus The Monterey Conference Center remains a cornerstone of the destination’s group business strategy, creating citywide demand that benefits hotels, restaurants, venues and other hospitality partners. This year’s focus is on strengthening Monterey’s position as a destination where long-standing conferences continue to return and grow, while also pursuing new large-scale corporate and association opportunities that generate meaningful compression and economic impact. Through focused sales and marketing efforts, See Monterey will work to deepen relationships with established clients, expand awareness among new decision-makers and convert strong destination appeal into increased lead volume, higher-value bookings and sustained demand for the broader hospitality community.

Tactical Areas of Focus: • Data Insights: Leverage forward-looking market intelligence to identify demand trends, uncover need-period opportunities and inform proactive sales strategies. • In-Market Events: Host high-impact destination events. • Meeting Planner Visitation Focus: Continue initiatives that attract planners for site inspections to increase destination consideration.

• Familiarization and Client Events: Create highimpact destination experiences that deepen planner relationships, showcase Monterey County’s group offerings and accelerate largescale business opportunities. • Sales & Marketing Alignment: Deploy targeted, integrated campaigns that amplify sales efforts, build awareness with priority audiences and convert interest into qualified group opportunities.

Meetings & Group Marketing Strategy will expand reach among planners, C-Suite decision-makers, associations and sports organizations. Focused investment in California and high-potential national fly markets—supported by AI targeting and advanced analytics—will generate more qualified leads, RFPs and group bookings. Group/MCC

Target: Primary Corporate and Association Meeting Planners Secondary Decision Makers (C-Suite) Markets: Primary Drive & Fly Additional Markets Chicago, Washington DC, NYC, Minneapolis, National

2026-27 BUSINESS PLAN

BUSINESS DEVELOPMENT

Goals & KPIs The Business Development team will prioritize high-value group business that drives hotel compression and economic impact, with increased focus on new business and measurable production. Following a record year of 980+ leads, success will focus on lead conversion, quality bookings and shared performance with lodging partners.

Goals Sales Leads

925

Conversion

24%

New Business

35%

Segments and Focus Group Business Development • Drive qualified business to all jurisdictions within Monterey County. Engage partners in client activations and events and incentivize need periods. Strategic Partnerships

• Leverage third-party and industry partnerships to extend reach, drive new business leads and enhance market presence. • Partnerships: ConferenceDirect, HPN, HelmsBriscoe, Maritz, Prestige.

Tour & Travel

• Engage wholesale distribution, tour operators, and travel agency networks to grow booking revenue and room night production. • Maintain international trade representation to boost market presence, focusing on golf, luxury, and multigen segments with direct selling to agents and operators.

Client Services

• Expand the Client Services toolkit with innovative meeting solutions that differentiate See Monterey, elevate the client experience and increase customer satisfaction. • Launch customizable tours within the See Monterey app to provide Business Development Managers with enhanced sales tools and create engaging attendee experiences.

Business Development Events by Region Rick Hud Midwest & East Coast

Zeke Ramsell Central/Northern California & Pacific Northwest

Michele Pearce MCC Legacy Accounts

Joe Marcy Southern California & International

David Cater Travel Trade International & Luxury Kayce Boettcher Southwest & Southeast

LUXURY COLLECTION INITIATIVE

BIG SUR

Monterey County’s Luxury Collection Initiative positions the destination as one of the West Coast’s premier luxury destinations, bringing together exceptional resorts and experiences across Big Sur, Pebble Beach, Carmel Valley and Carmel-by-the-Sea. The 10 Luxury Collection properties generate more than 26% of Monterey County’s TOT collections, demonstrating the significant economic value of this high-value segment. See Monterey will amplify these assets through targeted marketing, partnerships, travel trade and sales efforts focused on affluent travelers, luxury advisors and planners. Luxury-Focused Marketing Strategies • Seek & Find Luxury Campaign: Refresh creative to showcase Monterey County’s range of luxury experiences and attract high-value travelers. • Culinary Activation: Create a signature experience featuring top chefs, wineries and producers. • Premium Media: Partner with outlets such as AFAR and YOLO Journal to reach affluent audiences. • Brand Partnerships: Align with luxury, culinary, wine and lifestyle brands to expand reach. • Influencer and Media Hosting: Curate itineraries showcasing lodging, food, wine, golf, wellness and outdoors. • Destination Storytelling: Integrate luxury into broader wine, culinary, golf and iconicexperience campaigns.

Luxury-Focused Business Development Strategies • Luxury Networks: Deepen relationships with Virtuoso and other consortia to drive visibility, advisor engagement and business. • Luxury Tradeshows: Engage advisors and buyers at Virtuoso Travel Week and ILTM Asia Pacific. • Advisor Activations: Build relationships with top luxury advisors in priority markets. • Sales Tools: Equip trade partners with streamlined Luxury Collection resources. • Conversion Partnerships: Expand bookable programs with Virtuoso, Bonotel and other partners. • Luxury Groups: Target incentives, executive retreats and high-value meetings. 2026-27 BUSINESS PLAN

INTEGRATED INTERNATIONAL STRATEGY

PACIFIC GROVE

See Monterey remains focused on growing international visitation, recognizing the strong economic value and longer stays these travelers bring to Monterey County. While global travel to the U.S. continues to face headwinds from economic conditions, traveler sentiment and external events, Monterey County remains well positioned with the iconic landscapes, authentic experiences and California lifestyle sought after by international visitors. For FY2026–27, the strategy will balance continued investment in established international markets with targeted expansion into growth opportunities, including Asia Pacific. By strengthening trade relationships, increasing destination visibility and aligning sales and marketing efforts in priority markets, See Monterey will position the destination to capture demand as international travel continues to recover.

Core Markets

Market

Strategy and Key Tactics

Canada and Mexico

• Proactive media and trade FAM hosting

United Kingdom

• Maintain travel trade and PR representation

• Deliberate messaging to project welcoming posture

• In-market programs • Proactive media and trade FAM hosting • Paid advertising

Opportunity Markets

Asia Pacific (China, Korea, Japan)

• Visit California sales missions and events • Travel trade booking campaigns • Lay groundwork for representation • Opportunistic FAM hosting

Western Europe

• Brand USA Travel Week and Visit California events • Opportunistic FAM hosting

SEASIDE

2026-27 BUSINESS PLAN

COMMUNITY RELATIONS

SALINAS

Monterey County’s tourism economy thrives thanks to the passionate hospitality professionals, dynamic local businesses and engaged communities that create unforgettable experiences for visitors. Community Relations serves as a vital connector between the tourism industry and the broader community, working to strengthen relationships that support both visitor satisfaction and regional economic vitality. In the year ahead, the Community Relations program will continue to drive value through its membership services, community workshops, regional partnerships and strategic outreach efforts. These initiatives are designed to enhance collaboration, provide practical resources and align local stakeholders toward shared goals, fostering an inclusive industry that contributes to the quality of life for residents while delivering exceptional experiences for travelers.

Maximize Your See Monterey Membership See Monterey’s membership program offers businesses valuable opportunities to connect, grow visibility and help promote Monterey County as a premier destination. Thanks to jurisdiction investments, all hospitality-related businesses in Monterey County can join for FREE! Member Benefits • Visibility: Presence on SeeMonterey.com, AI Trip Planner and the See Monterey App • Promotion: Opportunities to feature business events and special offers • Marketing Opportunities: Participation in co-ops, inclusion in blogs, social media, press releases and media pitching • Sales Opportunities: Engagement in trade shows and missions, referrals to meeting planners and handling service requests from groups • Engagement: Access to member events and member visits • Education: Workshops on sales and marketing strategies

Key Strategies Community Engagement

• Expand stakeholder engagement and strengthen partnership alignment • Deepen strategic partnerships with countywide agencies on hospitalityrelated priorities, including transportation planning, responsible travel initiatives and emergency communications • Build relationships and advocate with local and county government on tourism-related policy, funding and land use decisions affecting the visitor economy • Launch the Monterey Car Week virtual kickoff and media roundtable • Host community workshops

Membership Growth & Development

• Grow membership through sustained business outreach

Local Messaging

• Advance the Tourism Matters campaign

• Deliver destination education and skills-building workshops • Expand responsible travel messaging • Amplify awareness of community events and workshops

Resident Sentiment & Reputation Management

• Track resident sentiment toward tourism through surveys and ongoing engagement • Develop a proactive crisis and reputation communications protocol to respond to negative press, natural disasters or community concerns

Goals & Metrics Tourism Matters Education

Distribute collateral with key economic drivers of tourism

Hospitality Membership

50 new members

Community Workshops

Member Event Attendance

5% growth

Community Presentations

CARMEL VALLEY

2026-27 BUSINESS PLAN

FINANCE, OPERATIONS, HR & ADMINISTRATION See Monterey’s organizational foundation is built on Financial Management, Human Resources, Operations and Governance Administration. Together, these functions provide the infrastructure and support that enable the organization’s sales and marketing efforts to succeed. In the year ahead, See Monterey will continue to strengthen its internal capabilities by streamlining processes, modernizing systems and improving strategic integration to drive greater efficiency and long-term success.

Key Areas of Focus • Cultivating Organizational Culture: Strengthen a high-trust, team-oriented culture through clear communication, shared accountability and collaboration, ensuring employees feel supported, connected and set up for success. • Modernizing Infrastructure: Enhance digital tools and self-service platforms in finance, HR and board governance to drive efficiency, transparency and long-term sustainability.

• Finance and Operations: Implement a project management system to streamline organizational workflows while advancing automated data integration to improve real-time insights, reduce manual effort and support more informed decisionmaking. Advance to the next phase of financial reporting by maximizing the new ERP’s reporting capabilities to deliver deeper business insights, streamline reporting processes and improve operational efficiency.

Human Resources • Increase employee engagement by achieving a measurable improvement in engagement survey scores (target: +5% favorable responses) and implementing at least two organization-wide initiatives that promote collaboration, communication and team connection. • Enhance IT infrastructure by conducting a comprehensive RFP process for IT service providers, resulting in improved system functionality, ease of use and the implementation of standardized file naming conventions to support consistency, accessibility and efficient information management across the organization. • Maintain a stable, high-performing workforce by achieving targeted staffing levels and strong retention while continuing to support knowledge transfer, team member development and effective onboarding.

Governance and Administration Enhance board and committee effectiveness by ensuring meeting materials are distributed in a timely manner, giving members adequate time to prepare, supporting more informed discussions and improving overall satisfaction with meeting readiness and decision-making.

PACIFIC GROVE

2026-27 BUSINESS PLAN

SANTA LUCIA HIGHLANDS

SEEMONTEREY.COM