FY27 BUSINESS PLAN
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Over the past year, Visit Sandy Springs has established a strong foundation for how our organization can support the city through destination marketing, partnership development, and thoughtful stewardship of the visitor economy. Now, we’re poised to build on that progress and take the next step forward with greater momentum, sharper focus, and a deeper understanding of the opportunities ahead. Our city continues to stand out as a community defined by hospitality, innovation, and authentic Southern charm—with more possibilities than ever on the horizon. As our official destination marketing organization, Visit Sandy Springs remains committed to using tourism to enhance quality of life for residents, support local businesses, and strengthen the economic vitality of our community. This year’s Annual Business Plan reflects both continuity and growth. The objectives, strategies, and tactics outlined in the following pages are designed to strengthen our marketing impact, elevate the visitor experience, drive engagement with community partners, and ensure we make decisions based on meaningful data and measurable results. We are especially focused on expanding awareness of the opportunities available in Sandy Springs for travelers and businesses. Our efforts in 2027 will be dedicated to increasing overnight visitation, driving local development, and creating stronger connections between visitors and the experiences that make our city unique. As we move into this next chapter, we are grateful for the support and collaboration of our hotels, attractions, restaurants, city leaders, and community stakeholders. Together, we’ll tell the story of Sandy Springs in ways that benefit our entire community. Thank you for your continued partnership and belief in the work of Visit Sandy Springs. Sincerely, Adam Berrios Executive Director Visit Sandy Springs
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who w Who we are Visit Sandy Springs is the official destination marketing organization (DMO) for Sandy Springs, Georgia, a vibrant city in Metro Atlanta where natural beauty, culinary creativity, and business innovation come together. Our goal is simple: to celebrate what makes our community special, show the world what’s possible here, and invite others to experience it for themselves. At our core, we are storytellers and connectors, bringing the spirit of Sandy Springs to life through dynamic campaigns, strategic partnerships, and genuine community engagement.
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We highlight the experiences that define our city, from diverse flavors along Restaurant Row and the peaceful flow of the Chattahoochee River to the dynamic energy of City Springs. Possibility is at the center of everything we do. Our city offers a range of activities, attractions, and opportunities that create lasting impressions and pave the way for an even brighter future. If it can happen, it can happen in Sandy Springs.
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mission, vision, values
Mission To inspire travel and enhance the visitor experience to Sandy Springs, driving economic growth while improving the quality of life for residents.
Vision To establish Sandy Springs as a premier travel destination.
Social Inclusion Statement Visit Sandy Springs is committed to establishing an equitable and inclusive destination. We welcome all visitors and work to ensure an open and accessible experience that reflects the vibrant spirit of our community.
Core Values Collaboration:
We work together with local organizations, businesses, and residents to create a thriving community.
Integrity:
Our team upholds transparency, honesty, and accountability in all efforts.
Innovation:
Our team is empowered to be creative, with an emphasis on new ideas to improve the visitor experience.
Inclusivity:
We embrace belonging and new perspectives.
Excellence:
We establish high standards in all initiatives and services.
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brand deve & marketin Brand Development & Marketing Our brand is the first touchpoint that helps visitors understand, connect with, and choose Sandy Springs. We’re hard at work continuing to define the city’s identity so that we can communicate its unique value and engage audiences in ways that drive economic impact through tourism. Building on the groundwork laid this past year, Visit Sandy Springs will continue evolving our brand in partnership with Fuseideas, refining our visual identity, messaging, and tone of voice. We’ll pair this work with a more holistic marketing strategy grounded in clear 8
audience segmentation and thoughtful positioning in a competitive landscape. We’re also optimizing how we operate, strengthening our marketing efficiency, expanding our presence across social and digital channels, and building stronger connections with our local community and prospective visitors. Our efforts will stay data-informed and audience-driven, while remaining focused on organizational goals to ensure consistency, creativity, and measurable impact. Marketing materials will establish Sandy Springs as a dynamic and welcoming destination and build on the awareness we’ve created. The goal is to increase visitation, inspire longer stays and further strengthen community pride. These strategies are designed to present our city not just as a place to visit, but as a place to experience, and to return to.
velopment ing
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Objective 1: Strengthen brand identity and positioning to build emotional connections, drive loyalty, and present a consistent narrative across all touchpoints. Strategy 1: Collaborate with Fuseideas to establish a clear and recognizable brand identity for Visit Sandy Springs. • • • • •
Tactic 1: Develop a brand voice and style guide. Tactic 2: Create a campaign launch plan to introduce the new brand. Tactic 3: Identify assets where the current brand is utilized and replace with updated identity. Tactic 4: Establish strategic alignment between Fuseideas and TKPR. Tactic 5: Develop a creative and implementation timeline for the brand development and deployment.
Strategy 2: Deploy an integrated marketing campaign utilizing the new brand. • • •
Tactic 1: Identify the key goals and tactics of the new marketing campaign. Tactic 2: Highlight and amplify the unique offerings in Sandy Springs. Tactic 3: Create a timeline for measuring the campaign’s effectiveness.
Strategy 3: Develop a group sales marketing campaign strategy. • •
Tactic 1: Provide Fuseideas with the current library of sales assets for audit. Tactic 2: Determine goals and objectives of campaign.
Strategy 4: Work with Fuseideas to leverage third-party data to optimize brand positioning. • •
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Tactic 1: Define key questions to be answered through data collection. Tactic 2: Maximize use of visitor intelligence data.
Objective 2: Continue optimizing marketing efficiency to maximize impact, streamline workflow, and strategically leverage our time, budget, and technology. Strategy 1: Audit and optimize the Visit Sandy Springs Marketing Technology Stack. • • • •
Tactic 1: Develop Standard Operating Procedures (SOPs) for all software systems to ensure a unified tech stack. Tactic 2: Create an Artificial Intelligence Ethics Policy to guide organizational integrity. Tactic 3: Explore and integrate additional hotel booking engine software features. Tactic 4: Conduct a monthly website content audit.
Strategy 2: Work with Fuseideas to define a clear and measurable list of marketing Key Performance Indicators (KPIs). • • •
Tactic 1: Conduct a comprehensive marketing audit. Tactic 2: Align KPIs with broader organizational goals. Tactic 3: Implement a centralized KPI dashboard for tracking and reporting.
Strategy 3: Utilize a Centralized and Comprehensive Content Calendar. • • •
Tactic 1: Collaborate with Fuseideas to ensure the calendar aligns with overall marketing goals. Tactic 2: Incorporate as an agenda item in bi-weekly marketing meetings and sales/marketing alignment meetings. Tactic 3: Transition current content calendar to a project management system for easier collaboration.
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Objective 3: Enhance organic social media performance and engagement across all channels. Strategy 1: Create optimized, platform-specific content. •
Tactic 1: Research platform trends and algorithm updates to inform content planning and publishing cadence.
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Tactic 2: Utilize strong calls to action tailored to each channel to drive measurable audience response.
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Tactic 3: Analyze post performance on a recurring basis to identify highestperforming content types and apply findings to future strategy.
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Tactic 4: Work with Fuseideas to define content pillars to ensure a consistent and purposeful content mix.
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Tactic 5: Utilize Adobe Suite, Canva, and other creative tools to maintain a consistent, high-quality visual standard across all platforms.
Strategy 2: Launch and grow a presence on YouTube Shorts.
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Tactic 1: Work with Fuseideas to develop a short-form video content strategy aligned with Visit Sandy Springs brand priorities.
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Tactic 2: Cross-post content from existing platforms to YouTube Shorts to maximize content efficiency and extend reach.
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Tactic 3: Monitor channel performance metrics including views, watch time, and subscriber growth to evaluate progress.
Objective 3 cont: Strategy 3: Build a structured User-Generated Content (UGC) program. •
Tactic 1: Maximize utilization of the Snapsea platform to collect, curate, and publish community-sourced content.
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Tactic 2: Develop a strategy to build partnerships with local and regional influencers that authentically represent the Sandy Springs destination experience.
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Tactic 3: Establish tracking and measurement protocols to evaluate UGC performance and inform ongoing program adjustments.
Strategy 4: Align social media content with email marketing campaigns to reinforce messaging and drive cross-channel audience engagement. •
Tactic 1: Align campaign themes, visuals, and copy tone across email and social to present a consistent brand experience.
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Tactic 2: Maximize use of visitor intelligence data.
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Tactic 3: Repurpose high-performing email content, such as itineraries, event roundups, and business spotlights, as social posts to extend the life and reach of existing assets.
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Objective 4: Increase local awareness of Visit Sandy Springs to foster community pride and encourage community engagement. Strategy 1: Work with Fuseideas to create a resident-focused local campaign to increase advocacy for tourism. •
Tactic 1: Identify marketing opportunities to educate target audiences about our sales services.
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Tactic 2: Utilize strong calls to action tailored to each channel to drive measurable audience response.
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Tactic 3: Create content around who we are and share across appropriate channels.
Strategy 2: Continue to grow and evolve Restaurant Row. •
Tactic 1: Identify additional marketing opportunities.
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Tactic 2: Work with agency partners to update existing collateral and digital assets to ensure accuracy.
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Tactic 3: Develop a strategy to educate participating restaurants.
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Tactic 4: Partner with local businesses and community leaders to share the campaign.
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Tactic 5: Activate Restaurant Row at local community events.
Strategy 3: Leverage community events and local media for exposure.
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Tactic 1: Identify new sponsorship opportunities.
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Tactic 2: Activate public spaces at two or more signature events during the fiscal year.
Objective 5: Create a unified voice across sales and marketing efforts. Strategy 1: Increase internal collaboration between departments. •
Tactic 1: Maintain monthly sales and marketing meetings.
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Tactic 2: Involve sales in content creation to align messaging and goals.
Strategy 2: Work with Fuseideas to develop a meetings & events marketing campaign. •
Tactic 1: Use data tools to identify and target key segments.
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Tactic 2: Identify video and image needs.
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Tactic 3: Create an implementation timeline for the campaign.
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Tactic 4: Identify KPIs for the campaign.
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Tactic 5: Collaborate with TKPR (TK Public Relations) to support the campaign with strategic public relations efforts.
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Tactic 6: Increase the use of video and user-generated content to showcase group sales assets.
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Objective 6: Position Sandy Springs as a key destination for accessible travel. Strategy 1: Strengthen website accessibility and provide more inclusive trip-planning resources. •
Tactic 1: Expand the Accessible Travel page with practical, detailed information that helps travelers with disabilities confidently plan their visit.
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Tactic 2: Collaborate with Tempest to evaluate the website’s accessibility, identify areas for improvement, and implement recommended tools and updates.
Strategy 2: Partner with Accessibility-Focused Organizations. •
Tactic 1: Continue partnership with Wheel the World to increase Destination Verified designations.
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Tactic 2: Work with Sandy Springs Recreation and Parks to increase promotion of accessible recreation programming.
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Tactic 3: Research additional partnership opportunities.
Strategy 3: Work with Fuseideas and Wheel the World to develop marketing campaigns dedicated to accessible travel.
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Tactic 1: Research platforms dedicated to accessible travel.
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Tactic 2: Identify additional photo and video opportunities related to accessible travel.
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Tactic 3: Work with Fuseideas to develop graphic assets and messaging.
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Tactic 4: Leverage TKPR to identify regional influencers in the accessible travel space and create partnerships.
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destinatio services st 18
Destination Sales & Services Strategy In the year ahead, we will not only focus on bringing business to the city, we’ll also continue recording performance metrics to ensure our sales strategies are led by realworld data and measurable results. A strong sales effort is built on strong relationships with a wide range of stakeholders from event planners and travel professionals to our local hospitality partners. We’ll ramp up our collaboration with hotels, venues, service providers, and the broader Sandy Springs business community to present a unified destination that’s primed to compete locally. We will leverage Fuseideas’ (new agency) expertise to reach the meeting planner audience, sharing the aligned messaging. In Fiscal Year 2026, we expanded our department to include Destination Services. The addition of a Destination
Services Manager has allowed Visit Sandy Springs to enhance both our visitor experience programs and the level of planning support we provide to our partners and clients. While attracting business remains a key priority, we recognize that delivering exceptional service is equally critical to longterm success. We value quality service and prioritize visitor experience. That core value will help us evolve our department in a way that ensures every group is supported from initial planning through execution—creating seamless, memorable experiences that encourage repeat visitation and strengthen our destination’s reputation. Flawless event execution, personalized service, and authentic local touches will become our hallmark, with a goal of ensuring that every group leaves with a positive and lasting impression. Every sales effort is a chance to enhance the visitor experience, and we will take advantage of these opportunities to advance our mission for a better Sandy Springs.
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Objective 1: Determine effectiveness of Sales and Services Key Performance Indicators (KPIs), ensuring accountability, and strategic growth. Strategy 1: Tie each KPI to a specific business goal.
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Tactic 1: Define what success looks like in FY2027, including new/adjusted targets for leads, definite bookings, room nights, partner referrals, and lost business reduction.
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Tactic 2: Assign one primary owner to each KPI so it is clear who is responsible for improving it.
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Tactic 3: Build a simple sales KPI map that connects each KPI to a Sales & Service DMO objective, such as lead generation, service referrals, hotel partner engagement & support, or economic impact.
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Tactic 4: Engage hotel partners and encourage reporting whether DMO leads converted, how many room nights were booked, and estimated revenue impact.
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Tactic 5: Implement a post-event follow-up process with planners, hotels, and venues to confirm satisfaction, actual room nights, estimated impact, and future event needs.
Objective 2: Prioritize Sales & Services efforts in key market segments to maximize group sales opportunities, encourage repeat booking, and increase economic impact. Strategy 1: Focus resources on the highest-value market segments. •
Tactic 1: Rank priority segments, such as association, SMERF, sports, or social groups.
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Tactic 2: Analyze the effectiveness of sponsorships at industry events and identify additional opportunities.
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Tactic 3: Attend Military Road Show(s).
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Tactic 4: Attend two additional Wedding/Social tradeshows.
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Tactic 5: Create a unique servicing experience for sports groups that engages the hotel partners.
Strategy 2: Formalize destination offerings with a Meeting Planner’s Guide. •
Tactic 1: Work with local hotels and venues to assess space availability, service capabilities, and preferred business types.
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Tactic 2: Collaborate with Fuseideas to produce print and digital collateral.
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Tactic 3: Distribute the guide and track planner usage through verbal response and online download tracking.
Strategy 3: Improve the quality and effectiveness of sales tools. •
Tactic 1: Continue to research new trade show materials and promotional items.
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Tactic 2: Work with Fuseideas to redesign existing trade show materials to incorporate new branding.
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Tactic 3: Work with Fuseideas to create new sales tools.
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Objective 3: Increase group sales bookings to drive hotel room nights. Strategy 1: Further collaboration between sales and marketing teams to ensure consistent messaging, targeted outreach, and effective promotion. •
Tactic 1: Continue website optimization to provide more value to planners.
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Tactic 2: Identify and develop tailored group sales collateral with Fuseideas guidance.
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Tactic 3: Build targeted sales campaigns for priority segments.
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Tactic 4: Engage TKPR to pitch group sales assets to media outlets.
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Tactic 5: Expand sales strategy to target repeat business.
Strategy 2: Leverage the Group Sales Sponsorship program to increase booking conversion.
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Tactic 1: Work with Fuseideas to identify advertising opportunities to target meeting planners.
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Tactic 2: Maintain regular communication with hotel partners to determine program effectiveness and conduct training as needed.
Objective 4: Optimize Customer Relationship Management system (CRM) usage within the Sales & Services Department. Strategy 1: Implement systems, tools, and internal processes to improve workflow. •
Tactic 1: Create standardized communication strategies for each stage of the meeting planning process.
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Tactic 2: Create automated traces for servicing tasks connected to definite bookings.
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Tactic 3: Implement a repeat-booking targeting plan that leverages post-event communication and CRM auto-traces.
Strategy 2: Utilize CRM software to effectively track & measure growth of key performance indicators. •
Tactic 1: Track and measure outcomes by monitoring and reviewing leads, definite bookings, room nights, partner referrals, and lost business monthly.
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Tactic 2: Audit CRM data monthly to catch missing, duplicate, or inaccurate records.
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Tactic 3: Optimize Sales Dashboard to reflect Service Referrals.
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Objective 5: Enhance our offering to support meeting and event success, improve the visitor experience, and encourage repeat bookings. Strategy 1: Improve the experience of meeting planners and groups through each step of planning and execution. •
Tactic 1: Collaborate with the Director of Sales & Services to plan and execute site visits.
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Tactic 2: Implement standardized communication systems for planners once turned definite.
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Tactic 3: Leverage Fuseideas to develop a digital destination services toolkit and a print Meeting Planner’s Guide to provide essential resources to planners.
Strategy 2: Strategically expand service offerings for groups to add value and differentiate Sandy Springs from competing destinations. •
Tactic 1: Identify and service key market groups with potential for repeat stays in Sandy Springs.
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Tactic 2: Collaborate with local organizations to develop Corporate Social Responsibility opportunities for meeting groups.
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Tactic 3: Collaborate with industry partners to provide stakeholder training and build common relationships with local meeting planners.
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Tactic 4: Tailor service offerings to impact repeat groups and encourage repeat booking.
Strategy 3: Streamline and automate internal processes for group servicing.
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Tactic 1: Build automated messaging systems in CRM to simplify and standardize planner communications.
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Tactic 2: Routinely report partner referrals and economic impact.
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Tactic 3: Implement an automated system for group servicing execution.
Objective 6: Continue partnership with the Sandy Springs Performing Arts Center and the City of Sandy Springs Recreation and Parks Department to further increase overnight visitation. Strategy 1: Develop collaborative sales assets and collateral that the Sandy Springs Performing Arts Center and Visit Sandy Springs can both utilize. •
Tactic 1: Create group packages and promotions that can be shared between departments.
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Tactic 2: Emphasize alignment in digital production and content creation.
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Tactic 3: Activate hotel booking engine widget on the Sandy Springs Performing Arts Center’s website.
Strategy 2: Implement an outbound sales strategy with the Sandy Springs Performing Arts Center. •
Tactic 1: Continue to identify collaborative sales missions and activation opportunities.
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Tactic 2: Establish reporting tools in CRM to better quantify partnership.
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Tactic 3: Improve workflow efficiencies for booking availability.
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Tactic 4: Develop a concession strategy tied to booking policies.
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Tactic 5: Determine hotel room night data and future thresholds.
Strategy 3: Support and collaborate with the City of Sandy Springs Recreation and Parks Department to sell unique adaptive programming. •
Tactic 1: Create accessible travel itineraries.
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Tactic 2: Identify group sales opportunities in the accessible travel space.
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Tactic 3: Leverage accessible travel group data to optimize sales strategy.
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Tactic 4: Amplify Wheel the World verified partners in sales messaging.
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Objective 7: Strengthen relationships with local businesses to foster community support and unlock partnership opportunities. Strategy 1: Collaborate with City of Sandy Springs Economic Development Department to engage the local corporate community. •
Tactic 1: Partner on economic development initiatives.
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Tactic 2: Utilize tourism data assets to support economic development recruitment efforts.
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Tactic 3: Uncover opportunities for sales and advocacy efforts with the local business community.
Strategy 2: Identify opportunities to build rapport with local business decision-makers.
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Tactic 1: Determine and participate in presentation opportunities at networking events.
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Tactic 2: Coordinate with local companies to present Visit Sandy Springs’ value proposition.
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Tactic 3: Partner with local association management companies to leverage their customer base.
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community e & advocacy Community Engagement & Advocacy Visit Sandy Springs is committed to serving both our visitors and the residents who make our destination vibrant and welcoming. This section highlights our continued efforts to build strong relationships with residents, business owners, elected officials, and industry partners while ensuring that tourism is recognized and supported as a vital contributor to the city’s economic and cultural future. This year, we will enrich the community connections we have worked hard to establish through transparent communication, collaborative partnerships, and active participation in local initiatives. We will continue to advocate for the value of tourism by building on a proven truth: a thriving tourism economy has a direct and measurable impact on jobs, revenue, and the quality of life of our residents. By aligning our goals with community priorities and amplifying local voices, Visit Sandy Springs will strengthen the trust we have earned and continue to build shared prosperity for every facet of our community. 28
y engagement
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Objective 1: Deepen community awareness, engagement, and support for tourism by building on our advocacy efforts and strengthening relationships with residents, businesses, and local leaders. Strategy 1: Expand community awareness on the economic and cultural impact of tourism in Sandy Springs. •
Tactic 1: Finalize tourism impact analysis.
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Tactic 2: Create a presentation deck and supporting collateral that highlights how tourism supports local jobs, businesses, and city services.
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Tactic 3: Increase the frequency and reach of regular tourism updates at community events, building on the audiences and relationships established in year one.
Strategy 2: Expand opportunities for local stakeholders to engage with and participate in tourism initiatives. •
Tactic 1: Launch the Annual Meeting to celebrate the impact of tourism, incorporating lessons learned from planning efforts in year one.
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Tactic 2: Deepen and broaden Restaurant Row grassroots engagement efforts based on prior outreach learnings.
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Tactic 3: Continue refining the extranet with improved data and resources, incorporating stakeholder feedback received during the first year.
Strategy 3: Strengthen relationships with civic and business leaders to advocate for tourism-related policies and investments
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Tactic 1: Build on established relationships with city officials and partner organizations to further align tourism goals with broader city priorities through regular meetings.
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Tactic 2: Deepen collaboration with state and tourism industry stakeholders by taking a more active role in regional and statewide meetings.
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Tactic 3: Refine and expand talking points, data briefings, and educational materials to tourism champions within the community.
Objective 2: Advance the growth and sustainability of Sandy Springs’ tourism and hospitality workforce by promoting career pathways, fostering local talent, and connecting businesses with qualified workers. Strategy 1: Promote careers in hospitality and tourism to students, job seekers, and the broader Sandy Springs community. •
Tactic 1: Partner with local high schools, colleges, and technical schools to deliver tourism career presentations and participate in career fairs.
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Tactic 2: Research the viability of a Tourism Ambassador certification program.
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Tactic 3: Create a landing page on the website that shares job openings from local hospitality businesses.
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Tactic 4: Determine the viability of an internship program.
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destination d
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development Destination Development Finding success as a tourism destination must happen in lockstep with systemic improvements and investments for our community. This section outlines Visit Sandy Springs’ continued role in enhancing the city’s appeal, functionality, and visitor readiness. By supporting thoughtful improvements to infrastructure, wayfinding, accessibility, and placemaking, we aim to further strengthen the overall visitor experience while enriching the quality of life for residents. Building on the progress of our first year, our focus will include expanding opportunities for product development, deepening our collaboration with city leadership and local partners, and championing investments that align with our brand and long-term vision. Whether through beautification projects, public space enhancements, or new attractions, we remain committed to ensuring Sandy Springs continues to grow as a welcoming, vibrant, and competitive destination. Whenever a conversation happens about bettering our community, we will continue to be at the table, building on the relationships and credibility we have established to help shape Sandy Springs into a place that people want to live in, invest in, share, and return to. 33
Objective 1: Continue to enhance Sandy Springs’ appeal and functionality as a tourism destination by supporting improvements to public spaces, visitor experiences, and tourism infrastructure. Strategy 1: Expand and refine new tourism products and experiences that align with the city’s brand and visitor expectations. •
Tactic 1: Partner with Fuseideas to identify ways to amplify City of Sandy Springs Signature Events and other local events.
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Tactic 2: Work with the City of Sandy Springs Recreation and Parks Department to craft and promote adaptive recreational packages and experiences.
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Tactic 3: Partner with the City of Sandy Springs Economic Development Department to engage the local corporate community to determine the viability of experiential opportunities.
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Tactic 4: Provide community stakeholders with destination insights and visitor data to support investment in hotel, retail, or event space development.
Strategy 2: Ensure tourism growth continues to align with community values and enhances the quality of life for residents.
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Tactic 1: Participate in city planning efforts to provide a tourism perspective on development projects.
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Tactic 2: Promote city placemaking initiatives that benefit visitors and residents.
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Tactic 3: Determine the benefits of conducting a resident sentiment study.
Objective 2: Deepen the sense of place through placemaking and storytelling. Strategy 1: Build on creative placemaking and cultural storytelling efforts to further reflect Sandy Springs’ unique identity and engage visitors emotionally. •
Tactic 1: Advance partnerships with local arts organizations to bring identified public art installations to fruition.
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Tactic 2: Engage Fuseideas to identify placemaking opportunities.
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Tactic 3: Incorporate storytelling elements into digital media and welcome materials to highlight local people and places.
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50 Glenlake Parkway Suite 520, Sandy Springs, GA 30328 (770) 206-1447 | Hospitality@sandyspringsga.org VisitSandySprings.org
@VisitSandySprings