Wilmington and Beaches Convention & Visitors Bureau Program of Work FY26-27
CONTENTS 01 Advocacy.......................................... Page 13 02 Budget.............................................. Page 15 03 Research........................................... Page 19 04 Marketing........................................ Page 23 05 Community Engagment ................... Page 39
06 Technology....................................... Page 45 07 Sales................................................ Page 53 08 Services........................................... Page 63 09 Public Relations............................... Page 69
EXECUTIVE SUMMARY The Wilmington and Beaches CVB’s (WBCVB) 2026-2027 Program of Work expands on recent winning results and introduces innovative strategies that are based on new research, emerging trends, evolving technology and feedback from partners and visitors. In accordance with our 10-year Tourism Master Plan and with a mission and commitment to drive economic growth in New Hanover County through travel and tourism, the WBCVB is focused on strengthening Wilmington and its island beach communities as a premier yearround coastal destination while ensuring tourism continues to deliver meaningful benefits for residents, businesses and community stakeholders.
Central to this effort is strengthening tourism advocacy through thoughtful community engagement. Beyond legislative efforts, the WBCVB is building relationships with residents, businesses, nonprofit organizations and local leaders to demonstrate how tourism supports workforce development, quality of life, environmental stewardship, accessibility and economic vitality. This approach reinforces the connection between a healthy visitor economy and a thriving community. Our data-driven decision-making strategy is informed by an expanded portfolio of research vendors that provide visitor, lodging and market intelligence to help us understand travel behaviors, visitor spending, accommodation trends and destination performance. A major initiative for 2026–2027 will be the launch of a new destination-wide brand that unites Wilmington, Carolina Beach, Kure Beach and Wrightsville Beach under a cohesive family of brands. Supported by extensive research, a refreshed visual identity and a new messaging platform, the initiative will showcase the destination’s unique character while strengthening market recognition. A redesigned website and enhanced digital ecosystem will improve visitor engagement through trip-planning tools, compelling storytelling, mobile experiences, SEO and AI-search readiness.
Marketing efforts will focus on increasing brand awareness, extending visitor stays and driving year-round visitation, particularly during shoulder seasons. Content strategies will continue highlighting the destination’s strongest assets, including coastal experiences, culinary offerings, outdoor recreation, history, film heritage and signature events. Technology and innovation will support these goals through continued investments in digital infrastructure, cybersecurity, marketing technology, AI and enhanced online services for visitors and partners. The meetings, conventions, sports and group travel markets remain important contributors to economic impact. Supported by ongoing hospitality investments and improved accessibility, the sales team will focus on securing high-value business and strengthening industry relationships while providing exemplary visitor services. Public relations efforts will support marketing initiatives and enhance media outreach, event support and AI-driven destination content that will strengthen the visibility and representation of Wilmington and its beaches. Collectively, these initiatives align to support sustainable tourism growth, strengthen community partnerships, enhance visitor experiences and reinforce Wilmington and its island beaches as a leading coastal destination. As always, the Wilmington and Beaches CVB is committed to making decisions in the best interest of the businesses and thousands of employees that depend on a strong tourism industry in New Hanover County. Together, as a unified destination, we aspire to achieve new heights. Respectfully,
KIM HUFHAM,
President/CEO, New Hanover County Tourism Development Authority
The Wilmington and Beaches Convention & Visitors Bureau is the driving force behind showcasing one of the East Coast’s most soughtafter coastal destinations to the world. From the historic charm of downtown Wilmington to the laid-back vibes of Carolina, Kure and Wrightsville Beaches, we connect travelers and event planners to the very best of the Carolina Coast. Whether it’s a bucket-list getaway, a beachfront wedding, your kid’s soccer tournament or a convention with river views, we’re here to make sure Wilmington and our island beaches stand out—and keep you coming back again and again.
MISSION The New Hanover County Tourism Development Authority (TDA), dba the Wilmington and Beaches Convention & Visitors Bureau, markets and develops the county and its communities’ leisure and group travel experiences for sustainable economic growth and quality of place.
FY25-26 RECAP
7,250
Hospitality Jobs in NHC*
*Source: Visit NC/Tourism Economics
8 | Recap
$1.2B
In Visitor Spend*
$311.46M
Spent on Accommodations*
220M
Impressions Delivered from All Campaigns
836K+
Clicks to Site from All Campaigns
2.3M
Website Users
$1.7M
1.5M+
in Hotel Revenue Generated by Digital Ad Placements*
Engagements Across all Social Platforms, an Increase of 182% from Previous Year
Hosted
165
*Data provided by Adara
51
Media Delegates
Earned Media Stories Resulted in
33%
Increase in Followers Across all Social Platforms
1.2B
Impressions, an Increase of 295% from Previous Year TOP IN-STATE MARKETS: Raleigh/Durham Charlotte Greenville-New Bern Greensboro/Winston-Salem
TOP OUT-OF-STATE MARKETS: Washington, D.C. New York, NY Myrtle Beach, SC Greenville, SC Atlanta, GA Philadelphia, PA
Booked
98
Groups for Future Years
28K+
Visitor Interactions by Our Services Team
Recap | 9
TDA BOARD CHAIRMAN
VICE-CHAIRMAN
LYNN BARBEE
ZACH BRIGMAN
Mayor, Town of Carolina Beach
General Manager, Embassy Suites
lynn.barbee@carolinabeach.gov | 910-458-2999
zach.brigman@hilton.com | 910-765-1131
TREASURER
SECRETARY
ERIC CREDLE
NICOLE JONES
Chief Financial Officer, NHC ecredle@nhcgov.com | 910-798-7134
Manager, Hilton Garden Inn Wilmington Mayfaire Town Center
JAMIE ALFALLA
ANGELA RHODES
CEO, Alfalla Hospitality Group
Owner, Voyce Bistro
jamiealfalla@gmail.com | 516-732-5498
angelalovescatch@gmail.com | 910-399-3552
ALLEN OLIVER
LEANN PIERCE
nicolejones3@hilton.com | 910-509-4046
Mayor, Town of Kure Beach
New Hanover County Board of Commissioners
a.oliver@townofkurebeach.org | 910-458-8216
lpierce@nhcgov.com | 910-798-7259
ZEKE PARTIN
TOM ULLRING
Board of Alderman, Town of Wrightsville Beach
General Manager, Courtyard by Marriott/Carolina Beach
zpartin@towb.org | 910-798-7259
tom.ullring@crestlinehotels.com | 336-402-6270
MEAGHAN WALSH
CASSANDRA TOLLENS
Managing Director, Trailborn Surf & Sound
Owner/Manager, Seabirds Motel at Kure Beach
meaghan.walsh@trailbornsurfandsound.com | 305-302-2681
cassietollens@gmail.com | 843-442-0809
HOLLI SAPERSTEIN
MEGAN MULLINS
Executive Director, Wilmington Railroad Museum
Chief Communications & Public Affairs Officer, Greater Wilmington Chamber of Commerce
holli@wrrm.org | 910-763-2634
BILL SAFFO Mayor, City of Wilmington bill.saffo@wilmingtonnc.gov | 910-341-7815
10 | About
mullins@wilmingtonchamber.org | 910-547-9567
STAFF ADMINISTRATION
KIM HUFHAM
KIM LITTLE-CRAVEN
President/Chief Executive Officer
Administrative Services Manager
MARKETING
MEGAN BUCHBINDER
ALANNA HAWLEY
Executive Vice President of Marketing & Strategy
Director of Content Marketing
MARK MCGREW
KEATON POTTS
Community Engagement Manager
Content Marketing Manager
COMMUNICATIONS
CONNIE NELSON
HANNAH ALMETER
Director of Communications & Public Relations
Senior Communications/PR Manager
SALES & SERVICES
MOLLY JOHNSON
GENIA ARTIS
TRINITY DUNLAP
Vice President of Sales & Services
Senior Sales Manager
Sales Manager
KAREN WARREN
JORDAN DAUGHTRY
Services Manager
Sales, Services and Marketing Coordinator
WEB SERVICES
LEE DAVIS
JESSICA OLIVER
Director of Web Services
Marketing Technology Specialist
About | 11
01 ADVOCACY
Tourism advocacy often brings to mind meetings with elected officials, legislative priorities and policy discussions. While those efforts are important, they represent only one piece of the picture. The strongest advocates for tourism are not simply asking for support when a challenge arises. They are building relationships every day with residents, businesses, nonprofit organizations, community leaders and industry partners. Whether working with elected officials, local businesses, community organizations or fellow tourism professionals, collaboration is the key to successful tourism advocacy. It creates opportunities to build mutual understanding and uncover solutions that benefit everyone. Communities are more likely to support tourism when their destination organization is contributing to local priorities year-round rather than appearing only when funding or policy decisions are on the agenda. For Wilmington and our island beach communities, this means moving beyond traditional tourism conversations to become an active partner in issues that matter to residents and local stakeholders. From workforce development and quality-of-life initiatives to environmental stewardship, accessibility and community events, the WBCVB has an opportunity to demonstrate how a healthy visitor economy contributes to broader community success and supports both residents and visitors alike. In FY25–26, the WBCVB launched its first Community Engagement Plan built around the three community-focused pillars identified through the Tourism Master Plan. The initiative established a framework for deeper collaboration, stronger resident relationships and greater alignment between tourism and community priorities. As we move into year two, we will expand these efforts across New Hanover County and the beach communities, elevating tourism’s role in addressing shared community goals. Through proactive storytelling, community partnerships, volunteer engagement, alongside ongoing dialogue with stakeholders, we will continue to demonstrate the tangible value the visitor economy brings to New Hanover County.
13 | ADVOCACY
Current Advocacy Efforts Include •
Occupancy tax policy & guidelines
•
Workforce development assessment
•
Funding for tourism marketing & promotion
•
Support existing school calendar law
•
Beach renourishment & inlet dredging
•
Tax issues
•
Community engagement program
•
Tourism relevancy
•
Tourism Master Plan presentations
FY26-27 Advocacy Events & Tactics •
Host elected officials event
•
Quarterly elected officials communication/newsletter
•
Produce annual report and accompanying video
•
Tourism Master Plan community presentations
•
Workforce development assessment & implementation
•
Hotel General Manager roundtables
•
Community engagement program – Year 2
•
Destination Marketing Accreditation Program (DMAP)
•
TDA board advocacy plan/roadmap
•
Destination Professionals Day
•
Full staff participation in volunteer efforts of their choosing across the destination
Advocacy has long been associated with influencing public policy, but today’s destination marketing organizations are redefining what it means to champion their destinations not only to the visitor, but to our residents alike. We will continue to invest in relationships that will strengthen our destination and create lasting support for tourism.
ADVOCACY | 14
Budget
02
Wilmington and Beaches Convention & Visitors Bureau 2026/2027 Projected ROT Revenues
Amount
1st 3% ROT Collections
$4,571,053
Administrative Revenue
$197,042
Appropriated Fund Balance — 1st 3% Out of State Marketing Initiative — $375,000 New Air Service Development — $125,000 Brand Development & Research — $196,000 Campaign Development — $150,000 Website Development — $84,000 Vehicle Replacement — $50,000
$980,000
TOTAL REVENUES — 1st 3% ROT
$5,748,095
Convention Center Marketing
$630,471
Appropriated Fund Balance — District U
$60,000
COW ARPA Grant Revenue
$198,215
2nd 3% ROT Collections
Amount
Carolina Beach — Net
$2,851,840
Wrightsville Beach — Net
$2,429,650
Kure Beach — Net
$1,041,582
District U — Net
$1,086,776
TOTAL REVENUES — 2nd 3% ROT
$7,409,848
TOTAL REVENUES — 2026/2027
$14,046,629
Budget | 16
FY25-26 ROT DISTRIBUTION
$7,128,428
5 60 , 45 0 , $1
$2,531,997 $6,953,862
$1,218,784 $3,043,393 $4,305,850
Beach Erosion – 26% Tourism – CVB – 17% Carolina Beach – Marketing & Activities – 11.5% Kure Beach – Marketing & Activities – 5% Wrightsville Beach – Marketing & Activities – 9.5% Wilmington Convention Center – 27% District U – Marketing & Activities – 4%
17 | Budget
Total 25-26 ROT Collections:
$26,557,976 Overall FY ROT Collections:
UP 6.37%
18 Budget | 18
Research
03 01
Building on the addition of our expanded research portfolio last FY, we continue to leverage data from Smith Travel Research, Placer.ai and KeyData to support informed marketing and destination management decisions. Together, these platforms provide insights into visitor origins and demographics, spending patterns, length of stay, booking windows and type of accommodations booked and more. As the data landscape continues to evolve, the CVB remains committed to evaluating and strengthening our research capabilities. While
each partner in our arsenal offers unique insights (Placer.ai through geolocation and visitor intelligence and Smith Travel Research and KeyData through lodging and revenue data), we continue to validate findings across multiple sources and explore additional partnerships to further our ability to provide and act on reliable visitor insights. Additionally, we signed on with Heart + Mind Strategies to conduct branding research for Wilmington and Beaches in FY26–27 as a kickoff for our rebranding efforts.
HIGHLIGHTS 4M
10.3M
Overnight Trips*
Total Nights in Market*
$1.1B
In Visitor Spending*
(up 3.5% YoY) Destination
Total Visits
Total Visit Nights
Avg, Length of Stay
Wilmington
2.3M
5M
2.1 nights
Carolina Beach
752.2K
1.9M
2.6 nights
Kure Beach
442.5K
1.1M
2.6 nights
Wrightsville Beach
481.9K
1.1M
2.4 nights
*Source: Placer.ai
Research Research| | 2 20 0
Top Markets for Overnight Visits (In-State): Visitor Origin
Total Trips
Avg. Length of Stay
Raleigh/Durham
1.9M
3.6 nights
Charlotte
657.6K
3.7 nights
Greensboro-High Point-Winston Salem
448.3K
3.6 nights
Top Markets for Overnight Visits (Out-of-State): Visitor Origin
Total Trips
Avg. Length of Stay
Washington D.C.
132.7K
4.1 nights
New York
112.2K
4.1 nights
Greenville-Spartanburg
91.2K
4 nights
2.6 NIGHTS Avg. Length of Stay
46%
of Visits arrived on Friday or Saturday
•
2–3 nights accounted for 46% of total visits (1.8M)
•
1 night accounted for 34% (1.4M)
•
4–7 nights accounted for 17% (694.6K)
Thursday-Sunday continues to see the most visitation (peaks are Friday and Saturday nights for most overnight visits)
Other out-of-state markets for length of stay: Philadelphia:
4.1 nights
Pittsburgh:
5 nights
Columbus:
4.8 nights
Richmond:
3.8 nights
Atlanta:
3.8 nights 0
21 | |Research MARKETING Research
5
Short-Term Rental Booking Windows:
Hotel Booking Windows:
59 DAYS
22 DAYS
Avg. Booking Window
Avg. Booking Window
Shortest booking window coincides with the increased LOS timeframe — averaging less than 30 days out — the shortest booking window was 16 days
Shortest booking windows in January + February (lowest avg. is 9 days, highest in that time frame is 16 days)
JUNE–JULY
Highest Booking Window
4.4 NIGHTS Avg. Length of Stay Saw increase in length of stay the end of December through January with a peak average of 13 nights in January
JUNE–AUG.
Highest Booking Window Comparable booking windows to peak season in September and October
2 NIGHTS
Avg. Length of Stay
RESEARCH | 2 2
Marketing
04
BUILDING FROM A STRONG FOUNDATION Top 5 Takeaways from FY25-26: 1. After bringing all owned-media production in-house, we grew our team to lead a truly content-first strategy. This resulted in record growth in engagements, reach and followers. 2. In-state fall campaign that targeted adults/couples resulted in increased hotel revenue across the entire destination. 3. Explored new tactics like an interactive digital activation in a storefront in Philadelphia, resulting in roughly 30,000 views and over 4,000 activations. 4. Hired the organization’s first Community Engagement Manager to better align with the Tourism Master Plan’s goal of community development around the tourism industry. 5. Successfully launched the start of an organizational rebrand by hiring both a research and brand development agency.
Marketing | 24
MARKETING GOALS AND STRATEGIES GOAL Develop and successfully launch an updated destination brand that unifies the Wilmington and Beaches organization and all three island beaches under a cohesive family of brands. STRATEGIES: •
Conduct resident, stakeholder and visitor research to understand the perceptions, emotions and aspirations of the people who live, work and love our destination, using those insights to shape the foundation of the brand.
•
Create a brand messaging platform that defines our positioning, promise, personality and values, providing a clear and consistent framework for storytelling across all audiences and channels.
•
Refresh the visual identity of the Wilmington and Beaches organization and the three island beaches, establishing a connected family of brands that celebrates the unique character of each destination while strengthening the collective story.
•
Introduce the new brand to the local community first, fostering pride, ownership and advocacy before expanding into visitor-facing markets.
SUCCESS METRICS:
Engage more than 2,000 residents and stakeholders through the research process to ensure broad, representative community input
25|Marketing 25 | MARKETING
Successfully launch the new brand to the local community in Spring 2027, generating excitement, recognition and community support
GOAL Create and launch a website that serves as a best-in-class digital destination experience that inspires travel through compelling storytelling, serves as the trusted source of information for visitors and is built to thrive in an evolving search and technology landscape. STRATEGIES: •
Design a platform that puts content of all forms at the forefront, showcasing the people, places and experiences that make Wilmington and its island beaches unique, encouraging visitors to imagine themselves here and move from inspiration to trip planning.
•
Enhance the content, data accuracy and user experience to ensure visitors, residents, stakeholders and partners can easily find reliable, up-to-date information when they need it.
•
Build the website using current technical best practices that improve discoverability across traditional search engines and AI-powered search.
•
Develop an intuitive, accessible and mobile-first experience that makes trip planning effortless, drives engagement and supports key organizational goals such as visitation, partner exposure and lead generation.
SUCCESS METRICS:
Successfully launch the new website by June 2027
MARKETING | 26
GOAL Build the foundation of the new brand to develop and launch destination-wide marketing campaigns that elevate Wilmington and its island beaches as a must-visit, bucket-list destination, inspiring first-time visitors and re-engaging past travelers. STRATEGIES: •
Transform the new brand positioning, messaging and visual identity into bold, emotionally resonant campaigns that differentiate Wilmington and its island beaches.
•
Develop content and creative that showcase the experiences, people and moments that make the destination unforgettable, creating emotional connections that motivate visitation and advocacy.
•
Implement targeted marketing efforts that encourage previous visitors to rediscover the destination through new experiences, evolving attractions, seasonal opportunities and fresh perspectives.
•
Deploy campaigns across paid, earned, owned and partner channels to build awareness, increase engagement and reinforce Wilmington and its island beaches as a premier coastal destination.
SUCCESS METRICS:
Hire a creative agency to create destination-wide campaign creative aligned with the new brand during Spring 2027
27 |Marketing 27 | Marketing MARKETING
Launch the campaign at the start of FY2027-2028
GOAL Expand visitation to the destination in the shoulder season months of September through March. STRATEGIES: •
Build on the success of the previous year’s shoulder season campaign by extending efforts in North Carolina and momentum markets (Philadelphia, Atlanta and Washington, D.C.), reinforcing awareness and consideration established during the spring and summer months.
•
Develop an organic content strategy that positions Wilmington and its island beaches as a year-round destination.
•
Leverage fall and winter content captured in previous years to create evergreen assets for both organic and paid campaigns, maximizing efficiency and long-term value.
•
Capitalize on key holiday travel periods, including Labor Day, Halloween, Thanksgiving, Christmas and New Year’s.
•
Develop and execute a dedicated Holidays on Water campaign showcasing seasonal events and experiences across the destination.
•
Highlight unique fall and winter events, experiences and attractions that extend beyond the beach and provide compelling reasons to visit year-round.
•
Expand influencer partnerships to support year-round content creation, with increased activity during the shoulder season to reinforce destination appeal and drive offseason travel.
SUCCESS METRICS:
See visitation destination-wide increase from September– March by 5%
Engaged sessions on the website increase from September–March by 15%
• See at least a 2% increase from each individual destination
MARKETING | 28
GOAL Increase brand awareness in key out-of-state markets including Virginia (Roanoke, Lynchburg, Richmond), Washington, D.C., Philadelphia, Atlanta, Baltimore, Ohio (Cincinnati and Columbus) and South Carolina (Greenville, Spartanburg, Myrtle Beach) resulting in a destination-wide longer length of stay. STRATEGIES: •
•
Build on the success of the previous year’s targeted, multi-media out-of-state campaign by leveraging audience insights and research data to deliver highly relevant messaging tailored to the interests and travel motivations of priority visitors in each market. Diversify marketing tactics and channel mix across key markets to maximize reach, engagement and conversion among highpotential travelers.
•
Develop market-specific creative and content that highlights the breadth of experiences available throughout Wilmington and its island beaches, encouraging visitors to extend their stay and explore more of the destination.
•
Optimize media investments using performance data and audience insights to increase awareness, consideration and travel intent in priority markets.
SUCCESS METRICS:
See visitation destination-wide increase from these markets by: VA: Richmond: 2% | Roanoke/Lynchburg: 2% Ohio: Cincinnati: 2% | Columbus: 2% South Carolina: Greenville/Spartanburg: 4% Washington, DC: 4% Philadelphia, PA: 2% Atlanta, GA: 2% Baltimore, MD: 2% Myrtle Beach: 2%
29 2 9|Marketing | Marketing MARKETING
Increase Length of Stay throughout the destination to 3 days
GOAL Strengthen the destination’s digital visitor experience by delivering inspiring content, supporting trip planning and improving discoverability across owned digital channels. STRATEGIES: • Enhance WilmingtonAndBeaches.com with
compelling content, refreshed imagery and improved trip-planning resources that encourage visitors to explore more of the destination and stay longer.
• Develop and promote itineraries, guides,
seasonal content and interest-based experiences that help visitors easily discover activities aligned with their travel motivations.
• Support paid media and destination
marketing initiatives through targeted landing pages and digital content tailored to key audiences and campaigns.
• Leverage website, mobile and campaign
• Establish an in-house SEO strategy focused
on increasing discoverability, improving organic search performance and positioning.
• Expand and enhance the destination’s mobile
trip planner as a resource for visitors to save experiences, build personalized itineraries and navigate the destination before and during their stay.
• Develop and launch digital trail experiences
that encourage exploration across Wilmington and the island beaches, driving movement throughout the destination while highlighting local businesses, attractions, public art, cultural assets and hidden gems.
analytics to identify opportunities for improved engagement, content discovery and visitor conversion.
SUCCESS METRICS:
+5%
WEBSITE ORGANIC SESSIONS
+5%
WEBSITE ENGAGED SESSIONS
+1-2%
WEBSITE ENGAGEMENT RATE
+5%
AVG. ENGAGEMENT TIME PER SESSION
+10%
MOBILE TRIP PLANNER USERS
+10%
MOBILE TRIP PLANNER SAVES/ ITINERARY BUILDS
500
DIGITAL TRAIL PARTICIPANTS/ CHECK-INS (ONCE LAUNCHED)
+5%
VISITOR REFERRALS TO PARTNERS, ATTRACTIONS AND EXPERIENCES
MARKETING | 30
GOAL Develop innovative tools and experiences that assist visitors throughout every stage of their journey, from trip planning to in-destination exploration, helping them easily navigate Wilmington and Island Beaches while maximizing their overall experience. STRATEGIES: •
Reimagine the Wilmington and Beaches Visitor Guide as an integrated planning and discovery tool that inspires trip planning before arrival while connecting visitors to digital resources through QR codes, curated itineraries, maps and themed experiences.
•
Continue our partnership with local business, What’s Good, to optimize our mobile trip planner that allows travelers to build itineraries, discover attractions, dining and events, receive personalized recommendations and access real-time information before and during their visit.
•
Install interactive digital kiosks at high-traffic visitor locations throughout the destination to provide wayfinding assistance, recommendations, event information, maps and direct access to visitor planning tools and destination content.
•
Create destination-wide experience trails that encourage visitors to explore communities, attractions and hidden gems across Wilmington, Carolina Beach, Kure Beach and Wrightsville Beach throughout the year.
•
Integrate printed, mobile and on-site visitor resources to create a seamless visitor experience that supports travelers before arrival, during their stay and throughout their exploration of the destination.
SUCCESS METRICS:
Distribute newly designed area guide and generate 7,500 new leads for distribution through campaigns
See an average of 8,000 interactions on the digital kiosks throughout the destination in the first year.
Increase users on Mobile Trip Planner by 10%
Launch first-ever experience trail in Spring 2027
31|Marketing | MARKETING
CONTENT MARKETING Organic Search Performance The numbers below reflect total performance across all owned channels — Meta (Facebook + Instagram), TikTok, LinkedIn, email and the website blog — for the period July 1, 2025 through June 30, 2026.
35.1M
TOTAL IMPRESSIONS / OPENS
706,391 TOTAL AUDIENCE (FOLLOWERS + SUBSCRIBERS)
1,515,966
4.32%
TOTAL ENGAGEMENTS + CLICKS
OVERALL ENGAGEMENT RATE
Reach & Audience by Channel Channel
Share of Impressions
Share of Audience
Share of Engagement
Meta (Instagram + Facebook)
96.8%
81.5%
95.3%
TikTok
2.4%
1.1%
3.5%
Email (ActiveCampaign)
0.5%
17.1%
1.0%
0.3%
0.2%
0.1%
MARKETING | 32
Key Content Insights Five content themes consistently outperformed across multiple channels and formats this fiscal year: 1. Film & TV Heritage Examples: · Dawson’s Creek IG Reel (19.25% Engagement Rate) · The Summer I Turned Pretty Facebook post (500K+ impressions) · The Summer I Turned Pretty blog post (#1 at 7,017 views) 2. Foodie & Local Dining Examples: · Foodie email automation (52.1% Open Rate / 10.2% Click Rate) · Britt’s Donuts Facebook reel (1M+ impressions) · Britt’s TikTok (37K views) 3. Wildlife & Nature Moments Evidence: · Whale TikTok video (32K views, 11.9% Engagement Rate) · Northern Lights IG posts (15–17% ER across three destinations simultaneously) 4. Local Events & Celebrations Evidence: · Queen Azalea TikTok video (#1 at 41K views) · Britt’s reopening (1M+ Facebook, top TikTok) 5. History & Heritage Evidence: · America 250 email automation (56.4% Open Rate / 12.8% Click Rate) · “Places that make Kure Beach” Reel (285K impressions)
M ARK ETING 33 33 |Marketing | MARKETING
LOOKING AHEAD – STRATEGIC FOCUS Content Strategy Prioritizing dedicated, destination-specific posts for accounts that have a lower reach and engagement rate to drive engagement and credibility.
Email Automation Building from the success of last year’s email automation campaigns, we’ll continue expanding the email automation library as it proves that interest-based segmentation drives outsized engagement. Current automations include food, history and outdoor with a plan to include film, major events and accessibility.
LinkedIn Consistent industry-facing content (CVB data, partner spotlights, America 250 positioning, team and community spotlights) will keep growing organic reach with the trade audience.
Blog Engagement While session engagement rate remains exceptionally strong, time-on-page is short on several top posts; richer in-post content (maps, itinerary builders, embedded video) could extend engagement and strengthen SEO and AI signals.
Partner Focus Develop a consistent, partner-specific series with strong engagement strategies to inspire travel and planning across all channels.
34 MARKETING | 34
ORGANIC SOCIAL RECAP Facebook, Instagram and TikTok performance across engagements, engagement rate and followers, July 2025–July 2026 (TikTok reflects the trailing 365 days). Facebook and Instagram figures are combined totals across all four destination accounts (Wilmington, Wrightsville Beach, Carolina Beach, Kure Beach). Destination
Engagements
Engagement Rate
Followers (YoY)
Wilmington
359,583
5.05%
+8.8%
Carolina Beach
256,701
5.68%
+7.6%
Kure Beach
163,381
6.05%
+11.2%
Wrightsville Beach
140,731
6.15%
+4.8%
Destination
Engagements
Engagement Rate
Followers (YoY)
Wilmington
202,565
7.00%
+25.4%
Carolina Beach
129,795
8.15%
+25.5%
Kure Beach
74,960
7.25%
+22.3%
Wrightsville Beach
118,977
7.22%
+17.3%
↑270%
↑292%
↑293%
↑167%
↑2,425%
↑2,740%
↑1,681%
↑1,950%
↑120%
↑91%
↑168%
↑169%
↑181%
↑179%
↑38%
↑132%
Account Snapshot (@visitwilmingtoncoast, last 365 days as of July 8, 2026)
840,700
41,000
12,000
572
6.30%
7,900
VIDEO VIEWS
COMMENTS
M ARK ETING 35 35 |Marketing | MARKETING
LIKES
ENGAGEMENT RATE
SHARES
FOLLOWERS
(+3,600 net new)
GOAL 1 Increase partner involvement in our content to expand and diversify the brand’s use of storytelling, voice and perspective STRATEGIES: •
Launch a partner content portal and education/communication strategy for partners to send in written, video and visual content to add to our libraries.
•
Incorporate partner takeovers into our social media strategy that aligns with content buckets and seasonal focus.
•
Target 1–2 partner experiences/highlights each month, in each destination, for a total of at least 10 partner collaborations for the fiscal year.
SUCCESS METRICS:
12 Partner takeovers throughout the fiscal year
Partner-specific content’s overall engagement rate of 4%
MARKETING | 36
GOAL 2 Increase our owned audience and engagement numbers across all channels: email, mobile trip guide, YouTube subscribers, social and key content buckets: film, food, history, outdoor, events. STRATEGIES: •
Build out our YouTube channel to be a media hub and expand video content to implement it into every channel.
•
Continue to build out specific email automations for each content bucket and identify crossover opportunities.
•
Optimize and add content to our mobile trip guide seasonally. Integrate itinerary templates and guides.
•
Find opportunities to utilize each channel to feed into the other (i.e., social helps build the email list with ManyChat, Mobile Trip Guide)
SUCCESS METRICS:
Increase Facebook engagements by 20%
Audience Growth Email Audience: 5%
(Total of 1,104,475 engagements across all accounts)
Mobile Trip Guide Users: 10%
Increase Instagram engagements by 30%
Instagram Followers: 20%
(Total of 684,186 engagements across all accounts)
Increase TikTok comments and shares by 30% (Comment total: 744; Shares Total: 15,600)
37 |Marketing 37 | MARKETING
YouTube Subscribers: 10% Facebook Followers: 10% TikTok Followers: 20%
GOAL 3 Launch a new Trail Experience to promote destination-wide visitation. STRATEGIES: •
Launch a trail on our mobile trip guide platform by Spring 2027.
•
Create a content strategy on our channels to promote trail signups and engagement.
•
Create a giveaway program to entice trail engagement for both locals and visitors alike.
SUCCESS METRICS:
500 trail sign-ups
Below is a list of the events and trainings the marketing team plans to attend in FY26-27. Name
Month
Destinations International Annual Convention
July
Travel & Tourism Research Association Marketing Conference
January
Destinations International Marketing and Communications Summit
February
PACE Forum
March
Visit NC Tourism Conference
April
National Travel and Tourism Week
May
Southeast Tourism Society Marketing College
June
Wilmington Area Hospitality Association Monthly Meetings
Monthly
Wilmington Business Journal Events
Ongoing
Downtown Business Association Monthly Meetings
Monthly
MARKETING | 38
COMMUNITY ENGAGEMENT
05
The Wilmington and Beaches Community Engagement strategy is defined by bringing residents, business owners and the visitor economy together around a common purpose: protecting the natural environment, local culture and authentic character that define each of our destinations. Through engagement and education, the strategy strengthens community understanding of tourism’s role in preserving and enhancing these valued assets while creating a communitywide appreciation of the significance of a visitor to our area.
COMMUNITY ENGAGMENT | 40
COMMUNITY ENGAGEMENT GOALS & STRATEGIES GOAL Increase awareness, engagement and collaboration around the tourism industry with community partners. STRATEGIES: •
Create and distribute a community partner newsletter to connect industry partners with the work of the WBCVB, provide updates on tourism-related initiatives and share relevant news and opportunities impacting our community.
•
Work alongside the Marketing team to launch the organization’s new brand to the community, ensuring buy-in and understanding.
•
Lead the planning and celebratory events for National Travel and Tourism Week—a weeklong initiative that celebrates the essential impact that tourism has on our local economy and the industry workforce who delivers the hospitality spirit of our area.
•
Establish an annual WBCVB Open House that invites partners, community leaders and stakeholders to better understand the efforts of the organization, but identifies opportunities to better work together.
SUCCESS METRICS:
Newsletter Open Rate Average: 40% and Click Through Rate: 5%
Increase Travel Rally Breakfast attendance to 150
Plan and host the first WBCVB Open House with at least 50 attendees
Plan and deploy at least two new initiatives during National Travel and Tourism Week
COMMUNITY ENGAGEMENT | 41
GOAL Lead workforce development initiatives that inspire the next generation of hospitality professionals by increasing awareness of career opportunities, strengthening partnerships with educational institutions and connecting local talent with pathways into hospitality. STRATEGIES: •
Support the hospitality workforce assessment efforts that began last year and work alongside leadership to implement the actions from this study.
•
Refresh and expand Hospitality Career Day presentations to better showcase career pathways, salaries, advancement opportunities and the economic impact of the tourism industry.
•
Update and distribute hospitality career materials to local schools, colleges, workforce development organizations and community partners.
•
Increase participation in career fairs, classroom presentations and student engagement events throughout New Hanover County.
•
Partner with local employers, educational institutions and workforce development organizations to promote hospitality careers and industry opportunities.
•
Highlight local hospitality professionals and success stories to demonstrate longterm career growth within the industry.
SUCCESS METRICS:
Produce new career information materials alongside an online hub for the hospitality workforce that educates potential employees on opportunities throughout the industry and showcases job openings
Distribute 700+ hospitality career guides/trifolds to NHC Schools, CFCC, UNCW, and community partners Reach 1,200+ students, educators, and job seekers through workforce development initiatives
Conduct six Career Day, classroom, or workforce presentations annually
COMMUNITY ENGAGEMENT | 42
GOAL Build stronger relationships between the visitor economy and local beach communities by increasing understanding, collaboration, and shared stewardship of the places we all value. STRATEGIES: •
Develop individual community and visitor engagement strategies for each beach community that aligns with the efforts of each town.
•
Unite the destination around the common goal of protecting our coast and unique local cultures through leave-no-trace campaigns that will be the common thread between all three beach towns.
SUCCESS METRICS:
Launch engagement tactics by Spring 2027
COMMUNITY ENGAGEMENT | 43
COMMUNITY ENGAGEMENT | 44
Technology
06 04
The Web Services & Technology Department continues to drive innovation by delivering secure, reliable and forward-thinking technology solutions that enhance both organizational operations and the visitor experience. Over the past year, the department focused on modernizing infrastructure, expanding marketing technology capabilities, advancing artificial intelligence initiatives, improving website performance and strengthening digital services for partners and visitors alike. As technology continues to evolve, our commitment remains the same: leveraging innovative solutions to improve efficiency, support data-driven decision-making and position Wilmington and Beaches as a leader in destination marketing technology.
Technology | 46
TOP 5 KEY TAKEAWAYS FROM FY25-26 1. Successfully onboarded the organization’s first Marketing Technology Specialist, expanding departmental capacity to support web services, CRM administration, marketing technology, analytics and digital initiatives. 2. Designed and developed an AI visibility dashboard that measures website traffic from AI platforms and tracks the destination’s visibility across AI-powered search engines. 3. Successfully implemented the new Digital Asset Management (DAM) platform, modernizing how the organization stores and manages creative assets. 4. Began transitioning SEO management in-house while developing a comprehensive SEO, GEO (Generative Engine Optimization) and AEO (Answer Engine Optimization) strategy to prepare the destination for the future of search. 5. Developed a comprehensive Content Management Plan in partnership with the Marketing Department to improve governance, consistency and publishing workflows.
TECH N O LO GY 47 | TECHNOLOGY
WEB SERVICES & TECHNOLOGY DEPARTMENT GOALS GOAL Increase organizational efficiency through responsible AI implementation and staff usage. STRATEGIES: •
Develop AI workflows that automate repetitive internal tasks.
•
Staff training on approved AI platforms, best practices and organizational AI governance.
•
Identify new opportunities to integrate AI into daily business operations.
SUCCESS METRICS:
Deploy at minimum, 10 AI workflows for internal tasks
100% staff participation in AI trainings throughout the year
48 TECHNOLOGY | 48
GOAL Assist in the management and development of a newly designed website that will enhance the performance, accessibility, SEO and technical quality of all managed sites. STRATEGIES: •
Work alongside the marketing department and chosen website partner to develop a new website and CMS for the destination.
•
Integrate the new brand across all digital channels, ensuring consistency and smooth transition.
•
Increase overall website health score of existing sites.
•
Address high-priority technical SEO, accessibility and performance issues.
•
Establish ongoing website health monitoring and quarterly optimization reviews.
SUCCESS METRICS:
Deploy new website by June 2027
TECH N O LO GY 49 | TECHNOLOGY
Improve overall website health score of existing sites to 85%
GOAL Strengthen the destination’s presence in AI-powered search and generative search platforms. STRATEGIES: •
Monitor AI visibility monthly using the in-house developed tool destn.ai and partner platform, SE Ranking.
•
Optimize high-value destination content for AI search engines and generative search experiences.
SUCCESS METRICS:
Increase AI visibility by 50% YOY
50 TECHNOLOGY | 50
GOAL Maintain the most accurate, complete and up-to-date destination database. STRATEGIES: •
Complete a comprehensive audit of all partner listings.
•
Reduce outdated or inaccurate listings.
•
Implement quarterly database health reviews to ensure ongoing data accuracy.
SUCCESS METRICS:
Reduce inaccuracies in listings by 90% by EOY
Complete an audit of every partner listing in the database
GOAL Encourage greater participation and self-service through the Extranet. STRATEGIES: •
Develop partner incentives and educational resources to encourage adoption.
•
Promote regular partner updates to improve listing quality and event submissions.
SUCCESS METRICS:
Increase active Extranet usage by 100%
TECH N O LO GY 51 | TECHNOLOGY
GOAL Position the department as a leader in destination marketing technology and digital innovation. STRATEGIES: •
Look to present at a state or national conference on marketing technology, AI, or destination innovation.
•
Attend at least one technology-focused conference outside the tourism industry to bring new ideas and best practices to the organization.
SUCCESS METRICS:
Present at one industry conference on marketing technology
Attend one technology-focused conference
52 TECHNOLOGY | 52
Sales
07
The last fiscal year was one of growth and transition for the sales department, including the successful integration of two new Sales Managers whose expertise and fresh perspectives have strengthened the team. Entering the new fiscal year, the department is aligned around a focused strategy to engage event planners and position Wilmington and Beaches as a leading destination for meetings, conventions and sporting events. The meetings and events industry in Wilmington and New Hanover County continues to demonstrate strong momentum. Ongoing investments in hospitality infrastructure, the emergence of new and rebranded hotel properties, increased air service accessibility and continued community support for tourism have enhanced the destination’s competitiveness in an increasingly crowded marketplace. Wilmington’s unique combination of coastal experiences, historic charm, walkable downtown amenities and modern meeting facilities continues to resonate with planners seeking authentic and memorable attendee experiences. Association, convention and sports markets remain important drivers of room nights and economic impact, helping diversify visitation beyond traditional leisure travel and supporting year-round demand for the hospitality industry. As the destination continues to grow, the sales team remains focused on generating high-value leads, strengthening industry relationships, increasing visibility at key trade shows and events and converting future business that drives sustainable economic impact for hotels, venues, restaurants, attractions and tourism partners throughout New Hanover County.
Sales | 54
TOP 5 TAKEAWAYS FROM FY25-26: Strong Future Bookings
98
67,487
future events secured
room nights booked, an increase of 7,336 nights.
2,205
more attendees than the previous year.
205
leads generated, reflecting an increase of 2,979 room nights.
Successful FAM Tour • Hosted the AENC Board retreat and FAM, bringing 24 event planners to our destination, resulting in
9 leads and 6 definite bookings (as of July 2026).
Increased Visibility • PCMA Capital Chapter panel participation/sponsorship during Global Meeting Industry Day allowed
us to get in front of a live audience of 300 people and featured in the chapter’s social media with a reach of 3,000+.
• Participation and sponsorship at the Association Forum Holiday Showcase in Chicago with over 800
national association planners.
• Creative sponsorships allowed us to include our clients and hotel partners at more events and
tradeshows such as the AENC Legislative Reception and PCMA Capital.
Market Segment Production: Association: 54% Sports/Recreation: 28% Corporate: 6% Governmental: 1% Social: 1% Educational: 4% Military: 2% Religious: 2% Reunions: 1% Tour + Travel: 2% 0
SALES 55 | SALES
30%
60%
Key Trends: •
Association groups continue to book further out, looking for discounts in signing multiyear contracts.
•
Planners are looking for local experiences for attendees through activities and culinary.
•
Sporting groups continue to see an increase in attendees when they meet in our destination.
Strategic Shifts: •
Upgrading our CVENT listing to drive more leads to our destination.
•
Offering concessions to groups booked outside of the convention district.
•
Active involvement in industry associations by all sales staff. Adding new memberships like SITE and the Raleigh Chamber to identify more corporate planners.
•
Finding creative sponsorship opportunities with industry associations.
•
Including hotel partners in our sales efforts whenever possible, e.g., sales calls, trade shows and sponsorships.
•
Continue to try new trade shows, adding Meetings Today Live and ConFab this fiscal year. Both are appointment based shows making it easier to qualify the groups.
56 SALES | 56
YEAR-AT-A-GLANCE: FY26-27 Sales Travel and Tradeshows Event
Dates
Location
Market
PCMA Southeast
July 12-14
Nashville, TN
Assn
GSAE
July 22nd
Atlanta, GA
Assn
MPI Georgia
July
Atlanta, GA
Corp
AENC Annual Meeting
July 26-28
Concord, NC
Assn
NC SGMP
August
TBD
Govt
Destination Southeast
August 9-11
Ft Lauderdale, FL
Assn, Corp
PCMA Capital
August 19-21
Washington DC
Assn
MPI Carolinas
August 27-28
Winston-Salem, NC
Corp, Assn
Connect Association
August 25-28
Tampa, FL
Assn
Connect Sports
August 25-28
Tampa, FL
Sports
MPI Georgia
September
Atlanta, GA
Corp
Sports Relationship
September 21-24
Virginia Beach, VA
Sports
PCMA Greater Midwest
September 15th
Chicago, IL
Assn
GSAE
September 16th
Atlanta, GA
Assn
Assn of Meeting Professionals
September 24th
Washington DC
Assn
IMEX / EIC Governance Com
October 12-14
Las Vegas
All
MPI Carolinas
October 15-16
Charlotte, NC
Assn, Corp
AENC
October 22-23
Raleigh, NC
Assn
TEAMS
October 25-29
Birmingham, AL
Sports
CONFAB
October 27th
Charlotte, NC
Assn, Corp
MPI Georgia
November
Atlanta, GA
Corp
Meetibngs Today Live
November 8-11
St. Augustine, FL
Assn, Corp
PCMA Greater Midwest
November 19th
Chicago, IL
Assn
PCMA Southeast
November 11th
Atlanta, GA
Assn, Corp
NC SGMP
November
TBD
Govt
Connect South
November 9-11
Branson, MO
Religious
Assn Forum Holiday Showcase
Dec 2-4
Chicago, IL
Assn
SITE Southeast
Dec 6-8
Birmingham, AL
Corp
AENC Tradeshow
Dec 9-10
Raleigh, NC
Assn
NC SGMP
January
TBD
Govt
MPI Georgia
January
Atlanta, GA
Corp
RCMA Emerge
January 5-7
Orlando, FL
Religious
PCMA Convening Leaders
January 11-14
Miami, FL
Assn
AENC Legislative Reception
January 27th
Raleigh, NC
Assn
IPEC
Feb 21-23
TBD
Assn, Corp
MPI Carolinas
February
TBD
Corp, Assn
PCMA Southeast
February
Atlanta, GA
Assn, Corp
SALES 57 | SALES
FY26-27 Sales Travel and Tradeshows Event
Dates
Location
Market
MPI Georgia
March
Atlanta, GA
Corp
Rendezvous South
March 1-4
Montgomery, AL
Assn, Corp
PCMA Greater Midwest
March
Chicago, IL
Assn
NC SGMP
March
TBD
Govt
AENC Spring Conference
March
TBD
Assn
Sports ETA
April
Las Vegas, NV
Sports
Global Meetings Industry Day
April
TBD
Corp, Assn
MPI Georgia
May
Atlanta, GA
Corp
MPI Carolinas
May
TBD
Corp, Assn
PCMA Capital
May
Washington, DC
Assn
PCMA Business Events Summit
June
Lake Tahoe, NV
Assn
MPI World Education Conf
June
San Antonio, TX
Assn, Corp
SGMP Natl Education Conf
June 9-11
Williamsburg, VA
Govt
SALES | 58
SALES GOALS & STRATEGIES GOAL Generate leads and produce room nights for New Hanover County Hotels and the Wilmington Convention Center. STRATEGIES: •
Move to a premium subscription of CVENT (RFP platform) to capture more leads destination wide.
•
Conduct regular sales calls to feeder cities that align with direct flights (D.C., Atlanta, Chicago).
•
Create opportunities for exposure through hosting FAMs and individual site visits. When possible, host industry association events throughout the year.
•
Develop a sponsorship strategy that discovers creative alignment with key events and industries to gain maximum exposure.
•
Tailor our sporting events strategy to book events during the off-peak months.
•
Develop an incentive program targeted towards the vendors participating in the association shows at the Wilmington Convention Center to increase potential of new corporate business.
SUCCESS METRICS:
Increase in client database by 5% Increase in leads and bookings by 5% over the previous year
SALES 59 | SALES
GOAL Increase presence at industry events. STRATEGIES: •
•
All sales managers to have active memberships with industry associations aligned with their markets. These include:
»
Association Executives of North Carolina (AENC)
»
Association of Meeting Professionals (AMPs)
»
Meeting Professionals International (MPI)
»
Professional Convention Management Association (PCMA)
»
Society of Government Meeting Professionals (SGMP)
»
Society for Incentive Travel Excellence (SITE)
Increase social media activity during industry events to boost visibility.
•
The VP of Sales will use speaking engagements at industry events to give additional exposure to our area as a meetings destination. Industry events to include: »
MPI World Education Conference
»
MPI Carolinas Chapter
»
AENC
•
All sales managers will volunteer on committees within their respective industry associations.
•
Strengthen relationships with other CVBs for referral business.
SUCCESS METRICS:
A minimum of 5 contacts per event per sales manager Increase in leads and bookings by 5% over the previous year
60 SALES | 60
GOAL Build our reputation as destination/industry experts with area hospitality industry partners and meeting clients. STRATEGIES: •
•
•
Hold a monthly Convention District meeting with Wilmington Convention Center (WCC) and hotel partners. In partnership with Wilmington Area Hospitality Association, host networking events for industry partners. Host an annual sales training for hospitality industry partners.
•
Include hotel partners in out-of-market sales calls and trade shows.
•
Host regular destination site visits to showcase the area to potential clients.
•
Engage in strategic planning with city and county officials to identify the best fit for future sports facilities.
SUCCESS METRICS:
Develop a more collaborative process with our industry partners on bookings that strengthens relationships and communication channels Host 30 site visits throughout the year Increase in leads and bookings by 5% over the previous year
SALES 61 | SALES
62 SALES | 62
Services
08
The Visitor Services Department remains instrumental in both delivering an exceptional visitor experience and contributing to the success of events booked by our sales team. Through its coordination of local resources and support services, the department provides event planners with the tools and connections needed to host successful events.
Services | 64
TOP 5 KEY TAKEAWAYS FROM FY25-26 1. Organized a staff-led delivery of 9,850 visitor guides to all the hotels in the county. 2. The successful Show Your Badge Program for convention attendees currently has 32 businesses participating. 3. 28,998 interactions with visitors countywide, an increase of 7.5% over last year. 4. Provided service for 24 convention groups and sporting events. 5. Exhibited at I-95 Welcome Center with hotel partners for National Tourism Week.
Key Trends: •
In-bound calls remain steady; many inquire about events happening in the area.
•
Visitors remain very interested in film location walking tours.
Year-At-A-Glance:
Strategic Shifts: •
Provide additional branded items for groups apart from the visitor guides and maps.
•
Deploy an in-house delivery service for the visitor guides, using WBCVB staff to meet with partners and provide more personal service.
•
Joining the Event Service Professionals Association to meet other CVB visitor services staff members and share best practices.
FY26-27 Services Travel and Events Event/Activity
Month
Host a table at the HWY 95 NC Welcome Center for National Tourism Week
May 2027
Trip to the Visit NC Call Center
May/June 2027
SERV ICES 65 | SERVICES
SERVICES GOALS & STRATEGIES GOAL Enhance the conference attendee experience to lead to extended stays and increased visitor spending. STRATEGIES: •
Identify and make connections with local companies that offer onsite activations at events.
•
Join and participate in the Event Service Professionals Association to learn best practices and emerging trends.
•
Connect early in the process with the event planners to discuss destination services and how to enhance the experience for the attendees.
•
Maintain a list of local charitable organizations that will work with groups on corporate social responsibility opportunities.
•
Continue to grow the Show Your Badge program which offers discounted opportunities for event attendees.
•
Curate list of local speakers/subject matter experts.
SUCCESS METRICS:
Attain a minimum of five (5) testimonials from planners on how their attendees enjoyed their time in our destination Repeat conference bookings
SERVICES | 66
GOAL Expand the Visitor Information Center visitation and effectiveness. STRATEGIES: •
Make regular visits to area attractions to stay on top of updates and build on relationships and partner opportunities.
•
Provide a laptop to Visitor Information Center staff to assist visitors with finding information quickly.
•
Organize a Visit NC call center trip and bring partners with us to enhance the experience.
•
Organize a North Carolina Welcome Center trip with partners.
•
All Visitor Information Center employees go through the certified Destination Expert program.
SUCCESS METRICS:
Strengthen local partnerships Gain first-hand experience to promote to visitors
SERV ICES 67 | SERVICES
GOAL Improve destination awareness within the Sales & Services teams. STRATEGIES: •
Regular involvement with the Wilmington Area Hospitality Association in order to strengthen relationships that will benefit the organization’s mission to be a connector in the industry.
•
Update sales staff on new venues, restaurants and attractions that would be of interest to groups, while also keeping the rest of the organization in the know to create better team alignment.
•
Schedule WBCVB team visits to new businesses throughout the year.
SUCCESS METRICS:
Provide team building opportunities
68 SERVICES | 68
Public Relations
09
As we look ahead to FY26-27, our PR team will execute an evolving strategy designed to strengthen the visibility and representation of destination content across AI-powered search and large language model (LLM) results. Structuring press releases and content in an easy-to-interpret format, along with messaging that aligns with travel trends, will ensure that our destination not only shows up, but that our message is clearly understood. Responding to shifts in AI preference will position us to stay aligned with how discovery is evolving. Additionally, our media outreach throughout the year will align with our target audiences and geographies, with a focus on interest-based activities and traveler intent. Press trip itineraries will be thoughtfully curated around trending themes such as digital detox/off-peak travel, nostalgia/multi-generational travel, “playcations”, set-jetting and culinary—to align with our editorial calendar and deepen engagement.
TOP 5 TAKEAWAYS FROM FY25-26 delegates were 51 Media hosted through press trips and FAM tours.
media placements resulting in 1.2 billion impressions 165 Earned (an increase of 295% from LY) and an ideal Barcelona Quality Average Score of 85.6.
Received coverage in print, digital and broadcast outlets including, but not limited to:
QC Exclusive | Raleigh Magazine | FoodDrinkLife.com | KiddingAroundGreenville.com
Destination accolades: • Good Housekeeping Travel Awards — Beach Town (Wilmington and Island Beaches)
Secured local media coverage through: • Star News
• USA TODAY 10Best Readers’ Choice Awards — Best Riverwalk (Wilmington #7); Best Boardwalk (Carolina Beach #4); Best North Carolina Beaches (all 3 beaches rank in Top 10)
• Greater Wilmington Business Journal
• Southern Living Best of the South Readers’ Choice Awards — South’s Best Cities (Wilmington #7)
• WWAY
• WECT
• Spectrum News
Public Relations | 70
Key Trends: •
•
•
Digital Detox Travel — Unplugged activities, analog experiences, off-peak, intentional escape.
Strategic Shifts:
Nostalgia Travel — Classic beach town traditions, family memories, mindful connections, multi-generational. Playcations — Hands-on, fun and adventurous activities.
•
Tik Tok Travel — Influencer itineraries, things to do.
•
Set-Jetting — Visiting locations because they appear in film/TV productions.
•
Culinary — Travel for regional cuisine, destination restaurants, food festivals.
PU BLI C R E L AT IONS 71 | PUBLIC RELATIONS
Search and AI Visibility
•
•
»
Develop and increase number of press releases with a focus on optimizing content for AI/LLM discoverability.
»
Structure content in easy-to-interpret format (bullet points, sections, quotes) and align with travel trends.
»
Strategic prioritization of high authority media with strong reach across search, digital news platforms and emerging LLMs.
»
Pursue and amplify brand-aligned accolades and “Best Of” recognitions to strengthen destination credibility and visibility with third-party validation. Revise Barcelona Scorecard to increase points for Target Market metric.
FY26-27 PR Travel & Events Timeline Event/Activity
Month
NCRLA Chef Showdown, Raleigh
September 2026
SATW National Convention & Marketplace, Haywood Co., NC
October 2026
Visit NC PR Symposium & In-State Media Mission, Raleigh
October 2026
Visit NC Travels with Darley PBS segment (tentative)
Fall 2026
NCPRSA Strategic Communications Conference, Raleigh
November 2026
Learn Tourism Conference (virtual)
November 2026
STS Travel Media Meetup, Birmingham AL
November 2026
NC Travel Guide Roadshow (virtual)
February 2027
Visit NC Tourism Conference, Winston-Salem
April 2027
Visit NC Out of State Media Mission, TBD
TBD
STS SMPR Forum & Travel Media Marketplace, TBD
TBD
PRSA Travel & Tourism Conference, Columbus, OH
May 2027
STS Travel Media Meetup, Washington, DC
June 2027
SATW Media Marketplace (virtual)
June 2027
Visit NC FAM Tour(s)
TBD
SATW Eastern Chapter Convention & Marketplace (tentative)
TBD
FY26-27 PR Pitch Timeline Pitches
Timeline
Digital Detox Travel in Wilmington & Beaches
July 2026
Fall Fishing (CB/KB)
August 2026
Nostalgia/Multi-Gen Travel in Wilmington & Beaches
September 2026
Use Your PTO Before the Year Ends (direct flight markets)
September 2026
After Dark Adventures in Wilmington & Beaches
October 2026
Holidays on Water in Wilmington & Beaches
November/December 2026
Spring Event Preview (Feast, NCAF, etc.)
December 2026
New in 2027 (including NCAF 80th anniversary)
December/January 26/27
Feast Wilmington / Foodie (OOS)
February 2027
Spring Blooms (NCAF 80, CF Garden Club, bloom trail)
March 2027
Playcations in Wilmington & Beaches
April 2027
Tik Tok Travel in Wilmington & Beaches
May 2027
Hotel Hopping/Split Stay Travel in Wilmington & Beaches
June 2027
PUBLIC RELATIONS | 72
FY26-27 PR Project Timeline Event/Activity
Month
Begin outreach for fall / winter press trips
Summer 2026
Program of Work: PR Plan and Destination Profile
Summer 2026
Press Release: Cape Fear Museum of History & Science Relocation & Grand Opening
August 2026
Press Release: National Wellness Month
August 2026
Press Release: Visitor Spending in New Hanover County (Annual)
August 2026
Relaunch Destination Expert Training Program, version 2
September 2026
Fall/Winter Navigator Newsletter
September 2026
Press Release: Fall Activities (includes fishing) roundup
September 2026
SATW Conference – keynote Luncheon Sponsorship
October 2026
Press Release: Winter / Holidays on Water event roundup
November 2026
Roundup of What’s New in 2027
December 2026
Holiday Greeting / 2027 Preview – media outreach
December 2026
Begin outreach for spring press trips
January 2027
Press Release: 2026 Awards + Accolades roundup
January 2027
Press Release: Foodie Awards & Accolades Roundup
February 2027
2027 pitch sheet development (Wilmington + all beaches)
Winter 2027
Press Releases: NCAF 80 + Spring Festivals (Feast, etc.)
March 2027
Press Release: Spring & Early Summer Activities Roundup
April 2027
Spring/Summer Navigator newsletter
April 2027
National Travel & Tourism Week proclamation
April 2027
National Travel & Tourism Week press releases & media outreach
April/May 2027
Update Crisis Communications Plan & Business Continuity Plan
May 2027
Press Release: Carolina Beach 2027 Airshow preview
June 2027
PU BLI C R E L AT IONS 73 | PUBLIC RELATIONS
PUBLIC RELATIONS GOALS & STRATEGIES
GOAL Increase awareness for Wilmington and Beaches. STRATEGIES: Secure a steady presence of earned media coverage through the following tactics: •
Develop an annual PR plan and pitching/ editorial calendar, leveraging timely travel trends, destination news/offerings, etc.
•
Coordinate press trips throughout the fall, winter and spring, with continued partner engagement.
•
Develop and distribute targeted pitches.
•
Reactive media relations.
•
Ongoing media outreach and monitoring for relevant editorial opportunities through editorial calendars and one-off pitching opportunities.
•
Media list development, upkeep and maintenance.
•
Proactive media relations targeting defined audiences, tailoring outreach to journalists’ beats/audiences/interests and including relevant multimedia assets.
74 PUBLIC RELATIONS | 74
GOAL Communicate to potential visitors that align with our target audiences and key geographical markets for the highest conversion potentialvia PR efforts with state, regional, national and international media. STRATEGIES:
Prioritize media in the following target markets: •
•
• •
egacy Markets:Raleigh, Greenville (NC), L New Bern, Washington, Greensboro, High Point, Winston-Salem
Growth Markets: Charlotte, Greenville (SC), Spartanburg, Asheville, Roanoke, Lynchburg, Baltimore, Richmond, Cincinnati, Columbus
Create and maintain rapport with state/regional editors, journalists and freelancers for media outlets in target markets; coordinate regular outreach.
•
Maintain active memberships in regional and national media associations including: » Society of American Travel Writers (SATW, Eastern Chapter, National)
Direct Flight Destinations (i.e., markets with significant inbound traffic)
Primary target audience: » »
•
•
Momentum Markets: Atlanta, Washington, D.C., Philadelphia
Prioritize media that reach the following target audiences: •
Other strategies:
» Public Relations Society of America (NC Chapter & Travel/Tourism section) » Southeast Tourism Society (STS) •
Year-round and holidays: Adults traveling with and without kids
» Work within media guidelines for hosted press trips that align with destination brand and goals.
Soft season (fall + spring): Adults traveling without kids
» Develop custom, interest-based story ideas, pitches and itineraries for visiting media delegates in target markets and with target audience reach.
Additional target audiences:
» Families with kids of all ages » Multi-generational families » Couples
» Groups of friends
» Empty nesters and retirees » Solo travelers
» History travelers (A250-focused)
PU BLI C R E L AT IONS 75 | PUBLIC RELATIONS
Host travel journalists and bloggers on verified assignment:
» Facilitate media/influencer visits. •
Participate in media tradeshows, marketplaces, FAM Tours.
GOAL Strengthen the visibility and representation of destination content across AI-powered search and large language model (LLM) results. STRATEGIES: •
Development of press releases for WCVB website and external distribution (as applicable), with a focus on optimizing content for AI/LLM discoverability, with select releases also distributed and pitched based on newsworthiness and topic relevance to generate earned media pick-up.
•
Strategic prioritization of high-authority outlets and journalists with strong reach and visibility across search, digital news platforms and emerging LLMs (e.g., Axios, Business Insider, etc.). » Target outlets and reporters that consistently appear in top search results and are commonly surfaced or cited in AI-generated summaries to maximize the likelihood that coverage continues to show up and be amplified over time. » Consider offering opportunistic press trips. » List will likely evolve as trends shift and AI continues to change the digital landscape.
•
Pursue and amplify brand-aligned accolades and “Best Of” recognitions to build thirdparty validation and strengthen visibility across search, digital news platforms and emerging LLMs.
76 PUBLIC RELATIONS | 76
GOAL Highlight visitor-facing events to drive event attendance. STRATEGIES:
Promote and drive attendance to visitor-facing events and festivals happening throughout the year including:
Target writers across different markets and special interests that will complement event activities by:
• Cape Fear Museum of History & Science Grand Reopening (August 2026)
• Develop and distribute pitches and press releases and share related background and media assets.
• Holidays on Water (November–December 2026)
• Share behind-the-scenes stories featuring participating artists, chefs, special guests, organizers, etc.
• FEAST Wilmington (March 2027) • 80th Annual NC Azalea Festival (April 2027) • History events with A250 connections (ongoing through 2026)
• Invite select media to attend, cover and promote events in advance; facilitate interviews, provide ‘how-to’ and ‘need to know’ tips. • Share post-event recaps with reporters unable to attend.
PU BLI C R E L AT IONS 77 | PUBLIC RELATIONS
GOAL Support the initiatives identified by the marketing department to enhance the paid and organic strategic plans. STRATEGIES: • Reinforce brand position featuring “Wilmington and Island Beaches” unified and individual brand. • Incorporate destination messaging and marketing campaign themes in PR materials where appropriate, shifting as trends may warrant change. • Focus press materials on concepts that align with travel trends, media and visitor interests, marketing department and TMP themes:
» Tourism Master Plan: Extended seasonality; Set-jetting; Culinary » Trends: Digital Detox travel; Nostalgia/multi-generational travel; Playcations; Tik Tok travel; Hotel-hopping/Split-stays
» Interests: Fall fishing; Spring bloom; Food; After-dark adventures; Seasonal activity roundups » 2026/2027 milestone events and grand openings:
– Cape Fear Museum of History & Science Grand Opening (August) – 80th Annual North Carolina Azalea Festival (April) – Carolina Beach 2027 Airshow preview (June)
• Develop pitch sheets for 2027 that highlight what is new to the destination, historical significance, popular film locations, notable restaurant and attraction updates and more. • Provide earned media support for guerilla marketing efforts, as applicable, pending final activation details (ex: interactive storefront experiences).
» Invite target media to experience the activation firsthand and/or use the activation as a hook to encourage broader destination coverage through a future press trip.
78 PUBLIC RELATIONS | 78
GOAL To increase local awareness of the value of tourism and the role of the WBCVB through PR and communication initiatives that will complement the efforts of the WBCVB Community Engagement Strategy. STRATEGIES:
Engage local travel partners, stakeholders and residents in understanding and supporting tourism by: • •
Develop a communication plan around the launch of the new brand to be deployed within our local communities in Spring 2027. Develop and distribute local press releases:
» Annual Visitor Spending / Economic Impact of Tourism » Roundups of large conventions & sports events
» Announce destination accolades & CVB awards •
Relaunch Wilmington and Beaches Destination Expert course (v.2).
Promote Annual National Travel & Tourism Week (NTTW) observance (May 2-8, 2027): • •
Pursue Commissioners’ Proclamation to designate National Travel & Tourism Week (NTTW) in New Hanover County. Promote NTTW and Travel Rally industry event:
» Feature in Spring/Summer Navigator newsletter » Invite local media to attend » Press Releases:
- Pre-event: Announce NTTW dates, Commissioner Proclamation and Travel Rally event details
- Post-event: Announce Tourism Star & Tourism Legacy Award Winners
Distribute industry communications to travel partners & stakeholders: • • • •
Navigator newsletter (Fall/Winter & Spring/Summer)
Industry Updates with time-sensitive news; crisis communications Notify of relevant media requests and site visits
Share media coverage with partners mentioned in articles (2-4 x per year)
PU BLI C R E L AT IONS 79 | PUBLIC RELATIONS
Additional PR Activities of Note: •
Support Tourism Master Plan initiatives (ongoing)
•
Manage Crisis Communications (as needed)
•
Update Crisis Communications/Business Continuity Plan (annually)
•
Encourage travel partner participation in CVB and PR programs (ongoing)
•
Increase awareness of tourism’s importance to local economy and of the CVB’s role in the community (media interviews, press releases, community presentations, industry newsletters)
•
Update Destination Expert training program content
•
Partner with Visit NC on international media visits
•
Represent CVB at community events, presentations
80 PUBLIC RELATIONS | 80
BEACH-SPECIFIC GOALS & STRATEGIES Carolina, Kure and Wrightsville Beaches GOAL
With an emphasis on promoting soft season travel, our PR strategy will support the marketing strategy in developing content and communication initiatives that will reach niche interest audiences that will encourage travel to the beach communities throughout the entire year. STRATEGIES & TACTICS: •
Always-On Media Relations: Develop an annual PR and editorial calendar, execute proactive and reactive pitching and maintain ongoing media monitoring, outreach and media relationships across priority audiences.
•
Press Trips and Experiential Storytelling: Coordinate seasonal press trips, engage relevant partners and provide earned media support for select activations and destination experiences that can generate seasonal/timely coverage and inspire future visits.
•
Priority Initiatives and Destination Updates: Support newsworthy WBCVB and Beaches-specific initiatives through press releases, targeted pitching and visitor-facing communications, including major events, partner updates, community engagement campaigns, etc.
•
Search and AI visibility: Prioritize authoritative outlets and journalists that influence search results and discoverability across digital platforms and emerging LLMs.
•
Third-party validation: Pursue and amplify brand-aligned accolades, awards and “Best Of” recognitions to strengthen destination credibility and visibility.
•
Promote holiday events taking place at each beach as a part of the larger 2026 Holidays on Water campaign; focus on outreach to in-state media outlets and influencers.
PU BLI C R E L AT IONS 81 | PUBLIC RELATIONS
BEACHES-SPECIFIC INITIATIVES Carolina Beach: •
Fall fishing / activities
•
Carolina Beach 2027 Airshow preview
Kure Beach: •
Fall fishing / activities
•
Work with the Aquarium to message the temporary closure during its 2-year expansion; promote the Aquarium’s Independence Mall pop-up exhibits and environmental initiatives during closure; build excitement as expansion progresses and Aquarium reopening nears
Wrightsville Beach: •
Fall activity roundup
•
Monitor bridge work and Military Cutoff overpass updates; prepare communications and messaging as closures become imminent
SUCCESS METRICS:
5%
10%
10%
Strive for an average Barcelona Principles Score in the “High Quality” range or greater
10%
8
increase in Media Hosts / Press Trips
increase in Earned media placements
increase in open rate for Navigator Newsletter (2 x year).
increase in Media Impressions (print and digital)
media events, tradeshows and conferences to be participated in, with increases as budget and schedule allow.
82 PUBLIC RELATIONS | 82