NBCo2016-17_2017-18MarketingPlan

ICONICNEWPORT BEACH
DESTINATION
MARKETING PLAN
2016 / 2017 • 2017 / 2018

Table of Contents
Introduction
Executive Summary 4
Newport Beach & Company Overview 8
DestinationNEXT Futures Study 12
Brand Architecture 18
Destination Marketing Plan Overview 34
Customer-Based Marketing Plans
Leisure Traveler 40
Meeting Planner 76
Local Community 90
Organization & Board of Directors 102
Business-Unit Marketing Plans
Visit Newport Beach, Inc.
Visit Newport Beach, Inc.- Leisure Marketing 112
Visit Newport Beach, Inc.- Group Sales 124
Newport Beach & Company
Dine Newport Beach 130
Enterprise Newport Beach 134
Celebrate Newport Beach 142
Newport Beach TV 142
Film Newport Beach 152
Appendix
Executive Committee & Board of Directors 158
Tourism Business Improvement District
Board of Directors 159
Marketing Committee 159
Staff List 160
Industry Terms 164
References 168

Introduction
Executive Summary 4
Newport Beach Company Overview 8
DestinationNEXT Futures Study 12
Brand Architecture 18
Destination Marketing Plan Overview 34
“Themo
thingis
people
begrea
wantto
ICONIC LOS ANGELES LAKERS KOBE BRYANT
Basketball legend Kobe Bryant and his family are residents
of Newport Beach.
4 | 2016-17/2017-18 MARKETING PLAN
“Themo
thingis
people
begrea
wantto

ostimportant
sto try and inspire
so thattheycan
atinwhateverthey
odo.”
ostimportant
sto try and inspire
so thattheycan
atinwhateverthey
odo.” – Kobe Bryant
NEWPORTBEACHANDCO.COM | 5

Whatdoesitmean
tobeanicon?
Whatmakesaplace
iconic?
Whatmakes
doingboldthings
iconic?
There are countless people, places and things around
the world, but there is a rarified collection of those
people, places and things that are truly iconic.Yet, there’s
one place in this world of sameness where that rarified
collection has graced its presence.That iconic place is
Newport Beach, California.
It’s a destination steeped in a rich history of iconic
celebrities and people who have changed the world.
It’s found in the truly iconic reverberations of the
waves crashing along the beach next to the Crystal
Cove Cottages, to the sound of laughter twirling from
the Fun Zone Ferris Wheel. It’s clearly evident in the
grand vision that Donald Bren had with Fashion Island,
Island Hotel Newport Beach and The Resort at Pelican
Hill. And, it comes to life each summer with the Hyatt
Regency Newport Beach’s rich history of jazz and music.
When something becomes the ‘it’ thing, it achieves that
rarified status of becoming iconic. And, being iconic
and doing big, iconic things resonates a little deeper
in Newport Beach.
As Newport Beach Company embarks on its next two
fiscal years, it continues its trend to be a role model for
the destination-marketing industry and to become the
destination-marketing organization of the future. The
following two-year Destination Marketing Plan embarks
upon a bold new mantra: Do big things. Do them in
smart and efficient ways, and be emotionally impactful
to all of the company’s audiences. Doing big things,
doing them smartly while being emotionally impactful is
synonymous with being an iconic destination-marketing
organization, doing iconic things, with iconic people and
in iconic ways.
As the destination-marketing organization of the future,
Newport Beach Company manages and oversees
the complete Newport Beach brand across all aspects
of marketing, selling and promoting the destination
around the world—from tourism/meetings to economic
development, from restaurant marketing to event
marketing, and from the local television station to
luring film production to Newport Beach.
Newport Beach Company has created six business
units to oversee these disparate businesses under one
common brand with one sales, marketing and media-
relations team servicing this iconic community in a
holistic approach. These business units include: Visit
Newport Beach, Inc., Enterprise Newport Beach, Dine
Newport Beach, Celebrate Newport Beach, Newport
Beach TV and Film Newport Beach.
Newport Beach Company sells, markets and engages
with four primary customer segments: leisure travelers,
Executive Summary
President/CEO
Brand Marketing Team
Financial/
Administrative Team
DINE
NEWPORT BEACH
CELEBRATE
NEWPORT BEACH
TV
NEWPORT BEACH
FILM
NEWPORT BEACH
ENTERPRISE
NEWPORT BEACH
Newport Beach
Foundation
501(c)3
Community Leadership
Development
Board of Directors
501(c) 6TOT
VISIT NEWPORT
BEACH, INC.
6 | 2016-17/2017-18 MARKETING PLAN

meeting planners, local community and organization/
board of directors. Through a new, strategic-planning
approach, the company developed the following
strategic initiatives for each of those four customer
segments to drive the organization forward to
accomplish iconic things in the next two years.
Since Newport Beach Company has the privilege of
marketing such an iconic destination, it must also do so
in iconic ways with an iconic team, marketing an iconic
place. Through a rigorous process of understanding
its customers and their brand personas to exhaustive
economic forecasting models for future leisure travel and
meeting-planning trends, Newport Beach Company
has developed the following strategic initiatives to
accomplish iconic things in the next two fiscal years.
ICONIC LEISURE-TRAVELER STRATEGIES
The Leisure Traveler strategic-planning team developed
strategies and tactics to achieve three overarching
objectives. Those objectives focus on generating
incremental leisure-hotel room nights and incremental
economic impact; enhancing the visitor experience;
and sparking global passion for Newport Beach.
To accomplish those significant objectives, the integrated-
planning team developed multiple strategies and
tactics, which include: integrated, targeted marketing
campaigns; taking the Newport Beach brand global;
being emotionally impactful through more engaging
visitor experiences, and doing big things in iconic ways
to increase brand awareness for Newport Beach on a
global scale.
ICONIC MEETING-PLANNER STRATEGIES
The Meeting Planner strategic-planning team developed
strategies and tactics to achieve one overarching,
ambitious objective. That objective focuses on generating
a record-number of group meetings, definite hotel room-
night bookings for tourism-business-improvement district
hotel partners in Newport Beach.
To accomplish the highest group definite room-night goal
in the organization’s history, the integrated-planning team
focused its strategies and tactics around the following
themes: pursue high-impact group meetings; keep
meeting planners engaged through new digital-marketing
initiatives; elevate relationships and effectiveness of third-
party meeting-planner organizations; and encourage
meeting planners to work with the Group Sales team
from the beginning of the sales-planning process.
ICONIC LOCAL-COMMUNITY STRATEGIES
The Local Community strategic-planning team developed
strategies and tactics to achieve several overarching
objectives, which center around increasing awareness
and respect for Newport Beach Company and the value
of tourism in the local community with its stakeholders,
partners, civic leaders, government leaders, hotels,
residents and local businesses.
To accomplish these brand-building and reputation-
management objectives, the integrated-planning
team developed multiple strategies and tactics, which
include: engaging with influential community partners
and elected officials; producing local company events
like the Annual Marketing Outlook Dinner; developing
this two-year Destination Marketing Plan; creating a
Hospitality-Training Program; increasing incremental
revenue to the company through sponsorships, ad
sales and video services; and marketing support for
the Newport Beach Restaurant Association and Dine
Newport Beach, Balboa Village Merchants Association
and Balboa Island Marketing, Inc.
ICONIC ORGANIZATION BOARD OF DIRECTORS
STRATEGIES
The Organization strategic-planning team developed
strategies and tactics to achieve five overarching
objectives. Those objectives include: increasing
engagement with the board of directors; developing
a comprehensive organizational operations and crisis
plan for Newport Beach Company; increasing the
efficiency and performance of the company’s business
processes; and increasing employee performance,
morale and retention.
To accomplish these objectives for the organization
and company, the integrated-planning team developed
multiple strategies and tactics, which include: board
outreach and communications strategy; developing a
crisis and secession plan for the company; implementing
a new enterprise-resource planning (ERP) system;
developing tools and core values to retain and attract
employees; and exploring the formation of a jointly
funded Orange County Film Commission.
Newport Beach Company has a fully staffed, talented
and engaged executive team, staff, executive committee
and board of directors to accomplish these truly
iconic strategic initiatives. With this ambitious two-year
Destination Marketing Plan, Newport Beach Company
has truly set the bar high and will drive incremental
economic development and growth for Newport
Beach over the course of the next two years. An iconic
destination like Newport Beach deserves a truly iconic
Destination Marketing Plan. Working together, iconic
things can happen for Newport Beach, California.

From Port Town
to Luxury Resort
LATE1800s–EARLY1900s:
The Irvine Ranch is established,
including most of Newport
Beach; the steamship Vaquero
proves the bays are navigable;
the McFadden family establishes
shipping ports, first on the Upper
Bay and then where the Newport
Pier stands today; the great flood
creates Newport Harbor.
1920s –1930s:
Silent movies are filmed on
Newport Harbor; the first Crystal
Cove cottages are built, creating
a vacation village on the sand,
while Prohibition makes the coves
popular with rumrunners; the
area becomes popular for
vacation homes.
1940s –1970s:
Bal Week is a huge draw to the
area, bringing spring breakers
to the beach; the Rendezvous
Ballroom is the focus for dancers
doing the Balboa Shuffle, Balboa
Hop and others; Shirley Temple is
the first Miss Newport Beach; the
town is known as the Hamptons
of Hollywood, drawing stars to the
Balboa Bay Club and the yacht
harbors; Humphrey Bogart and
John Wayne are among those
who keep their boats berthed
in the harbor. (Wayne’s Wild
Goose is still there, available
for charters and tours.)
1912Glenn Martin flies from Newport
Bay to Catalina Island in 37 minutes,
setting the longest over-water record
in aviation history.
1919 Balboa Island Ferry, the first
ferry between Balboa Island and the
mainland, is established by the Beek
family (which they still operate today).
1922Duke Kahanamoku introduces
surfing to the West Coast at Newport
Beach, and the first Newport Yacht
Regatta is held.
1936Dedication of Newport Harbor:
Franklin D. Roosevelt opens the $4
million harbor by telegraph key from
Washington, D.C.
1936The original Balboa Fun Zone
is born with the merry-go-round, Ferris
wheel and arcades.
1889First vacation house is built
in Newport Beach.
1891Newport Beach Dory Fishing
Fleet is founded. It remains one of two
open-air markets in Newport Beach
where one can buy fresh-off-the-boat
fish. (The other is Pearson’s Port.)
1905 Newport Bay Investment
Co. pledges $10,000 to build Balboa
Pavilion.
1905Pacific Electric Railroad
reaches Newport Beach, connecting
the city by rail to Los Angeles.
1908Gondolier John Scarpa
leads the first illuminated boat
parade through Newport Harbor,
which becomes the Newport Beach
Christmas Boat Parade.
APlaceofManyIcons
ANNUAL “BATHING GIRL PARADE,” BALBOA BEACH, JUNE 1920
BALBOA PAVILION, 1910DANCE HALL AT THE BALBOA PAVILION, CA. 1930
8 | 2016-17/2017-18 MARKETING PLAN

1988
BEACHES
The beach scenes are filmed in
Crystal Cove State Park, using
cottages that have been remodeled
for visitor rental.
1992
A FEW GOOD MEN
1996
JERRY MAGUIRE
The lead character is based on
Newport Beach sports agent Leigh
Steinberg, who has a cameo in the film.
1997
ROMY AND MICHELE’S HIGH
SCHOOL REUNION
2003
THE O.C. TELEVISION SERIES
premieres, featuring a fictional family
living in Newport Beach.
ARRESTED DEVELOPMENT
This critically acclaimed comedy is set
in Newport Beach and features the
Bluth Banana Stand, modeled after
the famous frozen banana stands
found on Balboa Island.
2006
THE REAL HOUSEWIVES OF
ORANGE COUNTY
premieres.
2007
NEWPORT HARBOR: THE REAL
ORANGE COUNTY premieres as
a sequel to the hit MTV reality series
Laguna Beach:
The Real Orange County.
1917
CLEOPATRA
Newport Beach plays the
part of the River Nile.
1930
ALL QUIET ON THE
WESTERN FRONT
The Academy Award–winning
film includes scenes shot in
Corona del Mar.
1937
A STAR IS BORN
1943
LASSIE COME HOME
1948
JOAN OF ARC
1950
TREASURE ISLAND
1956
AROUND THE WORLD IN 80 DAYS
1976
THE SHOOTIST
This is the final film of Newport Beach
resident John Wayne. When The Duke
dies in 1979, the Orange County
Airport is renamed in his honor.
1967Fashion Island opens.
1970Duffy Electric Boats launches
its first boat. Sixteen-year-old Marshall
“Duffy” Duffield entertains dates on his
father’s gas-powered boat, but when
the engine gives out, he uses a golf
cart’s electric motor — and the Duffy
Electric Boat is born.
1979Crystal Cove Historic District
is placed on National Register of
Historic Places. This enclave of restored
cottages available for visitor rental was
built from the 1920s to the 1950s.
1999The Inaugural Newport
Beach Film Festival takes place. Less
than an hour from Hollywood, the
annual festival will eventually grow to
showcase more than 300 films from
around the world.
2016Newport Beach turns 110.
Now Starring Newport Beach
A FEW FILMS AND TV SHOWS FEATURING THE BEACH CITY
AVIATOR GLENN MARTIN, 1912

NewportBeachCompany
Overview
ICONIC ACTRESS SHIRLEY TEMPLE
America’s Little Darling’s own residence was a cottage on Balboa Peninsula. Shirley cut the ribbon at
the dedication of the Newport Harbor in 1936 and was even crowned the first Miss Newport Beach
when she was 13 years old!
MISSION
Newport Beach Company is a
creative and focused community-
marketing agency that is singularly
committed to telling the integrated
Newport Beach brand story. By
embracing a variety of neighborhoods,
businesses and individual unique
voices into a complementary
story, Newport Beach Company
strengthens all of its partners, drives
new revenue to the city and enhances
its overall vibrancy.
BRAND PROMISE
Newport Beach Company
is a progressive, dynamic and
innovative marketing organization
that brings a results-oriented
mindset along with forward-looking
attitude to the community it serves.
Embracing a learning centered
environment where ideas can
develop and be best used for the
benefit of its partners, Newport
Beach Company’s team is a
passionate steward for the Newport
Beach brand. It is resourceful in
creating meaningful marketing
programs and services and setting
the standard for outstanding
destination leadership.
VISION
Newport Beach Company
aspires to be the national model
for outstanding integrated
community marketing and brand
leadership. As an entrepreneurial
leadership organization, Newport
Beach Company is creative,
innovative and professional in
building destination awareness
both locally and nationally which
drives business and economic
growth. It strives to do for its
partners and stakeholders what
they cannot do individually.
10 | 2016-17/2017-18 MARKETING PLAN

• Continue
Board/staff
talent search
and succession
planning.
• Ensure self-
supporting
business units.
• Develop and
implement an
effective staff
professional
development/
training
program.
• Execute a
proactive
community-
relations
program.
• Accelerate local
public relations
activities.
• Develop a
preferred-partner
community
program.
• Launch
new e-mail
communications
program to
stakeholders/
community.
• Implement
Newport Beach
Company
networking
workshops.
VISIT NEWPORT BEACH
LEISURE MARKETING
• Maximize OCVA, Visit California and
Brand USA marketing opportunities.
• Participate in OCVA China and
Middle East leisure PR and travel-
trade programs.
• Develop influential brand-marketing
campaigns.
• Determine and present additional
ROI metrics.
• Heighten top-of-mind brand
awareness globally.
• Promote new Lido House hotel
Lido Marina Village development.
GROUP SALES
• Form a group-sales business unit.
• Increase Eastern Seaboard
group sales.
• Expand innovative group-sales
digital-marketing efforts.
• Strengthen TBID individual hotel
marketing efforts.
• Participate in China MICE Initiative.
DINE NEWPORT BEACH
• Prepare and agree to a revised NBRA
strategic plan.
• Determine and present additional
ROI metrics.
• Develop and execute an impactful
year-round culinary-marketing
strategy.
• Provide needed professional-
development/ training programs
for restaurants.
CELEBRATE NEWPORT BEACH
• Prepare and agree to a Newport
Beach Christmas Boat Parade
strategic plan.
• Implement a park ride access
program.
• Continue event financial support
through new sponsorships.
• Seek an event central location to
allow higher exposure.
• Develop ancillary on-site event
programming.
NEWPORT BEACH TV
• Develop new revenue opportunities.
• Create new hotel in-room video
channel.
• Expand to 24-hour programming
with new content creation.
• Launch online lifestyle channel.
ENTERPRISE NEWPORT BEACH
• Strengthen Board capabilities and
programming for neighborhood
districts based on individual strategic
plans.
• Further integrate district/event
marketing across all business units.
FILM NEWPORT BEACH
• Investigate film commission
formation with other Orange County
communities.
• Seek potential partnership
opportunities with State of California.
Drive New and/or Current Demand
Elevate Destination/
Community Marketing
Awareness and Conversion
Coordinate Measurable
Business Unit Strategies
OUR CORE FOCUS
OUR STRATEGIC GOALS
OUR PRIORITY INITIATIVES
OUR STRATEGIC OUTCOMES
Enhance
Community
Engagement
Increase
Entrepreneurship
and Integration
Raise Community
Involvement
and Profile
Leverage
Necessary
Resources
Two-Year Strategic Plan Schematic: 2016/2017–2017/2018
• Improved communitywide marketing effectiveness
across all business units.
• Strengthening of the Newport Beach community brand.
• Greater and more integrated visitor-industry marketing.
• Improved cost efficiency across all business units.
• Higher group room-night production and client loyalty.
• Maximization of signature special-event production with
improved economic impact and brand enhancement.
• Increased bottom line revenue for City and individual
businesses.
CULTURE/VALUES
Respect • Wellness • Integrity•
Employee Engagement • Learning•
Knowledge• Adaptability• Innovation•
Customer and Stakeholder-centric

Community-Marketing Agency
for Newport Beach
Newport Beach Company embraces its role leading the next generation
of destination-marketing organizations. Through community integration and
profitable initiatives, Newport Beach Company developed a business-unit
structure that expands upon the traditional tourism model.
Founded in January 2013, Newport Beach Co. is a non-profit organization
established to serve as the official marketing agency for the city of Newport
Beach. The agency brings together all of the marketing entities connected
to the Newport Beach brand and is designed to oversee separate business
units that include: Visit Newport Beach, Inc., Dine Newport Beach, Celebrate
Newport Beach, Enterprise Newport Beach, Newport Beach TV and Film
Newport Beach.
Each business unit plays a specific, unique role in benefitting the Newport
Beach visitor and community. The combined efforts of the business units
allow Newport Beach Company to collectively leverage all of its resources
to elevate each individually.
VISIT NEWPORT BEACH, INC.
Visit Newport Beach, Inc. partners
with the tourism and hospitality
industry by protecting and
nurturing the destination brand
and delivers additional spending
by leisure and conference visitors,
leading to enhanced community
economic vitality and quality
of life. Visit Newport Beach,
Inc. encompasses both leisure
marketing, funded by the tourism
occupancy tax (TOT) and group
sales, funded by the Tourism
Business Improvement District
(TBID) self-assessment.
Celebrate Newport Beach is
designed to give focused attention
to marketing brand-centric events
and leveraging those events for the
benefit of the entire community.
Celebrate Newport Beach will
establish strategic partnerships for
Newport Beach that will traverse
the marketing and media platforms
providing sponsorship funds to
signature events and key marketing
initiatives. Specifically, this includes
the Newport Beach Christmas
Boat Parade.
DINE NEWPORT BEACH
Created to keep Newport Beach
top-of-mind and relevant in a
competitive culinary marketplace,
Dine Newport Beach showcases
and promotes Newport Beach
as a premier dining destination
offering innovative cuisine, fresh
fare, diverse experiences and
exceptional restaurants. It is
funded by the Newport Beach
Restaurant Association Business
Improvement District.
12 | 2016-17/2017-18 MARKETING PLAN

ENTERPRISE NEWPORT BEACH
As the official community-marketing
organization for the Balboa Village
Merchants Association (BVMA) and
Balboa Island Marketing, Inc. (BIMI),
Newport Beach Company partners
with each organization to focus on
their growth and community vitality
through marketing efforts and
brand development.
NEWPORT BEACH TV
The aim of Newport Beach TV is to
become the high-quality online, video
network and video-content provider
for Orange County, featuring local
programming that highlights the
luxury of the Newport Beach brand in
and around the destination. Newport
Beach TV is also the city’s community
channel and broadcasts city council
and other public interest meetings.
FILM NEWPORT BEACH
The purpose of this business unit will
be to bring brand-defining, revenue
generating and hotel room-night-
producing film, commercial and video
production to Newport Beach and the
participating cities.
President/CEO
Brand Marketing Team
Financial/
Administrative Team
501(C)6 TOT TBID; INDUSTRY
PARTNER INVESTMENT
NBRA BID; CITY CONTRACT;
INDUSTRY PARTNER
INVESTMENT
NEWPORT BEACH CHAMBER
OF COMMERCE CONTRACT;
SELF-SUPPORTING REVENUE
CITY CONTRACT;
PRIVATE SECTOR REVENUE
JOINT FUNDING WITH
OTHER DMOs
PARTICIPATING NEIGHBORHOOD
MARKETING FUNDS
DINE
NEWPORT BEACH
CELEBRATE
NEWPORT BEACH
TV
NEWPORT BEACH
FILM
NEWPORT BEACH
ENTERPRISE
NEWPORT BEACH
Newport Beach
Foundation
501(c)3
Community Leadership
Development
Destination Marketing
Sales and Services
• Meeting Planners
• Visitors
Marketing, Sales
and Services
• Residents
• Visitors
• Special Events
Marketing, Sales
and Services
• Residents
• Visitors
• Community Events
Marketing, Sales
and Services
• Site/Facility
Development
• Film Attraction
Services
• Film Incentives
Marketing, Sales
and Services
• BID Commmunications
• B2B Support
• Business Retention
Marketing Sales, Ser-
vices and Operations
• Select Event
Execution
• New Event
Development
• Sports Support
Board of Directors
501(c) 6
VISIT NEWPORT
BEACH, INC.

DestinationNEXT:AStrategic
FrameworkfortheNextGenerationof
GlobalDestinationMarketing
ICONIC ARTE MORENO
Long-time resident of Corona Del Mar and Grand Marshal in the 2015 Christmas Boat Parade,
Arte Moreno is the owner of the Los Angeles Angels of Anaheim.
In 2014, the destination-marketing industry turned 100 years old and celebrated at
its annual industry convention a century of destination marketing in cities, counties,
regions and countries around the world.
That year, the international association for the destination-marketing industry,
Destination Marketing Association International (DMAI), presented a comprehensive
futures study called DestinationNEXT to look at the next 100 years of this fast-paced,
ever-changing industry.
DestinationNEXT provides practical actions and strategies for the viable success of
destination-marketing organizations (DMOs) in an ever-changing world. Aiming to
keep destination-marketing organizations relevant, DestinationNEXT arms these
organizations with insight into how they can best benefit their community.
14 | 2016-17/2017-18 MARKETING PLAN

The first phase of DestinationNEXT
identified major upcoming trends
within the coming years that were
analyzed by two panels. The first
panel was a “Futurist” Panel that was
able to foresee impending trends for
a destination-marketing organization
based on the upcoming accumulated
economic data and years of
experience across a wide variety
of industry sectors.
The second panel was the “Industry”
Panel, compiled of tourism specialists
transformational opportunities that will
and can change the entire destination-
marketing industry.
SELECTED TRENDS
Taking all of the trends identified by
the panel, DestinationNEXT plotted the
top 20 trends on a Future Map based
on whether the trends are controllable
or uncontrollable, and a threat or an
opportunity. The Future Map is a new take
on the SWOT (Strengths, Weaknesses,
Opportunities, Threats) Analysis.
within the industry. DestinationNEXT
surveyed 361 panelists that were a
blend of 327 destination-marketing
organizations in 36 countries and
34 supplier companies to identify
opportunities for destination-
marketing organizations.
From 64 major trends, DestinationNEXT
developed 20 potential opportunities
that fell within two key overarching
trends: technology and customer
expectations.These 20 opportunities
were united under three
DestinationNEXT: First Phase
SELECTED TREND SUB-CATEGORIES
ICONIC VASCO NUNEZ DE BALBOA
An historic Spanish explorer who led an expedition in 1513, and was the first European to see the Pacific Ocean. Today, Newport Beach
recognizes the historic Spanish explorer with an island community, a peninsula connecting world-famous beaches and surf spots, an historic
fun zone and boardwalk, and even a popular ice cream bar.
GEOPHYSICAL CUSTOMER
LEGAL COMPETITOR
POLITICAL ECONOMIC
SOCIAL TECHNOLOGICAL
KEY TRENDS FOR DMOs
TECHNOLOGY
CUSTOMER
EXPECTATIONS

Additionally, DestinationNEXT
identified three Transformational
Opportunities for DMOs:
1. Broadcast to Engagement:
Interacting with and leveraging
the new marketplace
2. Brand Building: Building and
protecting the destination brand
3. Collaboration Partnerships:
Evolving the DMO-business model
Engagement
• Find and engage with consumers
on the platforms being used for
vacation planning—online
• Utilize the same tools customers use
while planning trips to engage while
in-market
Brand Building
• Play a central role in advocating for
the destination
• Connect visitor experience with the
quality of life for residents
New Business Model
• Be involved in broader economic
initiatives
• Agree on uniform methodology to
measure economic impact
• Engage more closely with non-
traditional stakeholders
Newport Beach Company has taken
a business direction inline with the
DestinationNEXT framework, working
closely with the Newport Beach
community, civic leaders, partners,
and local businesses and residents to
develop a comprehensive approach
to leading-edge integrated marketing;
brand development and advocacy;
and forging new paths to evolve its
business model.
NEWPORT BEACH COMPANY
IS ICONIC
In many ways, Newport Beach
Company is already leaps and bounds
ahead on these three transformational
opportunities and has taken Newport
Beach to that next level.
Across all of its business units,
Newport Beach Company creates
engaging, new and digital platforms
and tools to better engage with local
businesses, visitors and residents.
Newport Beach Company is
able to deliver a comprehensive,
singular brand platform (brand
positioning, brand promise, brand
values, brand personas and brand
identity) for Newport Beach that is
simple, memorable and market-
tested. The genius of establishing
Newport Beach Company, as the
community-marketing agency, is that
this unique company can create a
cohesive brand experience across
multiple business units and programs
under one common brand platform.
Lastly, Newport Beach Company is
an example for the entire destination-
marketing industry in showcasing the
alignment of economic development
and tourism and forging new
partnerships and collaborations
across a disparate group of business
units, events and programs. Newport
Beach Company is the case study
for the new business model of
destination-marketing organizations
in the future and already many are
following this example around
the country.
FUTURE MAP - TOP 20 TRENDS
16 | 2016-17/2017-18 MARKETING PLAN

The second phase of DestinationNEXT
educates destination-marketing
organizations to prepare for these two
key trends: technology and customer
expectations.
This new phase of DestinationNEXT
applies the findings from the survey
to individual destinations. Using the
identifiers found in the first-phase
study, DestinationNEXT encouraged
each destination-marketing
DestinationNEXT: Second Phase
organization to self-assess its place
in the community to help identify
future priorities and strategies
for each destination. With these
results, destinations were plotted
on a quadrant map to identify and
distinguish between developing
destinations and established
destinations and determine whether
community engagement within the
destination is strong or weak.
DESTINATION STRENGTH
COMMUNITY SUPPORT ENGAGEMENT
DESTINATION
PERFORMANCE
EFFECTIVE DMO
GOVERNANCE MODEL
WORKFORCE
AIR ACCESS
BRAND
MEMBERSHIP
STRENGTH
HOSPITALITY
CULTURE
EVENTS
ACCOMODATION
INDUSTRY
SUPPORT
REGIONAL
COOPERATION
SPORTING
RECREATION FACILITIES
ATTRACTIONS
ENTERTAINMENT
LOCAL COMMUNITY
SUPPORT
FUNDING SUPPORT
AND CERTAINTY
COMMUNICATIONS
INTERNET
INFRASTRUCTURE
CONVENTION
MEETING FACILITIES
EFFECTIVE ADVOCACY
PROGRAM
ECONOMIC
DEVELOPMENT
MOBILITY
ACCESS

Through a survey completed
by each destination-marketing
organization’s internal leadership,
government leaders, customers and
key stakeholders, the destination-
marketing organization’s ranking on
community support and destination
strength is then plotted on the
map by the DestinationNEXT team
to determine if the destination
marketing organiztion and the
destination are:
Newport Beach Company’s
executive team completed the
DestinationNEXT survey and invited
the board of directors, community
leaders, partners, government
officials and meeting-planner
clients to complete the survey.
Gaining insight from a range of
stakeholders gave the Newport
Beach Company team insight
on outside perspectives, seeing
if perspectives are inline.
The strength of Newport Beach
community engagement and
establishing the brand as a top
destination has positioned Newport
Beach in the Trailblazer quadrant,
notably above the U.S. average.
The results were compiled into
a scorecard measuring Newport
Beach’s destination strength and
community support.
• Trailblazers: Established
Destination with Strong
Community Engagement
• Voyagers: Developing
Destination with Strong
• Explorers: Developing
Destination with Weak
• Mountaineers: Established
Destination with Weak
VOYAGERS
Strong Community Engagement
Weak Community Engagement
Developing
Destination
Established
Destination
EXPLORERS
TRAILBLAZERS
MOUNTAINEERS
Newport Beach
United States Average
DIFFERENT REALITIES FOR
DMOS/CVBS
NEWPORT BEACH OVERALL
ASSESMENT—U.S.
VOYAGERS
Strong Community Engagement
Weak Community Engagement
Developing
Destination
Established
Destination
EXPLORERS
TRAILBLAZERS
MOUNTAINEERS
18 | 2016-17/2017-18 MARKETING PLAN

As a destination, every variable was
above the industry average except
events (at the average) and sports
facilities (below average), with
Newport Beach’s overall destination
strength 10-percent higher than the
industry average.
Newport Beach is exceptionally
strong in community support and
engagement, with every variable
registering above the industry average.
The overall community support and
engagement figure rated 20-percent
above the industry average.
The DestinationNEXT profile
demonstrated that the overall health
of Newport Beach Company and
the Newport Beach destination are
strong, but there is room to improve.
The top issues to address according
to the study are international
tourism readiness, high-tech city,
art and cultural attractions, public
transportation and event capacity.
Many of the objectives, strategies
and tactics in the following, two-year
Marketing Plan address some of
these issues and further strengthen
the company and the destination
for future success.
One of the strongest results derived
from the survey is the alignment of
stakeholder responses, a result not
often found. The Newport Beach
Company executive team, government
leaders, stakeholders and board of
directors scored Newport Beach in
the Trailblazers quadrant, with the
management team scoring right at the
average. This shows that the Newport
Beach community views the role of
tourism in a similar light. The lack of an
outlier demonstrates the effectiveness
of Newport Beach Company’s brand
and community engagement.
The goal for Newport Beach
Company is to continue the success
by educating residents, stakeholders,
visitors and meeting planners of the
benefits and value of Newport Beach
by providing fresh, relevant and
engaging content.
With a strong alignment among various
stakeholder groups and a common
understanding of the value of tourism
to the destination, Newport Beach
Company and Newport Beach as a
destination are both poised for even
greater things.
DESTINATION STRENGTH: REPORT CARD
Perceived Performance (1-5 scale)
VARIABLE
INDUSTRY
AVERAGE
NEWPORT
BEACH
STANDARD
DEVIATION
Brand 3.21 4.10 0.46
Destination Performance 3.83 4.45 0.45
Accomodation 3.42 4.01 0.66
Attractions Entertainment 3.68 4.12 0.49
Communication Internet Infrastructure 3.32 3.89 0.66
Mobility Access 3.04 3.34 0.61
Air Access 2.90 4.07 0.67
Events 3.73 3.73 0.69
Convention Meeting Facilities 3.12 3.45 0.69
Sports Recreation Facilities 3.32 2.72 0.96
Destination Strength - Newport Beach 3.85
Industry Average Desination Strength 3.49
RESULTING SCENARIO TRAILBLAZERS
COMMUNITY SUPPORT ENGAGEMENT: REPORT CARD
Perceived Performance (1-5 scale)
VARIABLE
INDUSTRY
AVERAGE
NEWPORT
BEACH
Funding Support Certainty 3.06 4.39
Economic Development 3.91 4.38
Membership Strength Support 3.42 4.39
Regional Cooperation 3.58 4.35
Industry Support 3.70 4.56
Effective Advocacy Program 3.39 4.26
Local Community Support 3.60 4.07
Hospitality Culture 3.60 4.17
Workforce 3.16 4.13
Community Support Engagement - Newport Beach 4.34
Industry Average Community Support Engagement 3.60
RESULTING SCENARIO TRAILBLAZERS

NewportBeach
BrandArchitecture
ICONIC DONALD BREN, CHAIRMAN OF IRVINE COMPANY
“We all grew together, the community, the community leaders, the community groups and the Irvine
Co. and the board of directors. Through a lot of discussion, give and take, we’ve come up with a plan
that I’m proud of.”
In 2015, Newport Beach Company conducted extensive research in order to develop
a values-based brand-positioning platform that would resonate with both existing and
potential visitors on an emotional level. The results of this research are helping to guide
Newport Beach Company to better understand and speak to the personal values that
incite people to choose a travel destination. By communicating with the visitors in an
engaging way on a sensory level, the hope is that they will become life-long advocates
for the destination.
Prior to 2015, Newport Beach Company completed extensive research and brand-
development work to develop a brand promise for the company as well as a destination
brand promise that Newport Beach delivers to visitors, residents, meeting planners,
meeting attendees, and all groups who experience the destination. A brand promise
is literally a promise or service level that each brand or in this case Newport Beach
delivers to each and every person or business who experiences the features, attractions,
hotels and people in Newport Beach.
A brand is not only a logo but also the brand promise, brand positioning and the DNA
of a place or product. Understanding what the Newport Beach brand means to its
customers is crucial to how a destination positions itself to speak to those customers.
20 | 2016-17/2017-18 MARKETING PLAN

To develop a values-based, brand-
positioning platform for Newport Beach,
Newport Beach Company and its
branding agency, BVK started with the
pre-existing brand promise and then
matched that up to the values that
Newport Beach visitors expect from their
vacation, meeting or getaway to Newport
Beach. The intersection of the Newport
Beach brand promise and its customers’
brand values is the value that most
resonates with a Newport Beach visitor.
Newport Beach is an Orange County
coastal fantasyland that represents
a “taste of the perfect life,” a place
where visitors can experience friendly,
sophisticated, aspirational lifestyle that
permits them to escape from daily
reality. Comprised of a collection of
unique islands and neighborhoods
that form their own distinct character,
the destination offers a combination of
affluence, quaintness, casual glamour
and attention to detail. Coupled with
the man-made and natural beauty of
the destination, this is the place that
allows the visitors to relax and dream
what can be.
• Willing to pay more/exert effort
• Appreciate savor special moments
• Want meaningful fulfilling
experiences
• Want to be and experience the best
they can in life
• Appreciate beauty
• Want to escape reality
• Enjoy variety
• Prefer depth over superficiality
• Drawn to texture contour
POSITIONING FORMULA:
ENRICHMENT =
ENRICHMENTValues-Based, Brand-Positioning Platform
NEWPORT BEACH
BRAND PROMISE
EMOTIONAL STATE
OF MIND+

According to research conducted
in September 2015 by Destination
Analysts, Inc., Newport Beach’s tourism
economy generates more than $1
billion in direct visitor spending
annually from its seven million
visitors each year. That is equivalent
to approximately $2.8 million being
spent in Newport Beach per day,
driving an estimated $31 million in
tax revenue to the city annually.
For a destination with a population
of just over 85,000, that translates
to roughly $12,000 per resident.
The research also revealed some
powerful insights that helped
determine the targeted, strategic
approach. Namely, a staggering
83-percent of all Newport Beach
visitors are day-tripper guests who
disproportionately account for only
30-percent ($308 million)
of Newport Beach’s annual direct
visitor spending. Conversely,
accounting for a slim 10-percent
of Newport Beach visitors (1.2
million), overnight guest spending
is disproportionately off the charts,
accounting for the majority of
Newport Beach visitors’ annual
spending in 2015 ($718.3 million).
This imbalance presents significant
potential to increase the Newport
Beach leisure-visitor revenue by
right-sizing the spending gap
for day-trippers while bolstering
Newport Beach’s overnight-visitor
volume. In combination, these
adjustments have potential to bring
unprecedented levels of spending
to the destination.
Brand-Targeting Brand-Persona Framework
The result of this research determined
that Newport Beach’s most valuable
visitor prospect is one who seeks to
experience enriching experiences
both simple and refined. With
Newport Beach’s highly sophisticated,
aspirational lifestyle and wide variety
of experiential activities, the visitor
concludes their stay feeling fully
recharged and enriched in every sense.
Newport Beach visitors and meeting
planners seek deeper more satisfying
experiences, and research shows they
are willing to pay more for those depth-
defying, enriching experiences.
It’s this value of enrichment that best
fits with what visitors and prospects
seek from a vacation or meeting
in Newport Beach. Combine the
feeling of enrichment with Newport
Beach’s core destination brand pillars:
Abundance, Inspiration, Refinement,
Fulfillment, Vitality and Smart Luxury,
and Newport Beach delivers a
powerful, values-based brand
promise to its visitors and residents.
The value-based brand-positioning
platform of enrichment will serve
as the foundation for all of Newport
Beach Company’s marketing
activities and messaging in 2017 and
2018 across all six business units:
Visit Newport Beach, Dine Newport
Beach, Newport Beach TV, Celebrate
Newport Beach, Enterprise Newport
Beach and Film Newport Beach.
This strategic approach ensures that
the destination’s brand-positioning
platform is communicated consistently
and cohesively across all marketing
touch-points – which enhances recall
and familiarity – but more importantly,
drives preference for the destination
that promises to deliver the emotional
pay-off that visitors, meeting planners
and meeting attendees are craving.
22 | 2016-17/2017-18 MARKETING PLAN

CORE PERSONA CATEGORES
1. Geographic Brand Personas
(Daytripper vs. Overnight
Visitors)
• Backyard BFF
• Refined-Escapist
2. Niche-Market Brand Personas
(Psychographic Micro-Target
Visitors)
• Grandma Grandpa
• Polished-Parent
• Captain-Mom
• Global-Adventurist
• Millennial-Maven
• LGBT LT (lesbian, gay,
bisexual, transgender
leisure traveler)
3. High-Stakes Hosts
(Meeting Planners)
When Newport Beach Company
better understands its customers,
it can then refine and make better
business and marketing decisions
to reach those customers. A highly
effective way to better understand
a destination’s target customers and
the values that will trigger them
to visit is to create brand personas
for each customer profile. Brand
personas are the psychographic
profiles, personality traits and
brand characteristics that define
and describe the media habits,
demographics and lifestyles of
Newport Beach’s primary customers
around the world and meeting
planners who book meetings or
conferences in Newport Beach.
Leisure-Traveler/Business-to-
Consumer (B2C) Targeting Strategic
Approach: Drive greatest possible
upside potential to scale Newport
Beach leisure-visitor spending by
categorizing first by term of stay
(day-tripper vs. overnighter); then
demographically/psychographically
(Micro-Targets).
Recognizing that those who visit
Newport Beach for a day-visit
consume the destination very
differently than those staying over
an extended term, it enables us to
dissect and cater to each group’s
distinct needs, revealing key white
space opportunities to drive incremental
spending and positive word of mouth/
advocacy for the destination.
Meeting Planners/Business-to-
Business (B2B) Targeting Strategic
Approach: Aim to satisfy key
motivators for meeting planners that
also play to Newport Beach’s enriching
assets: beach, ocean, cuisine, pristine
aesthetics, world-class shopping and
distinct activities. Newport Beach
Company and Visit Newport Beach,
Inc., will design programs and
messaging with the goal of making
their key B2B partners feel confident
and secure in their destination
decision while also boosting their
professional credibility internally.
Newport Beach Company has
organized its target audiences into
three core categories with multiple
brand personas under each of
these three overarching brand-
persona categories (geographic
brand personas, niche-market
brand personas and high-stakes
hosts brand persona).
Brand-Persona
Framework
In further defining the Newport Beach
brand targets, Newport Beach
Company developed personas
that bring to life the context of each
group with individual brand-persona
profiles. Each persona captures
the following data:
• Value-Based Priorities: Insights
into the persona’s value set, what
inspires, motivates and drives daily
decision making.
• Lifestyle Snapshot: Sample day-
in-the life activities or attitudes
of each persona.
• Media Consumption Habits: How
they stay current and informed.
• Media-Partner Considerations:
Types of media that reach the
target personas.
• Highest-Resonating Newport Beach
Activities: Neighborhoods or specific
activities in Newport Beach that would
most appeal to the persona.
The final product is a rich collection of
strategically-relevant target audiences
for Newport Beach Company and all
of its business units to focus tailored-
marketing efforts that drive measurable
results: more overnight visits; more
direct visitor spending; more meetings
and conferences; more positive word
of mouth; more organic advocacy for
the destination.

Geographic Brand Personas
(Daytripper vs. Overnight Visitors)
Geographic Brand Personas focus
on the types of visitors or prospective
visitors to Newport Beach and their
proximity,familiarity and geographic
relationship to the destination.Proximity
and familiarity to the destination are
critical factors to the types of people
who already visit or are prospective
visitors (target markets).The closer a
visitor is to Newport Beach the less
likely they are to stay overnight when
visiting,so the goal is to transition those
“daytrippers” into overnight visitors.
Those who visit Newport Beach for a
day visit experience the destination very
differently than those staying overnight
for an extended term; therefore there
are different brand personas based
on geographic location of visitors.
BACKYARD BFF BRAND PERSONA
(Nearby Newport Beach Best Friends
Forever)
• SoCal visitors who live, breathe or
aspire to experience the Newport
Beach aspirational, Southern-
California lifestyle but typically do
not stay in Newport Beach overnight.
• The largest proportion of Newport
Beach’s visitors hail from Orange
County—followed by Los Angeles,
San Diego and Inland Empire. These
backyard day-trippers account for a
staggering 83-percent of Newport
Beach’s annual visitor population
each year, and are Newport Beach’s
most loyal, devoted visitor base.
• Recognizing how important this
unique visitor is to the Newport
Beach tourism economy, Newport
Beach Company will design
marketing programs to maintain
and strengthen its ties, and foster
its advocacy and ambassadorship
of the destination in order to
influence friends and family to visit
Newport Beach; generate overnight
stays and repeat visits; and increase
length of stay in Newport Beach.
• These Backyard BFFs are loyalists
and brand advocates for Newport
Beach, yet they may only see
Newport Beach as a daytrip and
don’t generally stay overnight.
REFINED-ESCAPIST BRAND
PERSONA
(Sophisticated International, National
or Regional Overnight Visitors)
• Accounting for a slim 10-percent
of Newport-Beach visitors (1.2MM),
overnight-guest spending is
disproportionately off the charts,
accounting for the majority of
Newport Beach’s annual visitor
spending ($718.3MM). Bolstering
Newport Beach’s overnight-visitor
volume can drive unprecedented
levels of spending in the city.
24 |

BACKYARD BFF
(NEARBY NEWPORT BEACH BEST FRIENDS FOREVER)
SoCal visitors who live, breathe or aspire to experience the
Newport Beach aspirational, Southern-California lifestyle
but typically do not stay in Newport Beach overnight.
GEOGRAPHIC
BRAND
PERSONAS
CATEGORY
HIGH-HOUSEHOLD
INCOME: $130,000
WOMEN
AGES 35 AND
OLDER
MARRIED GENERATION
X AND BABY
BOOMERS
(ACCOUNT FOR
65-PERCENT OF
DAYTRIP VISITORS)
WELL-EDUCATED
(52-PERCENT
HAVE A COLLEGE
EDUCATION)
FROM ORANGE
COUNTY
INLAND EMPIRE
LOS ANGLES
SAN DIEGO
AMBASSADOR OF
NEWPORT BEACH -
INFLUENCER OF
FRIENDS
DEMOGRAPHIC PROFILE
INTERESTS
ICONIC
NEWPORT
BEACH
MOMENTS
MEDIA CONSUMPTION
ICONIC NEIGHBORHOOD LANDMARKS
NATURE
ONLINE
ENTERTAINMENT
MOBILE
CORONA
DEL MAR
TRAVEL
PRINT
FASHION ISLAND BALBOA ISLAND
TECHNOLOGY
MOVIES
SOCIAL MEDIA
CRYSTAL COVE/
NEWPORT COAST
CRYSTAL COVE
COTTAGES
DINING
CHRISTMAS
BOAT PARADE
NEWPORT BEACH
FILM FESTIVAL
MOVIES IN
THE PARK
NEWPORT BEACH
RESTAURANT WEEK
4TH OF JULY
CELEBRATION
CORONA DEL MAR
5K RUN
PARENTING/
CHILDREN
HEALTHY
LIVING
TELEVISION RADIO
GEN
X

REFINED ESCAPIST
(SOPHISTICATED INTERNATIONAL, NATIONAL
OR REGIONAL OVERNIGHT VISITORS)
Sophisticated, wealthy overnight leisure travelers to
Newport Beach from international, national or regional
markets who seek refined and enriching experiences.
GEOGRAPHIC
BRAND
PERSONAS
CATEGORY
HIGH-HOUSEHOLD
INCOME: $160,000
HALF MALE
HALF FEMALE
AGES 25-54
WELL-EDUCATED DRIVE MARKETS:
ORANGE COUNTY
LOS ANGLES
PALM SPRINGS
SAN DIEGO
NATIONAL
MARKETS:
PHOENIX
SAN FRANCISCO
SEATTLE
DALLAS
HOUSTON
CHICAGO
NEW YORK
INTERNATIONAL
MARKETS:
CANADA
UNITED KINGDOM
CHINA
MIDDLE EAST
SEEK VACATIONS
TO INDULGE
ESCAPE ROUTINE
EXPERIENCE
A DIVERSE ARRAY
OF ACTIVITIES
VALUE:
ENJOYMENT
QUALITY
FULFILLMENT
BALANCE
DEMOGRAPHIC PROFILE
INTERESTS
ICONIC
NEWPORT
BEACH
MOMENTS
MEDIA CONSUMPTION
NATURE
ONLINE
ENTERTAINMENT
MOBILE
CORONA
DEL MAR
TRAVEL
PRINT
FASHION ISLAND NEWPORT
HARBOR
TECHNOLOGY
MOVIES
SOCIAL MEDIA
CRYSTAL COVE/
NEWPORT COAST
LIDO VILLAGE
DINING
CHRISTMAS
BOAT PARADE
NEWPORT BEACH
FILM FESTIVAL
NEWPORT BEACH WINE
FOOD FESTIVAL
NEWPORT BEACH
JAZZ FESTIVAL
NEWPORT BEACH
RESTAURANT WEEK
HEALTHY
LIVING
TELEVISION RADIO
26 |

Niche-Market Brand Personas
(Psychographic Micro-Target Visitors)
Niche-Market Brand Personas are
smaller subsets of visitors who fall into
micro-markets such as millennials;
grandparents/intergenerational
travelers; lesbian, gay, bi-sexual,
transgender (LGBT) travelers; value-
conscious moms; affluent parents;
and international travelers. Each of
these niche markets consumes media;
books travel differently, and does
different activities in Newport Beach,
so Newport Beach Company has
developed brand personas for each
of these niche-markets. Visitors in each
of these niche-market brand personas
can fall into one or both of the two
geographic brand personas. In other
words, they can either be Backyard
BFFs or Refined Escapists.
Living within each brand-persona
category are key micro-targets,
identified through existing Newport
Beach Company research, which
align with Newport Beach’s value-
based, brand-positioning platform of
enrichment.
The micro-targets allow the
destination to dissect and cater to
each group’s distinct needs, revealing
key opportunities to drive incremental
spending and positive word of mouth
and advocacy for the destination.
GRANDMA GRANDPA
BRAND PERSONA
Grandparents traveling alone or with
grandkids. Intergenerational travelers
(grandparents/grandkids) traveling
together with their family is a huge
new opportunity market. These
travelers typically need more than one
hotel room or vacation-home rental
making them valuable customers to
Newport Beach.
POLISHED-PARENT BRAND PERSONA
Financially successful parents who are
not typically value-conscious who like
to spoil their families with the finer
things in life. The mom typically plans
the travel in this family.
CAPTAIN-MOM BRAND PERSONA
Successful, yet value-conscious moms
who seek enriching experiences at
a good price, are drawn to Newport
Beach, Balboa Island and Balboa
Village with their bevy of activities,
beach and outdoor experiences.
GLOBAL-ADVENTURIST BRAND
PERSONA
Successful, international travelers who
seek enriching experiences and an
aspirational, SoCal lifestyle, flock to
Newport Coast, Crystal Cove, Fashion
Island and The Resort at Pelican Hill.
MILLENNIAL-MAVEN BRAND
PERSONA
Millennial travelers who seek
personalized, one-of-a-kind
experiences. Milliennials are defined
as consumers who were born or
became adults in the 21st century.
These confident, “follow-your-dreams”
consumers are ethnically diverse and
are generally tolerant of differences.
They consume media quite differently
and demand marketers speak to them
differently and “as adults.”
LGBT BRAND PERSONA
Lesbian, gay, bisexual and transgender
leisure travelers may or may not
have children, therefore they have
a high-disposable income and tend
to travel quite frequently. This is a
diverse psychographic target falling
across multiple demographic and
psychographic groups, but these
travelers typically seek rewarding,
enriching and fun experiences and
travel with groups of friends or family
or as couples.

LIDO VILLAGE
GRANDMA GRANDPA
Grandparents traveling alone or with grandkids. Intergenerational
travelers (grandparents/grandkids) traveling together with their families
is a huge new opportunity market. These travelers typically need more
than one hotel room or vacation-home rental making them valuable
customers to Newport Beach.
NICHE-MARKET
BRAND
PERSONAS
CATEGORY
HIGH-HOUSEHOLD
INCOME: $150,000
HALF MALE
HALF FEMALE
AGES 55-65
MARRIED
95% WILL TRAVEL
DOMESTICALLY–
WEEKEND
GETAWAYS, MULTI-
GENERATIONAL
AND SUMMER
VACATIONS
BABY BOOMERS WELL-EDUCATED FROM ORANGE
COUNTY
INLAND EMPIRE
LOS ANGLES
SAN DIEGO
GIVE ADVICE
ON A VARIETY
OF TOPICS
ONE-IN-THREE
AMERICANS
WILL BE
GRANDPARENTS
BY 2020
DEMOGRAPHIC PROFILE
INTERESTS
ICONIC
NEWPORT
BEACH
MOMENTS
MEDIA CONSUMPTION
NATURE
ONLINE
ENTERTAINMENT
MOBILE
TRAVEL
PRINT
HARBOR
TOPICAL NEWS SHOPPING
MOVIES
SOCIAL MEDIA
BALBOA ISLAND BALBOA VILLAGE
FUN ZONE
DINING
CHRISTMAS
BOAT PARADE
NEWPORT BEACH
FILM FESTIVAL
HOME AND
GARDEN TOURS
NEWPORT BEACH
RESTAURANT WEEK
HYATT REGENCY
NEWPORT BEACH
SUMMER CONCERT SERIES
FINANCE HEALTHY
LIVING
TELEVISION RADIO
BOOMERS
NEWPORT BEACH WINE
FOOD FESTIVAL

LIDO VILLAGE
POLISHED PARENT
Financially successful parents who are not typically value-conscious
who like to spoil their families with the finer things in life. The mom
typically plans the travel in this family.
NICHE-MARKET
BRAND
PERSONAS
CATEGORY
HIGH-HOUSEHOLD
INCOME: $150,000
30% MALE
70% FEMALE
AGES 35-54
MARRIED
SHOPPING IS
THERAPEUTIC
BABY BOOMERS
ORGANIZER OF
DATE NIGHT
WELL-EDUCATED FROM ORANGE
COUNTY
INLAND EMPIRE
LOS ANGLES
PALM SPRINGS
SAN DIEGO
INVOLVED IN THE
COMMUNITY AS
WELL AS LOCAL-
FUNDRAISING
COMMITTEES
DEMOGRAPHIC PROFILE
INTERESTS
ICONIC
NEWPORT
BEACH
MOMENTS
MEDIA CONSUMPTION
ONLINE
ENTERTAINMENT
MOBILE
TRAVEL
PRINT
HARBOR
SHOPPING FAMILY HEALTH
SOCIAL MEDIA
BALBOA ISLAND BALBOA VILLAGE
FUN ZONE
DINING
CHRISTMAS
BOAT PARADE
NEWPORT BEACH
FILM FESTIVAL
CORONA DEL MAR
CHRISTMAS WALK
NEWPORT BEACH
RESTAURANT WEEK
CELEBRITYHEALTHY
LIVING
TELEVISION RADIO
BOOMERS
NEWPORT BEACH WINE
FOOD FESTIVAL
| 29

CAPTAIN MOM
Successful, yet value-conscious moms who seek enriching experiences
at a good price flock to Newport Beach, Balboa Island and Balboa
Village with its bevvy of activities, beach and outdoor experiences.
NICHE-MARKET
BRAND
PERSONAS
CATEGORY
HIGH-HOUSEHOLD
INCOME: $110,000
70-PERCENT OF
MOMS OWN
SMARTPHONES
WOMEN
AGES 35 AND
OLDER
70% OF MOMS
ARE VACATION
DECISION-
MAKERS IN THE
HOUSEHOLD
WOMEN MAKE
85-PERCENT
OF THE
PURCHASING
DECISIONS IN A
HOUSEHOLD
WELL-EDUCATED MOMS
APPRECIATE AND
VALUE EFFICIENCY
MOTHERS
APPRECIATE
HONESTY AND
REALISM IN
COMMUNI-
CATIONS, AND
THEY WANT TO
BE TREATED AS
INTELLIGENT AND
SMART AND MORE
THAN JUST A MOM
DEMOGRAPHIC PROFILE
ICONIC
NEWPORT
BEACH
MOMENTS
CHRISTMAS
BOAT PARADE
NEWPORT BEACH
FILM FESTIVAL
FASHION ISLAND
TREE LIGHTING
NEWPORT BEACH
RESTAURANT WEEK
INTERESTS
MEDIA CONSUMPTION
ONLINE
ENTERTAINMENT
MOBILE
TRAVEL
FASHION ISLAND UPPER NEWPORT
BAY
SOCIAL MEDIA
BALBOA VILLAGE
FUN ZONE
DININGHEALTHY
LIVING
TELEVISION RADIO
CORONA DEL MAR
CHRISTMAS WALK
30 | 2016-17/2017-18 MARKETING PLAN

GLOBAL-ADVENTURIST
Successful, international travelers who seek enriching experiences and
an aspirational, SoCal lifestyle flock to Newport Coast, Crystal Cove,
Fashion Island and The Resort at Pelican Hill.
NICHE-MARKET
BRAND
PERSONAS
CATEGORY
HIGH-HOUSEHOLD
INCOME: $175,000
55-PERCENT OF
EUROPEANS
PLANNING
A HOLIDAY
HALF MALE
HALF FEMALE
31% OF THE
GLOBAL
POPULATION USE
SOCIAL MEDIA,
EQUIVALENT
TO 2.3 BILLION
SOCIAL-MEDIA
USERS, FACEBOOK
HAS SOME 1.59
BILLION MONTHLY
ACTIVE USERS
GLOBALLY
LONGER LENGTH
OF STAY AND
HIGHER SPENDING
IN MARKET
WELL-EDUCATED UNITED STATES
IS THE TOP
LONG-HAUL,
INTERNATIONAL
VISITOR MARKET
RECOMMEND-
ATION FROM
FRIENDS AND
FAMILY IS THE
‘MOST-USED’
SOURCE OF
INFORMATION
DEMOGRAPHIC PROFILE
INTERESTS
MEDIA CONSUMPTION
ONLINE
ENTERTAINMENT
MOBILE
THE RESORT AT
PELICAN HILL
BALBOA ISLAND
TRAVEL
HARBOR
SOCIAL MEDIA
NEWPORT COAST CRYSTAL COVE
COTTAGES
DININGHEALTHY
LIVING
TELEVISION RADIO
ICONIC
NEWPORT
BEACH
MOMENTS
FASHION ISLAND
SPA
WHALE-WATCHING
GOLF
FINE-DINING
SHOPPING
FAMILY HEALTH
| 31

MILLENNIAL-MAVEN
Millennial travelers who seek personalized, one-of-a-kind experiences.
Milliennials are defined as consumers who were born or became adults
in the 21st century. These confident, “follow-your-dreams” consumers
are ethnically diverse and are generally tolerant of differences. They
consume media quite differently and demand marketers speak to them
differently and “as adults.”
MEDIAN-
HOUSEHOLD
INCOME: $75,000
HALF MALE
HALF FEMALE
VIEW TRAVEL
AS A PRIORITY
ACTIVE DIGITAL
NATIVE, LIFE IS
EXPERIENCED
EQUALLY ON AND
OFFLINE
24/7-CONNECTED;
SAVVY SHOPPERS;
CAN AND WILL
FIND DEALS
BUDGET-
CONSCIOUS
YET WILLING
TO INDULGE IN
QUALITY
HARD WORKING:
PRIMARY REASON
FOR VACATIONING
IS TO ESCAPE
ROUTINE,
RECHARGE AND
INDULGE IN
“LIVING THE LIFE
THEY ASPIRE FOR”
MOST
INFLUENCED BY
PEERS, ONLINE
REVIEWS AND
WORD OF MOUTH
NOT BRAND-
LOYAL
DEMOGRAPHIC PROFILE
INTERESTS
ICONIC
NEWPORT
BEACH
MOMENTS
MEDIA CONSUMPTION
NATURE
ONLINE
ENTERTAINMENT
MOBILE
TRAVEL
TECHNOLOGY
SHOPPINGCELEBRITY
BALBOA
PENINSULA
MARINERS MILE/
WESTCLIFF
NEWPORT
HARBOR
SOCIAL MEDIA
DINING
NEWPORT BEACH
WINE FOOD FESTIVAL
NEWPORT BEACH
FILM FESTIVAL
BALBOA VILLAGE CRAFT
BEER FESTIVAL
NEWPORT BEACH
RESTAURANT WEEK
HEALTHY
LIVING
TV DIGITAL
NICHE-MARKET
BRAND
PERSONAS
CATEGORY
32 |

HIGH-HOUSEHOLD
INCOME: $110,000
LESBIAN FAMILIES:
PRIORITIZE FAMILY
VACATIONS OVER
GAY-HOSPITABLE
VACATIONS
GAY FAMILIES:
PRIORITIZE BOTH
EVENLY
PRIORITIZE
GAY-HOSPITABLE
VACATIONS/
VENDORS/
DESTINATIONS/
HOTELS
STAYS IN PAID-
ACCOMMODATIONS
- THE MAJORITY
HOTELS (50-PERCENT
OR MORE) / ONLY
10-PERCENT ARE
STAYING WITH
FRIENDS AND FAMILY
VERY LOYAL
COMMUNITY;
ADVOCATE FOR
AND ARE PATRONS
OF BRANDS THAT
SUPPORT OR CATER
TO THE LGBT
COMMUNITY
DEMOGRAPHIC PROFILE
ICONIC
NEWPORT
BEACH
MOMENTS
NEWPORT
COAST
FASHION ISLAND
CHRISTMAS
BOAT PARADE
NEWPORT BEACH
FILM FESTIVAL
NEWPORT BEACH WINE
FOOD FESTIVAL
NEWPORT BEACH
RESTAURANT WEEK
INTERESTS
MEDIA CONSUMPTION
ONLINE
TECHNOLOGY
ENTERTAINMENT
MOBILE
TRAVEL
NATURE
SOCIAL MEDIA
DININGCELEBRITY
HEALTHY
LIVING
TV DIGITAL
NICHE-MARKET
BRAND
PERSONAS
CATEGORY
LGBT
Lesbian, gay, bisexual and transgender leisure travelers may or may not
have children, therefore they have a high-disposable income and tend
to travel quite frequently. This is a diverse psychographic target falling
across multiple demographic and psychographic groups, but these
travelers typically seek rewarding, enriching and fun experiences
and travel with groups of friends or family or as couples.

High-Stakes Hosts
Brand Persona
(Meeting Planners)
High-Stakes Host Brand Persona is a
psychographic profile of the typical
meeting planner who books meetings
in Newport Beach and other meetings
destinations for their clients, their
company or their association.
• Meeting planners feel tremendous
pressure to deliver a quality,
enriching and productive experience
for their stakeholders. With so much
on the line, their expectations for
excellence are highly calibrated.
Newport Beach Company and
Visit Newport Beach, Inc., will craft
programming that delivers great
value for their investment and a
seamless experience that leaves
planners confident and secure in
their decision.
34 | 2016-17/2017-18 MARKETING PLAN

HIGH-STAKES HOSTS
The typical meeting planner who books meetings in Newport Beach
and other meetings destinations for their clients, their company or their
association. These meeting planners feel tremendous pressure to deliver a
quality, enriching and productive experience for their stakeholders. With
so much on the line, their expectations for excellence are highly calibrated.
Newport Beach Company and Visit Newport Beach, Inc., will craft
programing that delivers great value for their investment and a seamless
experience that leaves planners confident and secure in their decision.
PRIMARILY
FEMALE
PROFESSIONAL
PLANNERS AGES
30 YEARS AND UP
50-PERCENT
CALIFORNIA
AND 50-PERCENT
DOMESTIC UNITED
STATES
PLANNING FOR
BOUTIQUE
DESTINATIONS;
SMALL- TO MID-
SIZE GROUPS
10-PERCENT
OF ATTENDEES
ARRIVE EARLY
OR STAY LATE
SEEKING A
DESTINATION
MINI-VACATION
LOOKING FOR
DESTINATIONS
THAT INSPIRE,
INVIGORATE
AND OFFER A
DIVERSE ARRAY OF
EXPERIENCES
PREFER
CHOOSING
DESTINATIONS
THAT WILL
BOLSTER
ATTENDANCE
DEMOGRAPHIC PROFILE
ICONIC
NEWPORT
BEACH
MOMENTS
HYATT REGENCY
NEWPORT BEACH
SUMMER CONCERT
SERIES
NEWPORT BEACH
FILM FESTIVAL
NEWPORT BEACH WINE
FOOD FESTIVAL
NEWPORT BEACH
RESTAURANT WEEK
INTERESTS
MEDIA CONSUMPTION
ONLINE
ENTERTAINMENT
MOBILE
SHOPPING
TOPICAL NEWS
SOCIAL MEDIARADIO MAGAZINE/
TRADE PUBLICATION
DININGECO-FRIENDLY
ENVIRONMENT
HEALTHY
LIVING
TV DIGITAL
OFFSITE MEETING
VENUES
TBID HOTELS FASHION ISLAND NEWPORT
HARBOR
CRYSTAL COVE/
NEWPORT COAST
LIDO VILLAGE
MEETING PLANNER
BRAND
PERSONAS
CATEGORY
| 35

DestinationMarketingPlan
Overview
ICONIC FASHION ISLAND
With an open-air elegance that fuses Italian style with California cool, this shopping experience
boasts chic luxury boutiques, cafés and restaurants on lushly landscaped piazzas accented by
fountains and palm trees.
In this new, two-year Destination Marketing Plan, Newport Beach Company underwent
an innovative strategic-planning approach to create an iconic and bold roadmap for the
company’s next two fiscal years.
Using this integrated approach, Newport Beach Company split into four customer-
focused, strategic-planning teams to develop this two-year Destination Marketing Plan.
Every staff member across all departments from the CEO on down broke into multiple
teams to develop objectives, strategies and tactics that utilize all of Newport Beach
Company’s resources. Diverse perspectives were integral to creating a holistic plan
exploring the best and most innovate ideas and iconic solutions to drive economic
development and growth for Newport Beach.
With its unique business-unit structure, Newport Beach Company is uniquely poised
to reach these ambitious goals and objectives to propel Newport Beach to iconic
status worldwide.
36 | 2016-17/2017-18 MARKETING PLAN

The integrated business-unit model
allows Newport Beach Company
to collaborate to best meet the needs
of each business unit: Visit Newport
Beach, Inc. - Leisure Marketing; Visit
Newport Beach, Inc. - Group Sales;
Dine Newport Beach; Newport
Beach TV; Enterprise Newport Beach;
Celebrate Newport Beach and Film
Newport Beach.
Just as the business units integrate,
so do the integrated-planning teams
and functional departments within
Newport Beach Company to meet
the needs of each audience. Each
team is comprised of specialists in their
fields, eager to elevate Newport Beach
Company’s role as the destination-
marketing organization of the future.
The Newport Beach Company
two-year Destination Marketing Plan
developed objectives around the
four key audiences: Leisure Traveler,
Meeting Planner, Local Community,
and Organization/Board of Directors.
MEETING PLANNER
PLANNING TEAM
DIGITAL MARKETING GROUP SALES
PUBLIC
RELATIONS
LEISURE TRAVELER
PLANNING TEAM
DIGITAL MARKETING GROUP
SALES
PUBLIC
RELATIONS
DINE
NEWPORT BEACH
LOCAL COMMUNITY
PLANNING TEAM
MARKETING GROUP SALES
DINE
NEWPORT BEACH EXECUTIVE
ORGANIZATION BOD
PLANNING TEAM
DIGITAL MARKETING GROUP SALES EXECUTIVE
LEISURE TRAVELER
Visitors and potential visitors to Newport
Beach who bring valuable revenue to
enhance the local economy primarily
through the tourism occupancy tax (TOT)
and direct visitor spending.
MEETING PLANNER
Meeting planners interested in hosting
group meetings, a conference or event
in Newport Beach tourism-business-
improvement-district (TBID) hotels.
ORGANIZATION
BOARD OF DIRECTORS
Staff, executive team, executive committee
and board of directors of Newport Beach
Company and Visit Newport Beach, Inc.
LOCAL COMMUNITY
Members and leaders of the Newport
Beach community including local
residents, partners, City of Newport
Beach, City Council, civic organizations,
hotels, business-improvement-districts
(BIDs), merchant associations, regional
destination-marketing organizations
(DMOs), Orange County Visitors
Association (OCVA), Orange County
government leaders and influential
community stakeholders.
PUBLIC
RELATIONS
CUSTOMER-FOCUSED,
STRATEGIC-PLANNING TEAMS

VISIT NEWPORT BEACH
FY 2017- 2018 GOALS
FY2016 FY2017 FY2018
WEBSITE
VNB Web Visits 1,060,400 1,134,600 1,191,300
Page Views 3,080,000 3,172,400 3,267,500
SOCIAL MEDIA
Social Followers 140,000 156,000 172,000
Social Reach 4,120,000 4,485,000 4,908,000
ADVERTISING
Total Ad Impressions 153,617,970 161,290,000 166,120,000
Online Ad Click to Site 303,710 312,000 321,000
Marketing Room Nights 15,000 60,000 61,200
Marketing Campaign/Economic Impact 15,000,000 40,000,000 40,800,000
PUBLIC RELATIONS
Placements 500 525 550
Media Impressions 2,000,000,000 2,200,000,000 2,300,000,000
Domestic Media Visits 105 110 115
International Media Visits 20 25 30
Media Assists 275 285 300
INTERNATIONAL
Wholesalers Trained 173 200 205
In-Market Agent Visits 22 25 27
38 | 2016-17/2017-18 MARKETING PLAN

NEWPORT BEACH COMPANY
FY 2017- 2018 GOALS
FY2016 FY2017 FY2018
WEBSITE
Web Visits 50,000 224,000 243,000
ADVERTISING
Total Ad Impressions 1,000,000 5,800,000 5,900,000
PUBLIC RELATIONS
Placements 60 70 75
DINE NEWPORT BEACH
WEBSITE
Web Visits 115,023 155,000 158,100
SOCIAL MEDIA
PUBLIC RELATIONS
Placements N/A 30 30
ENTERPRISE NEWPORT BEACH- BALBOA VILLAGE
WEBSITE
Web Visits 25,000 33,000 41,000
SOCIAL MEDIA
ADVERTISING
Total Impressions 1,680,000 1,760,000 1,812,800
PUBLIC RELATIONS
Placements 50 75 80
ENTERPRISE NEWPORT BEACH- BALBOA ISLAND
WEBSITE
Web Visits 35,000 41,000 54,000
SOCIAL MEDIA
ADVERTISING
Total Impressions 670,000 703,500 724,605
PUBLIC RELATIONS
Placements 25 30 30
NEWPORT BEACH TV
SOCIAL MEDIA
Social Followers N/A 5,500 9,000
YouTube Channel Views 22,000 80,000 160,000

“I’mjust
County
an extra
Customer-
Based
Destination
MarketingPlans
ICONIC NO DOUBT PERFORMANCE AT CLEAN SOBER BEACH PARTY
Orange County native band No Doubt, led by Gwen Stefani, performed
at the Clean Sober Beach Party at the Newport Dunes Waterfront Resort
and Marina, a premiere location for outdoor events, concerts and festivals
in Newport Beach.
Leisure Traveler 40
Meeting Planner 76
Local Community 90
Organization Board of Directors 102
40 | 2016-17/2017-18 MARKETING PLAN
“I’mjust
County
an extra

stanOrange
ygirl, Livin’in
raordinaryworld.”
stanOrange
ygirl, Livin’in
raordinaryworld.”– Gwen Stefani

LeisureTravelerCustomer-Based
DestinationMarketingPlan
THE FILMING OF THE ICONIC MOVIE “LOVE STORY”
The 1970 film starring Ryan O’Neal and Ali MacGraw featured scenes filmed onsite in Newport Beach.
Newport Beach Company presents this integrated marketing, media-relations, digital-
marketing, brand-development, communications and meetings-services plan to attract a
record number of leisure travelers (visitors) to Newport Beach.
The City of Newport Beach has contracted with Newport Beach Company to foster
a strong tourism environment; to attract visitors with strategic-marketing efforts; and
to engage them in-market to create a positive visitor experience.
By enticing visitors to stay in Newport Beach, the City of Newport Beach generates
Tourism Occupancy Taxes (TOT), its third-largest revenue source.This income benefits
residents, saving them on average nearly $1,000 per household on property taxes
every year, while maintaining the exceptional infrastructure expected in Newport
Beach. And to keep the economy churning at the levels tourism generates, each
household would have to spend over $35,000 more locally each year.
42 | 2016-17/2017-18 MARKETING PLAN

Tourism plays a vital role in the
Newport Beach economy. Visitors
spend significant dollars at hotels,
restaurants, attractions and local
businesses. The seven million visitors
infuse $1 billion into Newport Beach,
supporting over 9,500 jobs each year
making tourism one of the purest
and most lucrative forms of
economic development.
Last year, Newport Beach Company
began a rigorous process to track
and evaluate the effectiveness and
return-on-investment for all of its
leisure marketing initiatives. Third-
party research vendors tracked
incremental trips to the destination,
visitor spending in the destination,
hotel-room nights and overall ROI of
each integrated-marketing campaign.
Visitors come into Newport Beach;
spend significant dollars locally;
use few, if little public resources like
schools and hospitals; and then they
return to their home cities.
In the next two fiscal years, Newport
Beach Company plans to continue
thorough marketing-campaign tracking
The Newport Beach Company
Marketing Team will fully utilize
its three teams to accomplish the
objectives set forth in this plan. Digital
Marketing New Media, Marketing
Strategic Partnerships and Media
Relations Brand Management
will work together to keep Newport
Beach at the forefront of travel trends
and drive incremental visitation to
Newport Beach.
With record marketing goals,
the Newport Beach Company
leisure-marketing and meeting-
services teams collaborated across
all functional areas to develop an
integrated approach. By leveraging
all of the teams’ resources, the
cross-functional, services-and-
marketing team developed this
integrated-marketing plan for the
leisure-traveler customer segment
with a management-by-objectives
approach where objectives are
quantifiable goals, strategies form
strategic approaches to reaching the
objectives, and tactics are projects
that support overarching strategies.
and benchmarking studies to further
refine and direct marketing funds and
staff resources on media markets,
media channels and visitors who are
most likely to visit Newport Beach,
spend more dollars in the destination,
stay longer and visit Newport Beach
more often.
Newport Beach Company plans to
build integrated-marketing campaigns
based on the new comprehensive,
values-based brand-positioning
platform developed in 2015. The new
brand-positioning value proposition,
brand pillars and brand personas
built around an enriching brand-
architecture strategy will help direct
an over-arching brand strategy and
integrated marketing campaigns to
better target and reach the Newport
Beach leisure traveler.
With the internal mantra, “Be Big.
Be Smart. Be Emotionally Impactful,”
Newport Beach Company plans
to think in iconic ways to take the
Newport Beach brand global and drive
worldwide name recognition and brand
awareness to even greater heights.
LEISURE TRAVELER CUSTOMER-BASED PLANNING TEAM
TEAM LEADER
Reilly Wilson, Media Relations Communications Manager
Doug McClain, CDME
SVP Chief
Marketing Officer
Katy Dennis
Senior Director of
Marketing Strategic
Partnerships
Mark Rudyk
Senior Director of Digital
Marketing New Media
Colleen Costello
Marketing Manager
Polly Peak
Dine Newport Beach
Brett Erskine
Digital Marketing
Video Coordinator
Amanda Kenning
Sales Services
Associate
CROSS-DEPARTMENTAL TEAM
LEISURE TRAVELER
PLANNING TEAM
DIGITAL MARKETING GROUP
SALES
PUBLIC
RELATIONS
DINE
NEWPORT BEACH

To most effectively reach potential visitors, Newport Beach Company conducted
a media-market analysis to see where resources would best be utilized. Newport
Beach Company looked at visitation data to determine visitor markets. Other
factors were also taken into consideration including market cost efficiency.
• Total Overnight Visitation - How many visitors from the market stayed
in Newport Beach overnight in the last 12 months
• Length of Stay- Average number of days overnight visitors spent
in Newport Beach each trip
• Number of Trips - Average number of trips overnight visitors made
to Newport Beach in the last 12 months
• Average Annual Room Nights - Total number of nights overnight
visitors stayed in Newport Beach over 12 months
• Average total spend per Party - Amount spent in Newport Beach
over all visits over the course of 12 months
SOURCES: DESTINATION ANALYSTS, INC.; BVK
Leisure Traveler Domestic Feeder Markets
SAN FRANCISCO
5TH Total Overnight Visitation
3RD Length of Stay
2ND Number of Trips to NB
1ST Average Annual Room Nights
2ND Average Total Spend per Party
LOS ANGELES
1ST Total Overnight Visitation
4x higher than #2 market
6TH Length of Stay
4TH Number of Trips to NB
6THAverage Annual Room Nights
5TH Average Total Spend per Party PHOENIX
3RD Total Overnight Visitation
2ND Length of Stay
4TH Average Annual Room Nights
3RD Average Total Spend per Party
SAN DIEGO
2ND Total Overnight Visitation
4TH Length of Stay
1ST Number of Trips to NB
3RD Average Annual Room Nights
4TH Average Total Spend per Party
LAS VEGAS
1ST Length of Stay
2ND Average Annual Room Nights
1ST Average Total Spend per Party
PALM SPRINGS
5TH Length of Stay
3RD Number of Trips to NB
5TH Average Annual Room Nights
6TH Average Total Spend per Party
TOP TIER MARKETS
SECOND TIER MARKETS
44 | 2016-17/2017-18 MARKETING PLAN

6000
5000
4000
3000
2000
1000
0
2015AVAILABLE HOTEL ROOMS
2272
2800
3201
3786
5097
PALM
SPRINGS
BEVERLY
HILLS
SANTA
BARBARA
NEWPORT
BEACH
LA JOLLA
Source: STR, Inc.
90
80
70
60
50
40
30
20
10
0
2015HOTEL OCCUPANCY RATE (%)
59.5
-4.2
+0.3
+2.9
+2.9
+2.9
75.9 77.3 78.4 79.2
PALM
SPRINGS
BEVERLY
HILLS
SANTA
BARBARA
NEWPORT
BEACH
LA JOLLA
YOY
% change
Source: STR, Inc.
600
500
400
300
200
100
0
2015HOTEL AVERAGE DAILY RATE ($)
138
+2.9
+7.4
+4.3
+4.9
+7.9
204
236 246
489
PALM
SPRINGS
BEVERLY
HILLS
SANTA
BARBARA
NEWPORT
BEACH
LA JOLLA
YOY
% change
Source: STR, Inc.
Domestic Competitive Set
Newport Beach offers a unique vacation destination
to travelers—a beautiful coastal retreat providing the
perfect combination of affluence, quaintness, casual
glamour and attention to detail. Though nowhere else
is Newport Beach, it is important to understand the
competitive landscape.
Newport Beach Company has identified four top
competitive leisure-traveler markets: Santa Barbara,
Beverly Hills, Palm Springs and La Jolla. All of the
destinations are Southern California, small- to mid-sized
markets with an emphasis on upper-middle to
luxury accommodations.
After a thorough competitive analysis, the four destinations
have many common elements.They all offer high-quality
dining experiences, great shopping, upscale lifestyle and
a relaxing escape. Newport Beach shares coastal charm
with La Jolla and Santa Barbara, and all with the addition
of Palm Springs offer scenic outdoor beauty. Beverly Hills
and Santa Barbara share the super-affluent lifestyle with
Newport Beach, but Newport Beach is alone in positioning
itself around a consumer value.All other leisure
competitive set destinations are positioning themselves
around physical attributes vs. consumer values-based
positioning.
VISITGREATERPALMSPRINGS.COM SANTA BARBARA ADVERTISING
TOP COMPETITIVE MARKETS

Leisure travel and tourism projections rely heavily on the
overall economic condition of international, national and
local markets. By looking at economic factors, particularly
gross-domestic product (GDP) and economic growth,
inferences can be made on future-travel behaviors.
Analyzing research and travel trends guides Newport
Beach Company and Visit Newport Beach, Inc., when
planning initiatives.
With the assistance of Tourism Economics, a leading
tourism economic-research firm, and other key research
tools, Newport Beach Company has analyzed the
economic situations and travel trends of domestic
and key international markets.
Newport Beach Company examines economic situations
and travel trends for four critical international feeder
markets into Newport Beach from the following countries
or regions of the world: Canada, China, United Kingdom,
and the Middle East. International travelers are vital
drivers of economic impact and visitor spending to
Newport Beach, because of their longer lengths of
stay and disproportionately higher spending.
Domestic travelers make up the majority of Newport
Beach’s visitation. National economic patterns reflect the
traveler behavior as well as Newport Beach Company’s
business functions.
The largest faction of domestic travelers to Newport
Beach comes from within California. Visit California,
Leisure Traveler Economic
Forecast Research
the state destination-marketing organization, invests
in valuable research when looking at statewide-travel
patterns and impact of visitors within the state.
Knowing how travelers behave in the destination
is paramount. Newport Beach Company invests
in analyzing these patterns to make more informed
business decisions on where to invest marketing
dollars; staff resources; and international media-
relations- and travel-trade initiatives.
Every other year, Newport Beach Company contracts
with Destination Analysts, Inc., to study the economic
impact of tourism to Newport Beach. In fiscal-year 2014,
seven million visitors came to Newport Beach directly
spending more than $1 billion.
INTERNATIONAL
Newport Beach Company understands the value
of international travel to Newport Beach. With higher
spending and longer lengths of stays, international
travelers provide a significant visitor sector. Newport
Beach has four primary international markets: Canada,
China, United Kingdom and the Middle East. Of
those markets, Newport Beach Company directly
invests in marketing, media relations and travel-trade
with an office in the United Kingdom. For China and
Middle East, Newport Beach Company partners with
Orange County Visitors Association (OCVA) to market
and promote Newport Beach and other participating
destinations in those markets.
2009-2014: TOP INBOUND MARKETS TO THE U.S.
Historic Arrivals by Market
2014 RANK ORIGIN COUNTRY 2009 ARRIVALS (000’S) 2014 ARRIVALS (000’S)
1 Canada 17,973 23,003
2 Mexico 13,373 17,070
3 U.K. 3,899 4,149
4 Japan 2,918 3,620
5 Brazil 893 2,264
6 China 525 2,190
7 Germany 1,687 2,056
8 France 1,204 1,658
9 South Korea 744 1,460
10 Australia 724 1,304
World 55,103 75,011
Overseas
(does not include Mexico and Canada)
23,756 34,938
Source: U.S. Department of Commerce via U.S. Travel Association
46 | 2016-17/2017-18 MARKETING PLAN

2014-2020: TOP INBOUND MARKETS TO THE U.S.
Forecasted Arrivals by Market
2020F RANK ORIGIN COUNTRY 2014 ARRIVALS (000’S) 2020F ARRIVALS (000’S) 2020/14 % CHANGE
1 Canada 23,003 23,807 3.5%
2 Mexico 17,070 21,183 24.1%
3 China 2,190 5,019 129.2%
4 U.K. 4,149 4,949 19.3%
5 Japan 3,620 3,655 1.0%
6 Brazil 2,264 2,671 18.0%
7 Germany 2,056 2,293 11.5%
8 South Korea 1,460 1,986 36.0%
9 France 1,658 1,903 14.8%
10 Australia 1,304 1,650 26.5%
World 75,011 90,267 20.3%
Overseas 34,938 45,276 29.6%
F = Forecast Source: U.S. Department of Commerce via U.S. Travel Association
2009-2014: TOP TRAVEL-EXPORT MARKETS TO THE U.S.
Historical Spending
2014 RANK ORIGIN COUNTRY 2009 $ MILLION 2014 $ MILLION 2014/09 % CHANGE
1 Canada $17,493 $26,282 50.2%
2 China $6,869 $24,019 249.7%
3 Mexico $14,553 $18,665 28.3%
4 Japan $12,636 $17,676 39.9%
5 U.K. $11,581 $13,496 16.5%
6 Brazil $5,235 $13,429 156.5%
7 India $6,712 $9,842 46.6%
8 South Korea $4,624 $7,799 68.7%
9 Germany $5,792 $7,360 27.1%
10 Australia $4,393 $6,180 40.7%
World $146,005 $220,757 51.2%
Overseas $113,959 $175,810 54.3%
Source: U.S. Department of Commerce via U.S. Travel Association

United Kingdom Market Profile
The United Kingdom has been the mainstay of Newport
Beach’s international traveler, continuing to hold strong
in visitor representation. In 2015, approximately 50,000 U.K.
travelers spent their holiday in Newport Beach, making
the United Kingdom one of the top overseas visitor
markets traveling to Newport Beach.
ECONOMIC OUTLOOK
The second estimate for quarterly GDP growth in the fourth
quarter of 2015 was unrevised at 0.5 percent. This came as
a pleasant surprise since the weaker monthly production
and construction data had flagged the possibility of a
downgrade. That said, 2015 was a year of sub-par growth,
which was particularly disappointing given the extent of
the support from low inflation.
The U.K. Prime Minister has announced that the referendum
on the United Kingdom’s membership in the European
Union will be held on June 23, 2016. Tourism Economics’
baseline forecast assumes that the United Kingdom remains
a member of the European Union. Markets have reacted
nervously with the British Pound sinking to a seven-year
low against the U.S. Dollar. But after the initial hysteria it
is expected that markets become calmer and, should the
‘remain’ camp establish a clear lead in the opinion polls,
then it is quite possible that the British Pound Sterling will
regain some of its recent losses.
The February Inflation Report saw the Monetary Policy
Committee (MPC) strike a more dovish tone than in previous
reports, but a more hawkish view than financial markets. On
the dovish side, the forecasts for wages, inflation and GDP
growth were revised down compared with November. But
the forecast for inflation – based upon market expectations,
which assumed a first interest-rate hike in the second half
of 2017 – was way above the two-percent target at the end
of the forecast horizon, which was a signal that the MPC
thought that markets were too dovish.
KEY TAKEAWAYS
• Gross-domestic product (GDP) growth in fourth
quarter of 2015 stayed at 0.5 percent.
• The referendum on European-Union (E.U.)
membership has placed the value of the British
Pound Sterling in flux.
Real disposable
income
% year
Forecast
Consumer spending
6
4
2
0
-2
-4
-6
U.K.: CONSUMER SPENDING INCOME
2004 2006 2008 2010 2012 2014 2016 2018
Source: Oxford Economics
48 | 2016-17/2017-18 MARKETING PLAN

TRAVELER RESEARCH
The United Kingdom was California’s second-largest
overseas market, with an estimated 686,000 visitors
arriving in 2014 and the largest overseas market to
the United States overall.
Visit California has detailed the characteristics of U.K.
traveler behaviors. Compared to all overseas visitors
to California, travelers from the United Kingdom are
more likely to:
• Travel for the purpose of vacation/holidays
• Plan and book their air trip directly with the airline
• Have a decidedly longer trip-planning and advance
airline-booking horizon
• Sit in premium-economy class
• Travel with a spouse/partner
• Stay less time in the United States
• Spend a higher proportion of their time in California
• Go on guided tours while in the United States
• Spend their travel money on food/beverages
• Have a higher annual-household income
Conversely, visitors from the United Kingdom are
less likely to:
• Book their air trip via a travel agency office
• Be on their first trip to the United States
• Visit Los Angeles or New York City as part of their trip
• Visit amusement/theme parks
• Use air travel for transportation between U.S. cities
• Spend their travel funds in the United States as well
as in California
• Spend their travel funds on gifts or souvenirs
• Use a credit card for trip expenses
700
680
660
640
620
600
580
560
540
NUMBER OF VISITORS FROM THE U.K. TO CA
591
610
656
635
652
686
2009
(in000s)
2013 2014201220112010
Source: U.S. Department of Commerce, National Travel Tourism Office
Revised by Tourism Economics for Visit California
COMPARISON OF ALL OVERSEAS VISITORS VS. ALL VISITORS FROM U.K.
ALL OVERSEAS
VISITORS
ALL VISITORS
FROM U.K.
Purpose of Trip
Vacation/Holidays 66% 75%
Visit Friends/Relatives 34% 35%
Business 18% 12%
Convention/Conference 12% 7%
Sources Used to Plan Trip
Airline 43% 54%
Online Travel Agency 32% 36%
Travel Agency Office 25% 19%
Personal Recommendation 29% 23%
Travel Guide 15% 14%
Corporate Travel Department 12% 10%
Tour Operator/ Travel Club 10% 15%
National/State/City Travel Office 8% 5%
Visitor Spending
CA Visitor Spending in the U.S. per Visitor $3,590 $2,141
Per Visitor/Day (CA) $153 $121
Per Visitor/Trip (CA) $1,872 $1,319
Average Travel Party Size 1.7 1.7
Type of Lodging
Hotel/Motel 76% 76%
Private Home 30% 32%
Other 6% 4%
Length of Stay
Mean Nights in the U.S. 23.4 nights 17.7 nights
Mean Nights in California 12.2 nights 10.9 nights
% of California Nights 52% 62%
Activities Experienced in U.S.
Shopping 89% 90%
Sightseeing 83% 89%
Experience Fine Dining 44% 39%
Historical Locations 35% 43%
Guided Tours 33% 45%
Source: U.S. Dept. of Commerce, National Travel and Tourism Office, “Survey of International Air Travelers.”
via Visit California

China Market Profile
Travelers from China have been flocking to the United States.
Since the simplification of the tourist visa was implemented,
travel from China has increased by double-digit percentages.
Newport Beach Company in partnership with the Orange
County Visitors Association is eager to entice this lucrative
market to visit Newport Beach.
ECONOMIC OUTLOOK
The Government Work Report presented to the National
People’s Congress in early March confirms that economic
growth remains the government’s key objective. The report
stressed that the aim to double GDP and per-capita income
by 2020, set in 2010, calls for average growth of at least 6.5
percent in 2016-20. The growth target for 2016 was set at
6.5 percent to seven percent.
However, downward pressure on growth persisted at the
start of 2016. Retail sales volumes growth eased amid
weaker wage growth and increased uncertainty. Tourism
Economics estimates volumes grew by around 9.5 percent
year-on-year compared to 10.8 percent in the fourth quarter.
The ambitious growth target for this year requires the
government policies that have been implemented to
support policy stimulus. However, given the challenging
external and domestic environment, Tourism Economics
expects GDP growth of 6.2 percent this year. Continued
implementation of supply-side reforms is vital to enable
robust organic growth over the medium term and to
achieve the targeted level of income.
KEY TAKEAWAYS
• The National People’s Congress set the growth target
for 2016 at 6.5 percent to seven percent.
• Forecasters predict the gross-domestic product (GDP)
to actually grow 6.2 percent in 2016.
GDP
% year
Forecast
Household
consumption
Fixed
investment
12
11
10
9
8
7
6
5
4
3
2
CHINA: REAL CONSUMPTION INVESTMENT
2010 2014201320122011 2015 2016 2017 2018 2019 2020
50 | 2016-17/2017-18 MARKETING PLAN

TRAVELER RESEARCH
Chinese travelers are now the largest overseas travel
market to California as of 2012 with 996,000 visitors
to California in 2014. Visitors from China are forecasted
to surpass Brazil, Japan and the United Kingdom to
become the largest market to the United States in
2020; 2014 saw over two million Chinese visitors
to the United States.
Visit California has detailed the characteristics of
Chinese-traveler behaviors. Compared to all overseas
visitors to California, travelers from China are more
likely to:
• Have a decidedly shorter trip-planning and advance
airline-booking horizon
• Make use of an inclusive-travel package including
attractions, events and entertainment
• Have a longer stay in the United States as well
as in California
• Be on their first trip to the United States
• Visit Los Angeles as part of their trip
• Experience fine-dining and visit art galleries
and museums while in the United States
• Use a private or company auto for transportation
in the United States
• Spend more while in the United States and California
• Spend a higher percentage of their travel funds
on gifts and souvenirs in the United States
• Use a credit card to make purchases
• Have a lower average annual-household income
Conversely, visitors from China are less likely to:
• Travel to California for vacation/holiday purposes
• Use a travel-agency office as a trip-planning source
or means of booking air-trip
• Visit historical locations
• Use a taxicab/limousine for transportation in
the United States
Source: U.S. Dept. of Commerce, National Travel and Tourism Office, “Survey of International Air
Travelers.” via Visit California
1200
1000
800
600
400
200
0
# OF VISITORS FROM CHINA TO CA
243
382
470
671
818
996
2009
(in000s)
2013 2014201220112010
COMPARISON OF ALL OVERSEAS VISITORS VS. ALL VISITORS FROM CHINA
ALL OVERSEAS
VISITORS
ALL VISITORS
FROM CHINA
Purpose of Trip
Business 18% 22%
Airline 43% 39%
Average Travel Party Size 1.7 2
Visitor Spending
Type of Lodging
Hotel/Motel 76% 68%
Other 6% 6%
Length of Stay
Shopping 89% 95%
Sightseeing 83% 85%

Middle-East Market Profile
Newport Beach Company and Orange County Visitors
Association have identified the Middle East as the next
major international opportunity market, with high in-market
spending and a desire to experience luxury lifestyles.
Newport Beach Company and Orange County Visitors
Association have targeted the United Arab Emirates, Saudi
Arabia and Qatar as the primary Middle-East country
markets.
ECONOMIC FORECAST
Falling oil prices have triggered a tightening of liquidity
in financial markets across the Gulf Cooperation Council
(GCC) in recent months, reflected in a sharp deceleration in
monetary growth, tighter bank-finding conditions, rating-
agency downgrades, rising-market interest rates and stock-
market declines. If unchecked, this risks reducing access
to credit for firms and households and ultimately a more
serious economic downturn than to date.
So far, credit growth has held up well thanks to a steady
pipeline of infrastructure projects and solid household
sector demand. But banks are showing increasing signs of
stress, corporate bond issuance has dried up and various
governments have suffered credit rating downgrades,
raising the cost of funding further.
The collapse in oil prices has brought a significant
economic slowdown in the oil-exporting Gulf economies,
with growth estimated at just three percent last year – its
weakest since 2009. But there are growing signs that things
could be getting worse as the ease of access to funds in
the financial system continues to tighten. The plunge in oil
prices since mid-2014, however, has triggered a steady
tightening in monetary conditions that recently appears
to have kicked up a gear. This has been evident across a
number of channels.
The tightening of liquidity conditions across the GCC region
may have further to go. Oil prices are forecast to remain
weak into the long term, implying no quick improvement in
economic conditions or confidence. Although conditions
in the regional-banking sector could get tougher, a full-
blown credit crunch comparable to that of 2009 still looks
some way off. For a start, although there are clear risks, the
chances of a synchronized global downturn of the intensity
that sparked the global-financial crisis of 2008/2009 look
slim. And even if the global economy does turn down, the
GCC region looks considerably less vulnerable than it was
then: growth has already slowed from its unsustainably-fast
pre-crisis speed and bubbles in stock and property markets
have been purged.
KEY TAKEAWAYS
• The Persian Gulf economies experienced their weakest
economic growth since 2009 at three percent in 2015
due to decreased oil costs.
• Persian Gulf economies are in a more stable place than
they were prior to the economic downturn of 2008
52 | 2016-17/2017-18 MARKETING PLAN

TRAVELER RESEARCH
Visit California has detailed the characteristics of
Middle Eastern traveler behaviors. Compared to
all overseas visitors to California, travelers from the
Middle East are more likely to:
• Travel to California to visit friends/relatives
• Plan and book their trip using the airlines
• Plan their trip using a personal recommendation
• Have a decidedly shorter trip-planning and
advance airline-booking horizon
• Travel alone
• Have a longer stay in the United States and
California
• Visit New York City while in the United States
• Visit amusement/theme parks while in the United
States
• Make use of air travel between cities as a means
of transportation while in the United States
• Spend per-visitor per-trip in the United States as
well as in California
• Be in management, business, science and arts
occupations
Conversely, visitors from the Middle East are less
likely to:
• Make use of a pre-paid package
• Visit San Francisco or Las Vegas while in the
United States
• Visit National Parks/monuments or historical
locations while in the United States
• Go on guided tours
• Make use of taxicab/limousines as a means of
transportation while in the United States
• Be in service occupations
300
250
200
150
100
50
0
# OF VISITORS FROM THE MIDDLE EAST TO CA
120
131
156
198
225
274
2009
(in000s)
2013 2014201220112010
COMPARISON OF ALL OVERSEAS VISITORS VS. ALL VISITORS FROM THE MIDDLE EAST
ALL OVERSEAS
VISITORS
ALL VISITORS
FROM
THE MIDDLE
EAST
Purpose of Trip
Business 18% 21%
Airline 43% 56%
Average Travel Party Size 1.7 1.5
Visitor Spending
Type of Lodging
Hotel/Motel 76% 71%
Other 6% 8%
Length of Stay
Shopping 89% 96%
Sightseeing 83% 82%
Source: U.S. Dept. of Commerce, National
Travel and Tourism Office, “Survey of
International Air Travelers.” via Visit California NEWPORTBEACHANDCO.COM | 53

Canada Market Profile
Canada is a major visitor market to the United States and
California. In 2015, 1.5 million Canadian visitors are expected
to arrive in California. Looking for warm-weather destinations
and direct flights operating between John Wayne Airport,
Orange County and Vancouver, British Columbia, Canada is
an opportunity market for Newport Beach Company
to expand international marketing.
ECONOMIC FORECAST
Canada’s economy surprised to the upside in the fourth
quarter of 2015 as real GDP grew by 0.8 percent annualized.
However, the details of the report are not inspiring. The
positive growth rate came largely from a collapse in
imports, which, though it helps support headline real GDP,
signals weak domestic demand. Business investment
continued to spiral, down 12.5 percent while consumer
spending growth slowed to just one percent.
Real GDP grew a modest 1.2 percent on average in 2015,
and Tourism Economics believes real activity will fail
to accelerate much this year. The oil price collapse will
continue to cast its shadow over the economy, constraining
business investment and energy exports. Non-energy
activity will mitigate the impact of the oil-price shock, but
the offset will be fairly weak. With these factors in mind,
Tourism Economics forecasts real GDP growth this year
of only 0.9 percent.
The Bank of Canada delivered no surprises at its March
policy meeting as it kept the overnight rate steady at 0.5
percent, judging that the current policy rate was appropriate
given the balance of risks. Though low oil prices remain a
major downside risk to the outlook, the central bank sees
economic activity and inflation progressing in line with its
January forecast.
The forthcoming Prime Minister Trudeau spending package is
certain to drive federal finances further into the red in coming
years. It is unclear how much additional spending, particularly
in infrastructure investment, the government will undertake.
The debt burden will rise as a consequence but action is
being taken in an attempt to counter the oil-price drag.
KEY TAKEAWAYS
• Canada’s real gross-domestic product (GDP) grew
1.2 percent in 2015.
• The economy is expected to keep at a similar pace
in the coming year.
NAIRU
% year
Forecast
Actual unemployment
12
11
10
9
8
7
6
5
CANADA: UNEMPLOYMENT AND THE NAIRU*
1990 1994 1998 2002 2006 2010 2014 2018
*NAIRU = Non-Accelerating Inflation Rate of Unemployment
54 | 2016-17/2017-18 MARKETING PLAN

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