Annual Business Plan The best way to predict the future is to create it. Peter Drucker

Transcription

1 Annual Business Plan The best way to predict the future is to create it. Peter Drucker

2 LETTER FROM THE CHAIRMAN of the BOARD This annual Business Plan for the North Myrtle Beach Chamber of Commerce, CVB, was adopted by the Board of Directors following a comprehensive process which included: input from members through a membership survey; feedback and accomplishments from program councils; and results of a two-day board of directors planning session featuring presentations on issues and trends impacting our members, community, and organization. This business plan also includes action steps from Building North Myrtle Beach 2.0, a five-year Sustainable Growth and Prosperity Initiative adopted by the board in August 2016, noted by BNMB2 in the plan. BNMB 2.0 follows the very successful BNMB plan which completed its initial 5-year period in mid-late BNMB 2.0 will run from and its 5-year goal is $3.6 million dollars. The chamber s five strategic areas of focus, all addressed throughout the Business Plan are: Grow the North Myrtle Beach Visitor and Destination Market Diversify the North Myrtle Beach economy Serve as the voice of business Focus on our members Communicate our story To sustain and grow our chamber and community over the next several decades will require a SHARED VISION among our private and public-sector leadership. We believe this can best be accomplished through collaborating and partnering on agreed upon challenges and opportunities. These initiatives, developed and funded by the private sector through your chamber, will also serve to strengthen our partnership and advocacy role for you. We invite you to join our leadership team of as we collectively work towards achieving what noted business economist and consultant Peter Drucker said, the best way to predict the future is to create it. Scott Ellis Chairman of the Board R. Marc Jordan, IOM, CCE President/CEO

3 ABOUT THE CHAMBER The North Myrtle Beach Chamber of Commerce, CVB is a voluntary organization of business and professional individuals who have joined together to promote the civic and economic progress of our community. The area s economic well-being is directly related to the caliber of work that is done by the Chamber, CVB. The North Myrtle Beach Chamber of Commerce, CVB seeks to positively impact business, industry, and future growth of the North Myrtle Beach area. In late 2014, the US Chamber of Commerce awarded the North Myrtle Beach Chamber of Commerce, Convention & Visitors Bureau with 5-Star Accreditation, the highest designation awarded, for its sound policies, effective organizational procedures, and positive impact on the community. Accreditation is the only national program that recognizes chambers for their effective organizational procedures and community involvement. In order to receive Accreditation, a chamber must meet minimum standards in their operations and programs, including areas of governance, government affairs, and technology. There are two primary functions of a chamber of commerce: Act as spokesman for the business and professional community and translates into action the group thinking of its members, and; Renders specific service of a type that can be most effectively delivered by a community organization both to its members and to the community as a whole. The North Myrtle Beach Chamber of Commerce, CVB also serves as the area s primary destination marketing organization, also known as the North Myrtle Beach Convention & Visitors Bureau. This role includes these primary functions: Promote interest in tourism, including amateur sports, leisure travel and group travel, seeking to increase the overnight visitation to the area. Promote interest in the area by building awareness of the destination through paid and unpaid promotion, which benefits tourism and also real estate development. Purpose Statement The North Myrtle Beach Chamber of Commerce, CVB is organized to advance the general welfare and prosperity of the North Myrtle Beach Area so that its citizens and all areas of its business community shall prosper. All necessary means of promotion shall be provided and particular attention and emphasis shall be given to the economic, civic, commercial, cultural, industrial and educational interests of the area. Vision Statement The Vision of the North Myrtle Beach Chamber of Commerce, CVB is to become a preeminent chamber of commerce in America. Mission Statement The Mission of the North Myrtle Beach Chamber of Commerce, CVB is to advance the prosperity of North Myrtle Beach. Beliefs / Values The North Myrtle Beach Chamber of Commerce, CVB must: Place the needs of our members first Provide leadership to affect positive change Recognize and respond to our community s needs Proactively present our community to others Strive to achieve excellence in performance Display integrity of purpose and action Encourage and engage in cooperative relationships to achieve optimum results

4 BOARD OF DIRECTORS / COUNCIL / COMMITTEE STRUCTURE Board of Directors The North Myrtle Beach Chamber of Commerce, CVB s Board of Directors shall be composed of eighteen (18) elected members, six elected annually to serve a three (3) year term. Approximately fifty percent (50%) of the chamber s elected board of directors positions shall come from the chamber s general membership and a minimum of fifty percent (50%) shall come from the current participating 2% accommodations members in the Convention and Visitors Bureau, which is authorized by the Board of Directors as prescribed in Article VI, Section 4: Divisions, of these bylaws. Additionally, the Immediate Past Chairman and President/CEO as well as the Chairman of BNMB or any major campaign initiative as authorized by the board. If this individual is not currently an elected director, he or she may be appointed as a voting member and the number of directors will be increased by one. The Incoming Chairman may appoint up to two (2) directors during his/her term for a one (1) year term. Chairman s appointments are eligible to be elected for a full three (3) year term following their one (1) year appointment. In the case where the term of the Chairman-elect expires prior to completion of his/her duties (Chairman of the Board and Immediate Past Chairman), the term and all privileges as an elected director shall be extended until the completion of these duties. This shall not affect the number of elected directors as prescribed in these bylaws. When applicable, board members are eligible to serve two (2) successive three (3) year terms. If a board member serves two (2) consecutive three (3) year terms, then, they must remain off of the board for at least one (1) year before being eligible to serve another term as a board member. The Board of Directors at its discretion may amend the number of board members and terms. Executive Committee The Executive Committee consists of all officers; including the Chairman of the Board, Past Chairman, Treasurer, and the President / CEO, and Program Council Chairmen, (Chairman of Public Policy Council, Chairman of the CVB Division/Marketing and Advertising Council, Chairman of Membership Council, Chairman of Economic Development Council, and Chairman of BNMB / Steering Committee (or any special initiatives)). These members shall be elected in an open election of the Board of Directors. In addition to other duties, the Immediate Past Chairman will serve as Chairman to the Past Chairs Council. The Executive Committee shall act for and on behalf of the Board of Directors when the board is not is session, but shall be accountable to the Board for its actions. Councils / Committees A Council Structure is the most effective means of harnessing energies and abilities of volunteer workers. Councils are responsible to the Board of Directors. Each Council has a set of responsibilities and guidelines which it follows. There are five Councils; each housing one or more standing committees that are charged with helping to meet the mission / goals of each council. In turn, these Councils serve the North Myrtle Beach Chamber of Commerce, CVB and its Board of Directors in their mission. Each Council has an elected chair, which serves on the Board of Directors and its Executive Committee. Various other committee chairs and chamber members are appointed by the Chairman of the Board. North Myrtle Beach Chamber Foundation {501 (c) 3} The goal of the North Myrtle Beach Chamber Foundation is to support and advance Building North Myrtle Beach, a public-private sector initiative for economic and community development and serve the North Myrtle Beach Chamber of Commerce, CVB as a vehicle to administer and underwrite civic, cultural, economic and educational programs through fund raising and grant-writing initiatives.

5 The North Myrtle Beach Chamber Foundation s objectives include: o o o o Offer leadership training and professional development education to the business and public communities. Partner with higher education establishments to fund workforce and career development education. Seek financial support from a wider range of community investors, stakeholders and donors. Central to this strategy will be a focus on local and regional foundations with an interest in the Chamber achieving results in the specific areas listed above. Continue growing the income for the BNMB Initiative pledges with new investments. North Myrtle Beach Chamber of Commerce, CVB, BizUnite Political Action Committee / Citizens For a Better North Myrtle Beach {501 (c) 4} The North Myrtle Beach Chamber of Commerce, CVB has a growing history of successful advocacy for the North Myrtle Beach area and the North Strand of Horry County, SC. Beginning with our successful $3.2 M 5-Year Building North Myrtle Beach Initiative dedicated to growing our destination market, diversifying our economy and building upon our growing technology, we have also led in the creation of the Coastal Chamber Coalition, bringing together the seven local chambers serving our two-state, 3-county region; providing leadership and funding to regional economic development; and working closely to unite government entities, area businesses, and other organizations to build a united voice for a progressive vision, for the growth of the North Myrtle Beach area. What is BizUnite? To assist us in advancing this mission, the chamber has established a Political Action Committee, BizUnite, officially known as the North Myrtle Beach Chamber of Commerce, CVB, Political Action Committee (PAC). The purpose of BizUnite is to support candidates and issues who/which contribute to a positive business climate for the North Myrtle Beach business community and further advocate growing our NMB visitor and destination market and/or diversifying our economy. What is Citizens for a Better North Myrtle Beach? Citizens for a Better North Myrtle Beach, a 501 (4) organization, was authorized and established by the chamber s Board of Directors for the purpose of raising funds to meaningfully impact the political conversation in North Myrtle Beach, advocate the public on critical issues important to the chamber and business community, while providing a voice for those who wish to see North Myrtle Beach reach its full potential. The messaging would also strive to bring together a cross-section of business leaders and a large grassroots network to bring about measurable policy changes in North Myrtle Beach, in turn, positively impacting our community s economy and quality of life.

6 PROGRAM COUNCIL GOALS AND OBJECTIVES Executive Office: Administration President & CEO: Marc Jordan Executive Assistant: Trina Scabery To demonstrate professionalism and an awareness to elevate the chamber s reputation in the local community, region, State of South Carolina, and within the local and national network of chambers of commerce, in every capacity of chamber operations. Objectives: 1. Provide 5-star service in all aspects of chamber operations by assisting in the improvement of communications, products, and services for board members and staff. 2. Provide the President/CEO, Chamber Board of Directors, Executive Committee, PAC Board of Directors, and all Program Councils and Committees timely communication on meetings, current events, and any other administrative needs. 3. Enhance board members participation and interest in chamber functions and operations with advancing the capabilities of current electronic communications. 4. Increase board member participation in chamber functions by mobilizing a board member participation program in consultation with the VP of Resource Development and Member Engagement and Director of Member Relations and Special Events. 5. Support all divisions of chamber operations when needed. 6. Provide administrative support and maintenance for the chamber s web site by maintaining content and updating as needed. 7. In consultation with the Vice President of Resource Development and Member Engagement, draft content to be posted on the chamber s Facebook page. Content should be relevant and supportive of NMBCOC, CVB members, programs, products and services. Provide support and maintenance for the Facebook page by viewing content and updating the page as necessary. Executive Office: Information Systems President & CEO: Marc Jordan IT and Database Management: Antonel Neculai To provide members with a comprehensive and effective tool for marketing their businesses; business intelligence based on advanced reporting, detailed statistics, and data mining; and improved web-based communication. Objectives: 1. Streamline membership communication systems based on internet tools and online forms. 2. Build strong online presence and improve business community communication and exposure through adoption and effective usage of social media channels. 3. Adopt cutting edge online platforms to run virtual events over the internet and offer members advanced features and increased exposure. Executive Office: Finance Treasurer: Ed Horton Chief Financial Officer: Ann Arnold To initiate the highest standards of accounting and fiduciary responsibility as stewards of our member s and partner s financial resources.

7 Objectives: 1. Sustain the chamber s favorable annual audits by providing well organized and accurate information to ensure a smooth audit. 2. Continue integrating payment processing and automation through SBA, the chamber s membership database, for all chamber functions with online registration. 3. Continue to develop, review and create plans and analysis to assist and improve cash flow. 4. Set aside a reserve fund within the budget of $25,000 to allow for cash flow purposes. 5. Further develop financial policies and review the creation of a Finance Committee. 6. Continue exploring cost saving and revenue generating opportunities. 7. Provide financial accountability to the Building North Myrtle Beach 2.0 campaign and assure fiscal oversight. 8. Development and full implementation of automated invoicing and processing. Economic Development Council Council Chair: Scott Ellis Staff Support: Marc Jordan, President & CEO / Claire Yoder, Vice President of Resource Development and Member Engagement Diversify the North Myrtle Beach economy by working collaboratively with existing community and economic development organizations. Objectives: 1. Increase collaboration with the MBREDC (Myrtle Beach Regional Economic Development Corporation), to attract best fit light industry and commercial employers. (BNMB2) 2. Produce up-to-date marketing materials suitable for use with target business and industry prospects. (BNMB2) 3. Continue to work with a location consultant to identify sites suitable for development of a light commercial industrial park. (BNMB2) 4. Create and manage an Opportunity Fund to aid relocation or expansion of best fit light industry companies / employers. (BMB2) 5. Travel as necessary to represent North Myrtle Beach on corporate recruiting trade missions. (BNMB2) 6. Expand the North Myrtle Beach Chamber website to include a portal and data useful to corporate site selectors and business relocation inquiries. (BNMB2) 7. Communicate private sector vision related to diversifying jobs and growing the economy to the public sector leadership towards reaching a shared vision. Name a Task Force to conduct focus groups / charrettes among business members to determine priorities for inclusion in the 10-year plan. Consideration should be given to land use planning assuring balance for targeted job growth, residential growth, and consideration for overlay planning in projected growth areas with Horry County. 8. Foster collaborative business opportunities with Atlantic Beach (BNMB2). 9. Initiate inner-city visit, benchmarking similar cities with successful center-city, downtown, Main Streets, entrepreneurial efforts in destination cities. (BNMB2) 10. Sponsor Urban Land Institute (ULI) Study / Review of NMB Main Street Area. (BNMB2) 11. Continue sports tourism planning while serving to support and coordinate on-going group sports scheduled for North Myrtle Beach, accelerating growth of amateur sports tourism in North Myrtle Beach. (BNMB2) 12. Collaborate and partner with the Public Policy Council on issues to foster job growth, infrastructure, and transportation with emphasis on completing SC 31. (Ride3) 13. Continue promotion of the HCSWA partnership and other green-economy efforts with an emphasis toward the sustainability of small businesses and non-profit organizations; focus on the significant impact our decisions make on the environment and the future of our community, state, and country. (BNMB2) 14. Support the efforts of the Grand Strand Airport to serve the community of North Myrtle Beach as well as surrounding municipalities and assist in the efforts of economic development within the community and county. 15. Recruit a major attraction / experience to North Myrtle Beach. (BNMB2) 16. Plan and Initiate the 1 st Ground Hog Day Business Forecast (BNMB2). 17. Determine creation of education component at all levels, to support job creation (BNMB2). 18. Name Independent Small Business Task Force to review feasibility of establishing Council to represent our independent small business members.

8 19. Collaborate with City and County on 10-year Comprehensive Plan in high growth commercial area surrounding SC 31, 22, and 9, in particular surrounding new city sports complex. (BNMB2) Membership Council Council Chair: Jonathan Fussell Staff Support: Claire Yoder, Vice President of Resource Development and Member Engagement; Charlene Lynam, Director of Member Relations and Special Events; Ryan Waters, Director of Membership Sales and Development To maintain the North Myrtle Beach Chamber of Commerce, CVB s reputation as a premier Chamber of Commerce, CVB in the United States. Attract new members and increase existing members involvement in the chamber by providing programs, services and benefits that are valued by members and are essential tools to their success. New Member Objectives: 1. Work to generate new member sales through the engagement of staff, volunteers and board of directors in the amount of $35, Prepare professional membership toolkit. Including but not limited to: membership tier overview, top reasons to join the Chamber overview, membership application, and guest pass for a member to bring a prospective member to a business after hours. 3. Look at ways to enhance the process of orienting members. Create a Member Orientation that will provide prospective, new and existing members the opportunity to learn more about the fundamentals of their membership. 4. Implement a chamber member-mentoring program to encourage new or non-active members to attend an event with another member, Ambassador, or staff member 5. Look for other opportunities to create potential new member leads including but not limited to business license listings, chamber websites, area guides and publications, and advertising campaigns. 6. Engage in a minimum of ten (10) prospective member sales calls a week. 7. Increase new membership sales by using the Community Resource and Relocation and Visitors Guides as recruitment tools. 8. Prepare and implement a new member first year schedule to make sure the membership team is orienting new members in an engaged manner. 9. Build a schedule to contact current members to properly devote the time needed to maximize advertisement and sponsorship sales opportunities for the Chamber s website, publications, special events, and e-blast program. 10. Make the Community Resource and Relocation Guide available online. Allowing it to be easier to receive and help increase number of copies issued; therefore, helping increase advertising sales. Member Retention Objectives: 11. Establish a retention plan to strengthen the renewal rate of current membership. Retention plan will include but not be limited to: ten (10) member visits a month, membership blitz (visiting with members who are 90 days away from receiving a renewal invoice), benefit s being sent quarterly, renewal letters being sent 30, 60 and 90 days for past due payments. 12. Work to maintain current membership sales in the amount of $275, Have engaged Ambassadors program that helps promote, recruit and retain members. 14. Connect with members to encourage them to utilize the benefits they receive with their individual tiers. 15. Benchmark membership engagement in our SBA database. Develop a process to analyze the database benchmarks enabling the membership team to respond appropriately to our membership and deepen relations. 16. Use the SBA database and website capabilities to gather member information and begin to use this business intelligence to better respond and meet individual business needs. Two surveys annually. 17. Focus on bringing business seminars to our members that are timely to issues the members are facing. Member Communication Objectives: Add part time communication manager to the Chamber of Commerce team who will: 18. Assist in developing communications messaging for Chamber, CVB leadership and staff. 19. Develop core messaging to disseminate and incorporate into media and member messaging.

9 20. Identify key opportunities with community programs, services and partners to best position Chamber leadership and involvement. 21. Assist chamber membership team with development and distribution of messages to membership via letters, s, e-blasts, etc. 22. Establish and maintain consistent stream of news and information about the Chamber and its programs and initiatives and distribute to key audiences among multiple distribution channels. 23. Develop and maintain comprehensive key audience list (Local, Regional, Chambers, City, Peers, Associations). 24. Pursue and maintain positive relationships with media members in pursuit of editorial coverage for the Chamber. 25. Develop consistent stream of information about the Chamber via news releases to distribute to media members and follow up to encourage and track coverage. Maintain updated boilerplate(s). 26. Pitch news stories and coverage of events as well as host media on site during Chamber events to coordinate interviews and photo opportunities. 27. Track and report all media mentions for the Chamber. 28. Plan and execute social media content calendar for Facebook and other social media platforms as determined. 29. Gather info and draft Weekly Update and Special Event (s) content for distribution to membership. Develop specialty publications (annual report, other) as determined. 30. Review website content and provide feedback/suggestions in effort to keep content relevant and up to date. Update and revise content as determined. Public Policy Council Council Chair: Stewart Brown Staff Support: Marc Jordan, President & CEO / Claire Yoder, Vice President of Resource Development and Member Engagement To be recognized as the unified voice of business in the legislative process, and play an active advocacy role on the local, state, and national levels, taking action on issues which are pertinent to our members and community and serving as an advocate for a business-friendly environment. Objectives: 1. Expand and strengthen the chamber s legislative webpage and Grass Roots Network to be more active in rallying support for issues affecting business growth and prosperity. (BNMB2) 2. Schedule and host membership events with state legislative delegation and congressional representative for 7 th Congressional District. (BNMB2) 3. The Legislative Committee, with the assistance of retained lobbyists, will research and recommend the Annual Legislative Agenda on important local, state, and federal issues, to the Board of Directors for adoption and dissemination, and work effectively to monitor and advance the positions. (BNMB2) 4. Advocate at the local, state, and federal levels, with the assistance of a professional lobbying firm, to achieve goals that require public sector involvement or funding. (BNMB2) 5. Collaborate and partner with other business and industry groups such as other chambers in the region, Coastal Chamber Coalition, and the Coastal Carolinas Association of Realtors, to work cooperatively on mutual issues. (BNMB2) 6. Create and foster venue for enhanced communication and collaboration among local elected bodies and private sector on issues of mutual interest and concern. (BNMB2) 7. Additional priority issues to be included for review by the Legislative Committee will be transportation and the accommodations tax, as well as other policies and positions identified as critical to the business community to enhance positive growth and improved quality of life. 8. Determine interest and possibility of sponsoring trips to Washington, DC and Columbia, SC to strengthen our legislative relationships. (BNMB2) 9. Support legislation which will: 1. Grow our NMB Visitor and Destination Market 2. Diversify the NMB economy 10. Initiate BizUnite, the chamber s Political Action Committee, to advocate and advance issues important to the economy of North Myrtle Beach, and support candidates for public office who share these views. 11. Carry out strategy to achieve adoption of the 1% Tourism Development Fee for North Myrtle Beach.

10 12. Repeal recurring proviso legislation enabling use of A-Tax revenue for unintended purposes. 13. Initiate Citizens for a Better North Myrtle Beach, a 501 (c) 4 organization for the purpose of advocating to the public on critical issues CONVENTION & VISITORS BUREAU GOALS AND OBJECTIVES The purpose of the Convention & Visitor Bureau (CVB) is to provide programs and services to assist the hospitality industry in attracting and serving visitors to our community. The Convention & Visitors Bureau of the North Myrtle Beach Chamber of Commerce, through the Marketing & Advertising Council, shall carry out the duties and responsibilities assigned to the chamber as the Designated Marketing Organization (DMO) for the City of North Myrtle Beach. These duties include oversight and planning for the most effective and efficient use of the accommodations tax funds provided to the chamber as the DMO, as well as other marketing and advertising initiatives approved by the CVB and Chamber. The Convention & Visitors Bureau adheres to all other policies and procedures adopted by the North Myrtle Beach Chamber of Commerce, and the bylaws governing the chamber. CVB Division: Marketing & Advertising Council Destination North Myrtle Beach CVB Division Chair: Brandon Cox Staff Support: George DuRant, Senior Vice President of Tourism Development The Convention & Visitors Division of the North Myrtle Beach Chamber of Commerce serves as the designated Destination Marketing Organization (DMO) for the City of North Myrtle Beach. The primary goal is to grow our North Myrtle Beach Visitor and Destination Market (BNMB) through assertive advocacy building, pursuit of alternative funding, product development, and the design and implementation of a comprehensive marketing and communications plan. Objectives: Prepare and implement a comprehensive, integrated advocacy and marketing plan. 1. Continue to build equity in a research-based plan, focused on sound and timely real-time data on the travel industry for North Myrtle Beach only., versus the current model based on regional tourism research. This research initiative includes updated occupancy, revenue and economic impact data; as well as providing forecasting tools and trends. Complete year three of an ongoing agreement with nationally known Gray Research Solutions for data collection; to include a comprehensive A) year-over-year lodging scorecard, B) visitor profiles and an area-wide economic impact study. This year, we are expanding the study duration by two (2) months. 2. Refine a metrics system for Key Performance Indicators (KPIs) that effectively measures return-oninvestment (ROI) and marketing efficiency; including, but not limited to total impressions, total inquiries/leads, conversions and the associated benchmarks (cost/impression, cost/lead, cost/click, etc.). In 2018, we are adding A) A brand awareness study to gauge how well the North Myrtle Beach brand is resonating with new guests, and B) perception among loyalists. 3. Continue to build equity in our successful Just Coast campaign and branding initiative, aimed at differentiating North Myrtle Beach from surrounding and competing destinations, while providing a platform for lead generation. 4. Complete the transition of bringing lead generation and database management in-house, from previous contracted source. Clean up and enhance database, while increasing the open and click-through rates by 10% for visitors s through the establishment of a more powerful marketing platform. Restructure and expand our Leads Program packages to create more value for members and increase non-dues revenue stream for COC/CVB. Make it a revenue generator with value-added e-blasts. 5. Elevate North Myrtle Beach s regional funding and marketing profile through an expanded relationship with South Carolina s Department of Parks, Recreation & Tourism (SCPRT). Implement

11 year two of our new Emerging Destinations partnership with SCPRT; while creating an innovative statewide partnership with other South Carolina destination marketing organizations (DMOs) with similar needs and strategies. Host the third annual summit for these DMOs (Hammock Coast, Beaufort, Spartanburg, York County/Rock Hill and Florence) in North Myrtle Beach in Explore alternative funding sources, including leveraging economic impact study results (visitor expenditures outside NMB city limits) to revive pursuit of Horry County Accommodations Tax awards. 7. As it relates to increased funding initiatives, continue to advocate and push for implementation of a one per cent Tourism Development Fee (TDF) under existing state laws, thereby expanding our destination s profile and power via regional marketing efforts. 8. Add corporate partnerships to our portfolio in 2018, forging relationships with affinity brands to enhance our marketing effectiveness and brand value 9. Continue to grow the Strategic Marketing Initiative & Lead Enhancement (S.M.I.L.E.) marketing coop fund via increased partner participation and value-added services and campaigns; while moving closer to mandatory $1 per night participation. 10. Refine our established best-of-breed crisis communications strategy to plan for and react to travel industry influencers such as natural disasters. This effort won the Mercury Award Of Excellence for Crisis Communication last year and it is our goal to continue this level of excellence. 11. Build stronger advocacy for and collaboration on behalf of the travel industry among stakeholders and governmental entities; including, but not limited to the State of South Carolina, our Legislative Delegation, Horry County Council, The City of North Myrtle Beach and our regional Chamber of Commerce and DMO brethren. Foster closer intra-governmental, state governmental, legislative, business and media relationships; as well as public support and awareness of all tourism issues. 12. As it relates to Item #11 above, implement a bundled, value-added membership in the South Carolina Restaurant & Lodging Association (SCRLA) for accommodations and restaurant members of the North Myrtle Beach Chamber of Commerce/CVB to further enhance our travel industry voice statewide and regionally. We completed this agreement in 2017 and look to fold in Chamber/CVB members in Execute a comprehensive marketing program to promote North Myrtle Beach, including the integration of paid channels ( advertising ), earned channels (public relations/ communications) and owned channels (website and social media). This comprehensive marketing campaign will shift its focus more precisely on lead generation and digital marketing; while lessening dependence on printed fulfillment. 14. As it relates to #13 above, redirect media expenditures (paid) to a careful blend of branding (visual, video, story-telling driven media) and measured direct-response channels, rich with digital content and easy-to-buy tools for the prospective visitor. Shift buys from traditional print to more digital/electronic media. 15. As it relates to #13 above, shift communications efforts to more travel PR (earned), while expanding our footprint with regional and national travel media and writers. Execute an aggressive outbound strategy based on planned editorial coverage in key markets; fostered by the creation of a visual travel toolkit, familiarization (FAM) tours and media desksides. Beef up a national travel PR campaign by expanding our pitch radius, fully stocking both traditional and digital press kits with newly created video and photo assets and attending major travel media meet-ups in Atlanta, New York, Birmingham, Charlotte and Charleston. We will build on 2017 s national recognition for our destination with a target of three (3) new national-level coverages. 16. As it relates to #13 above, continue to push the successful boundaries of our Social Media Action Plan built as an intricate part of our overall marketing plan, based on the same target audience, demographics and business objectives. Build on our tripling fan acquisition and industry-leading engagement with a baseline threshold goal of 225,000 Facebook likes by the end of FY 2017/18. Implement more video and paid social media, while creating Social Media campaigns as co-op opportunities for members. 17. As it relates to #13 above, implement new online marketing strategies to include, but not be limited to, user-generated-content platforms such as CrowdRiff; as well as cutting-edge itinerary builders such as Utrip.

12 18. As it relates to #13 above, build an industry-leading video and photo library that enhances the increasingly visual nature of content activation; while enhancing organic search value. 19. As it relates to Item #18, implement an online content development strategy based on rich media, video and blogs to serve as the core component for supporting the marketing, interactive (digital) and social media efforts for the CVB's online presence. Blogs will offer the most up to date and enticing information on North Myrtle Beach as a family beach vacation destination and will offer the fresh content needed for an effective Search Engine Optimization effort. Video and photo assets will be constantly created and maintained on a separate branded YouTube channel. 20. Continue to promote ExploreNorthMyrtleBeach.com as the sole online authority and definitive fulfillment source for North Myrtle Beach, with a focus on the area s unique vacation rental inventory. Build and increase the website s weight in search engines and visitor engagement, enhancing its position as North Myrtle Beach official destination website. Increase the number of website visitors by twenty per cent (20%). Increase web site conversion ratio by 5% by using tracking pixels and leads modal forms available in our new marketing platform. 21. Provide valuable technology advancements and innovations for travel industry partners, including city-wide streaming webcam (in development) and a city-wide custom travel app, resulting in a better visitor experience and advertising opportunities to our members. We completed a RFP for webcam services in 2017, with private sector participation/support the goal in We conducted a soft launch of our travel app in 2017 and will open the app up as a member marketing tool in Commit to a quarterly CVB member communications tool ( Views From The Front Porch ), to facilitate regular communiqués with members and stakeholders on travel/tourism news, tips and trends and CVB activities. 23. Continue to invest in and promote the Sports Tourism and Group Travel market. Our Sports Tourism/Group Travel staff person will develop and build relationships with our members to secure lodging requirements for booked sporting events and other large group events; as well as being a conduit between our tourism community and the City of North Myrtle Beach. We will seek to amplify our focus on building the SMERF (Social, Military, Educational, Reunion, Fraternal) markets, target Carolinas (AENC & SCSAE) statewide, partner with CNC (Coastal Network Cooperative) members for jointly sponsored regional sales and trade show efforts, grow our Group Leads Program by 20% in 2018, grow our Sports Pass Partners by 10% in 2018 and work with our hospitality partners on pre-bundled packages for Group Tour/Travel business 24. Engage in product development by -Support Building North Myrtle Beach 2.0 s strategic, sustainable product development ( Beach Urban Mainstreet study by a contracted planning vendor), -Facilitate a collaborative business incubator, with an alliance between CCU, HGTC, utilities and City Government as a Center of Entrepreneurial Enterprise, with a twopronged emphasis on a Tourism Lab and Technology Hub. -Fit City. Establish a second micro brand for biking, jogging, swimming, kayaking, paddle boarding, surfing enthusiasts, further enhancing NMB s brand as hip & fit. -Introduce a Guest Services training series for the hospitality industry -Creation of a major proprietary shoulder season event with national appeal that not only enhances the North Myrtle Beach brand, but also builds sustainable business in Spring and Fall target seasons. 25. Add the position of Communications/Marketing Coordinator (CMC) will assist the VP of Tourism Development in the management, implementation, mobilization and measurement of all digital marketing; across the paid media, earned media (PR) and owned media (social, web and ) channels and monitor all research and digital assets/content. 26. Create and execute a meaningful recognition and celebration of North Myrtle Beach s 50 th Anniversary of incorporation.

13 CVB Division: Marketing & Advertising Council Sports & Group Tourism CVB Division Chair: Brandon Cox Staff Support: Shafran Fields, Sports and Group Tourism Sales Manager The primary goal of the Sports and Group Tourism Department is to promote the city of North Myrtle Beach as a viable and distinct destination for sports groups, family reunions, and a venue for destination weddings. The Sports and Group Tourism department works in partnership with the city s Parks and Recreation Department to bring world-class sporting events to the city s North Myrtle Beach Sports Complex. Objectives: [Estimated numbers for all teams and participants (ALL NMB FACILITIES) 2016 (traveling 90 miles or more] - Events: 79 - Participating Teams: 2510 (1876 of those are from outside 90 miles) - Total visitors (participants/spectators): 85,210 - Total Room nights: 39,814 - Economic impact: $25,760,736 Continue working closely with the NMB Parks & Rec department to recruit new/unique sporting events Encourage more site visits or FAM trips to increase awareness for our local hospitality partners Grow the Group Leads Program by 10% in fiscal year Continue working with our hospitality partners to track room nights for Sports Tourism EDUCATION, WORKSHOPS & PROGRAMS: Establish a Group & Sports Tourism committee to brainstorm, share best practices & ideas on attracting more group tourism business to NMB Create bundles/packages for groups in an effort to attract more group business in the shoulder season Create one-page spec sheets customized for targeted group business; religious groups, sports groups, retreats/getaways, family reunions Continued education on idss (Internet Destination Sales System) Continue educating the lodging community on positioning themselves to accommodate group travel (Sports, Small Associations, Religious, Weddings, Family Reunions, etc) SPORTS EVENTS: Top Gun Sports Softball Winter World Series Oct 27 29, 2017 Fastpitch Dreams Collegiate Softball Spring Training Feb 25 Mar 31, 2018 Saltwater Highland Games Mar 23 25, 2018 High Tide Ultimate Frisbee Mar 3 30, 2018 DIVAS Half Marathon May 6, SPORTS TRAVEL SHOWS: T.E.A.M.S. Conference Oct 30 Nov 2, 2017 (Orlando, FL) NASC Sports Symposium Apr 23 26, 2018 (Minneapolis, MN) GROUP BOOKINGS: Spann/Truman/Watts/Lowe Family Reunion June 2017 (NEW) 30ppl Association of Scottish Games & Festivals Annual Conference Nov 2017 (NEW) 40ppl Croom Family Reunion Nov 2017 (NEW) 50ppl NC State University OSHA Training July 2018 (NEW) 25ppl Tagtmeyer Wedding July 2018 (NEW) 30ppl GROUP TRAVEL SHOWS: Going on Faith Conference Aug 22 24, 2017 (Berlin, OH) (Religious groups and Independent meeting planners) Small Market Meetings Conference Sept 26 28, 2017 (South Bend, IN) (Small Association, Government and Independent meeting planners)

14 MPI-CC Annual Conference/Tradeshow May 9 11, 2018 (Wilmington, NC) (NC & SC MPI members, association, company, independent and third-party meeting planners) CVB Division: Marketing & Advertising Council Visitor Services / Visitors Center CVB Division Chair: Brandon Cox Staff Support: Ruth Anne Ellis, Visitor Center Director The Visitor s Center for the North Myrtle Beach Chamber of Commerce, CVB will work diligently to promote chamber members, the city of North Myrtle Beach and surrounding areas to be recognized as the Number One vacation destination. Objectives: 1. Continue to welcome visitors annually with 5 days a week service in our expanded visitor services center; (BNMB2), handle all phone calls and respond to all s relating to requests for information on travel, accommodations, activities, local events, relocation and miscellaneous city information. 2. Present and promote North Myrtle Beach as a premier site for corporate relocation and expansion in a firstclass business environment in the chamber s facility. (BNMB2) 3. As it relates to #2, partner with CCAR (Coastal Carolinas Association of Realtors) and the MBREDC (Myrtle Beach Regional Economic Development Corp.) to host a monthly or quarterly event, taking place in the Visitor Center, to meet local area realtors and showcase the chamber as a resource for obtaining current relocation information; goal of event/meeting is to encourage realtors to contact the chamber for information and help to familiarize realtors with chamber resources; meetings would involve a Q&A session, showcase resources available to realtors, and an introduction to membership/marketing opportunities. Meetings would be held in Visitor Center so resources and materials may be easily accessible during sessions. 4. Serve chamber members in a cost-effective and efficient headquarters facility that is functional yet distinctive. (BNMB2) 5. Participate in SC Welcome Center marketing program at the Dillon Center. 6. Increase volunteer-base available to work on behalf of the chamber during area events. 7. Support all sports tourism events in cooperation with the City of North Myrtle Beach. 8. Research need for directional signage on Robert Edge Parkway, as well as Madison Ave., (local access road parallel with Hwy. 17 at rear of building) for easy access to the chamber s new location. 9. Work together with Marketing & Advertising Council to create customized packets for beach weddings, girl s weekend, or bachelorette getaways. 10. Increase familiarization tours for Visitor Center Staff to chamber member businesses. 11. Integrate a streaming Calendar of Events on wall-mount television in the Visitor Center; video could contain streaming member ads, video, etc. (Collaborate with Membership Council) 12. Install an electronic information board displaying scheduled meetings. 13. Work with NMBHS Special Education Department to fulfill their mandatory 360 hours work experience for their Occupational Diploma. 14. Serve the local arts community by offering the use of our facility as a site for hosting art shows for local art guilds; host an inaugural art show to serve the local arts community and officially kick-off program; Facility may be considered by local/county art guild as a resource for providing public awareness of the arts in Horry County (Collaborate with Membership Council). 15. An electronic guest pad will be purchased and installed in the Visitor Center. Visitors will sign the electronic pads and their signature will be electronically transferred to SBA including name, address, number in party, and address (with permission). This process will be more accurate and an efficient use of time for the Information Specialists. 16. Visitor Center staff will be provided ipads to improve their performance and enable access to member information in the chamber database from remote locations.