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Lays out prioritized initiatives across advertising, digital marketing, tourism segments, LGBTQ+ marketing, communications, PR and social media, travel industry sales, partnerships, creative services, sports and entertainment, research, and meetings & convention services.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/gmcvb-marketing-plan-2023/356083/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/gmcvb-marketing-plan-2023/356083.png","ImageObject",442,249,{"name":88,"@type":89},"McQueen","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-28","2026-09-23",true,{"@type":98,"interactionType":99,"userInteractionCount":25},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What are the vision and mission goals of the marketing plan?","Question",{"text":108,"@type":109},"The vision focuses on delivering culturally rich, diverse, innovative destination experiences. The mission emphasizes generating travel demand to Greater Miami & Miami Beach to maximize community economic impact and improve residents’ quality of life.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"What performance metrics does the plan reference to support recovery?",{"text":113,"@type":109},"It highlights growth in hotel demand (rooms sold), increased average daily rate (ADR), higher convention and tourist development tax collections, and year-over-year increases in visitation and collections.",{"name":115,"@type":106,"acceptedAnswer":116},"What major marketing priority guides the bureau’s strategy?",{"text":117,"@type":109},"A central priority is “Story Telling,” meaning designing content strategies that bring destination and partner stories to life for visitors, meeting planners, and member partners.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},356083,1791480425,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":25,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":135,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":141},5909890329169,"https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc","SALES & MARKETING PLAN  \n2022/2023  \nTHE OFFICIAL DESTINATION SALES & MARKETING ORGANIZATION FOR GREATER MIAMI & MIAMI BEACH  \nMARKETING PLAN 2022/2023  \nTABLE OF CONTENTS  \n2 Vision & Mission Statements  \n4 Message from the President  \n6 The GMCVB's Marketing Overview  \n8 Advertising  \n12 Digital Marketing  \n14 Arts & Culture Tourism  \n18 LGBTQ+ Marketing  \n22 Marketing Communications, PR & Social Media  \n28 Travel Industry Sales  \n34 Business Development & Partnership  \n40 Content & Creative Services  \n46 Sports & Entertainment Tourism  \n50 Research & Strategic Planning  \n54 Meetings & Convention Sales & Services  \n62 Multicultural Tourism & Development  \n68 GMCVB 2022/2023 Program of Work at a Glance  \n84 GMCVB Marketing & Promotional Opportunities  \nMARKETING PLAN 2022/2023 | 1  \nVISION  \nA global leisure and business destination that delivers culturally rich, diverse and innovative experiences inspiring boundless passion in visitors and residents alike.  \nMISSION  \nGenerate travel demand to Greater Miami & Miami Beach to maximize economic impact on the community, ensure industry resiliency and elevate residents’quality of life.  \n2| Greater Miami Convention & Visitors Bureau  \nMARKETING PLAN 2022/2023 | 3  \nMESSAGE FROM THE PRESIDENT  \nINTRODUCTION  \nIt is once again my extreme honor and privilege to present the Fiscal Year 2022/2023 Sales & Marketing Plan and Program of Work. It is not lost on me that I begin this second year having recently celebrated my one-year anniversary back with an organization and team that make me so proud. I am incredibly excited to enter the year  \nwith a veteran group of experienced and committed professionals, supplemented by the addition of several key leadership positions.  \nThe preparation and submission of the budget and plan marks another year of transition in the “post-pandemic”phases of rebounding, repositioning and, in many cases, seizing upon and maintaining the momentum our destination and our community has experienced. This proposed budget has been vetted by both our Finance Committee and our Executive Committee. I would like to take this opportunity to especially acknowledge and thank Bruce Orosz, Chairman of the Board, and Elizabeth Hicks, Chair of the Finance Committee, for their dedication of time, commitment and wise counsel throughout the process.  \nThe overall proposed net revenue ($41 .2 M) for the upcoming Fiscal Year aligns closely with, albeit slightly lower than, the projected revenue ($41 .9 M) of the current Fiscal Year. This will allow us to maintain similar levels of investment and resource deployment. It was made possible by a mid-year adjustment and expansion of investments due to much higher collections of actual revenues than what was originally budgeted to begin our Fiscal Year. This positive variance is a direct result of record levels of visitors and even higher record levels of collections generated by the strongest and highest Average Daily Rate (ADR) in the nation.  \nOne of our greatest challenges and opportunities in the year to come is, in fact, investing to support and maintain this significantly higher level of a perceived and promoted value proposition and visitor experience.  \nVISITOR DEMAND (ROOMS SOLD) AND HOTEL REVENUE  \nGreater Miami & Miami Beach’s recovery is well documented and celebrated. For the first 11 months (October-August) of Fiscal Year 2021/2022, Greater Miami & Miami Beach’s Hotel Demand (rooms sold) increased by 24% and the Average Daily Rate (ADR) our hoteliers were able to command increased by 26. 2% . In Fiscal Year 2021/2022, the Convention Development Tax (CDT) was up 57. 7% and the Tourist Development Tax (TDT) was up 62. 2% . The 2% Hotel Food & Beverage Tax was up 87. 5% from October through August year-over-year. Overall Visitation for the first nine months (October-June) increased 47. 5% over the same period from one year ago for a total of 20.8 million visitors.  \nPerhaps one of the best barometers is to compare ADR figu","cbCaihB33rnEVq8F","https://ap.wps.com/l/cbCaihB33rnEVq8F","pdf",13341252,95,"English","# Table of Contents\n## Vision & Mission Statements\n## Message from the President\n## The GMCVB's Marketing Overview\n## Advertising\n## Digital Marketing\n## Arts & Culture Tourism\n## LGBTQ+ Marketing\n## Marketing Communications, PR & Social Media\n## Travel Industry Sales\n## Business Development & Partnership\n## Content & Creative Services\n## Sports & Entertainment Tourism\n## Research & Strategic Planning\n## Meetings & Convention Sales & Services\n## Multicultural Tourism & Development\n## GMCVB 2022/2023 Program of Work at a Glance\n## GMCVB Marketing & Promotional Opportunities","[{\"question\":\"What are the vision and mission goals of the marketing plan?\",\"answer\":\"The vision focuses on delivering culturally rich, diverse, innovative destination experiences. The mission emphasizes generating travel demand to Greater Miami \\u0026 Miami Beach to maximize community economic impact and improve residents’ quality of life.\"},{\"question\":\"What performance metrics does the plan reference to support recovery?\",\"answer\":\"It highlights growth in hotel demand (rooms sold), increased average daily rate (ADR), higher convention and tourist development tax collections, and year-over-year increases in visitation and collections.\"},{\"question\":\"What major marketing priority guides the bureau’s strategy?\",\"answer\":\"A central priority is “Story Telling,” meaning designing content strategies that bring destination and partner stories to life for visitors, meeting planners, and member partners.\"}]","GMCVB Marketing Plan 2023 | PDF",1790123343,33]