Request For Proposal 

1. Can you provide any information on current target audience demographics?

PERSONA 1: LA MARKET: HB COLLECTION

PERSONA 2: LA MARKET: HUNTINGTON BEACH LOVER

PERSONA 3: LA MARKET: NEVER BEEN TO LA BEFORE (LA VISITOR)

PERSONA 4: HIDDEN GEM CULTURAL TRAVELER

PERSONA 5: LA MARKET: SELECT SERVICE

2. What are the top markets that tourists visit from? Since most visitors are doing daytrips – what is the breakdown of visitors from California vs. Out-of-state?

TOP DMA VISITATION: Phoenix-Prescott, Las Vegas, Salt Lake City, Dallas/Ft. Worth, Denver, Seattle-Tacoma, New York, Chicago, Houston, Portland

3. Are there specific audience segments that VHB sees as a priority?

While VHB’s work is to drive overnight visitation to all its TBID hotel properties, the HB Collection is a large portion of the work (so those customer profiles that align with the HB Collection).

4. We see from your RFP that the primary audience distribution is domestic. Will that continue to be the main audience, or will you be increasing your focus on international travelers in the near future?

Domestic audience will continue to be the focus for this RFP.

5. Do you have any data on your international travel base?

Domestic audience will be the focus for this RFP but, yes, we do.

6. Are there any international markets you target, and if so, do you have specific strategies in place?

Canada and UK are HB’s Tier 1 markets, with travel trade and public relations strategies in place for each market. Exploring secondary markets in the future.

7. You note in your imperatives to “Drive global brand awareness.” What is the geographic scope of this campaign?  Does this campaign speak to visitors, groups, and/or locals?

Drive global brand awareness: “Programs that increase the visibility of Huntington Beach and the Surf City USA^® brand as the quintessential California beachside experience by strategically targeting key media, travel trade, meeting planners, and leisure and business travel markets around the globe to increase overnight visitation, visitor spend, and events/group meetings.” We do engage in a variety of campaigns that speak to leisure domestic travelers, group sales, and “locals” (those living within Orange County, as specific as Huntington Beach residents depending on the campaign).

8. What specific visitor demographics or psychographics is VHB looking to grow, and what behaviors indicate high-value travelers?

High-value traveler behaviors are those who have longer lengths of stay and spend while in destination. VHB is looking to grow the relationship we have established with “core audience” Personas 1-3 (please refer to Question 1 for Persona details) while also fine tuning to attract more of the aforementioned other audiences who align with those behaviors.

9. Are you open to recommendations on target markets? 

While we have had great success with our targeted programs, yes, VHB is always open to recommendations for consideration.

1. Will the selected agency be expected to work within the existing VHB brand guidelines? If so, please provide a link or a copy of your brand book.

Please download the abridged VHB Brand and Writing Style Guide here.

2. Is there an expectation for the agency to develop new brand guidelines, or is the focus primarily on campaign execution within existing guidelines?

Campaign execution would be within existing guidelines. VHB has an extensive style guide document covering its various areas of work but, for the purpose of this RFP, please download this abridged VHB Brand and Writing Style Guide.

1. Will the selected agency have any flexibility in evolving the Surf City USA^® brand positioning, or is the goal to remain within its existing framework?

The goal is to remain consistent within the existing framework which is influenced by VHB’s 2023-2026 Strategic Plan, but this doesn’t prevent evolving the Surf City USA^® brand if it makes strategic sense.

2. Will the awarded agency be given access to your formal strategic plan for the coming years? Specifically, to align with the strategic direction of website development, social media, and public relations. 

Yes.

3. Please clarify the unique values VHB offers visitors mentioned in your “Position” statement under “Strategic Plan”. 

Beach and Beyond Experience: While the iconic Huntington Beach Pier and City Beach are a major draw to the destination, it isn’t all that Huntington Beach has to offer. This concept is creating campaigns, promotions, messaging, etc. that highlight other things to do outside of the Surf City USA^® beach experience.

Beachfront Hotels: Huntington Beach has four ocean-front properties that share amazing Pacific views, but each possesses its own vibe and experience. In lieu of not having a convention center, promoting the properties as the “HB Collection” has been an effective group sales strategy when vying for group business with its unique offering of 1,400 guest rooms and 185,000 sq. ft. of flexible meeting space, luxurious spa and wellness amenities, and a host of beachfront venues and event spaces.

Downtown Experience: Huntington Beach’s four ocean front properties, Huntington Beach Pier, City Beach, bike path are all within a short walkable distance of each other and to the Downtown shops, eateries, creating a unique Downtown Experience.

Accessibility: Accessible travel and empowering people with disabilities go hand in hand. Knowing this, VHB operates with a sincere regard towards accessibility that goes beyond legal obligation or recommended compliance. This accessibility guide ensures alignment and cohesiveness across all our brand touchpoints and shared materials that work to form our brand story, create more opportunities for growth, and provide an inclusive community for all travelers.

4. Has messaging hierarchy and content been developed as part of this strategic plan?

Yes.

5. What characteristics uniquely embody the Surf City USA brand, aside from its brand tone of authenticity, inspirational, friendly, and fun? 

6. How does VHB view the balance between immediate conversion goals and building lasting audience relationships that could reduce reliance on paid media over time?

In brief, striking a balance between immediate conversion goals and building lasting audience relationships is important. Because we are talking about approaches that support short-term and long-term outcomes, respectively, each has its time and place in an overall strategy. VHB recognizes the value of building lasting audience relationships and does have long-term messaging using paid media as one of several platforms to facilitate that. VHB’s more “immediate conversion goals” efforts include things such as OTA (booking), contest-driven, and social media campaigns.

7. Which brand experiences should be prioritized in creative messaging?

Active, Outdoor, Relax, Sun & Surf. 

8. Are there specific brand attributes or key points that are currently under-leveraged?

There is opportunity to expand the “Beach and Beyond Experience” messaging (please refer to Question 3).

9. Can the Client share their latest annual marketing plan (inclusive of goals, measurements for success, etc.)?

This information will be shared later in the selection process. 

10. What is your destination's biggest challenge when it comes to leisure marketing?

Like many destinations, educating consumers on Huntington Beach’s location in CA. Hotel rate can sometimes be a challenge.

11. What is your destination's biggest challenge when it comes to group meetings marketing?

Knowing where Huntington Beach is physically located in CA and what differentiates the destination (from other coastal CA towns). Meeting and event planners hear “beach” and they tend to think they are all the same.

12. How does VHB view the balance between maintaining its historic surf identity and evolving into a modern, year-round tourism destination?

While VHB embraces its 100+ surf culture and history and incorporates this into its brand identity, evolving to a modern year-round tourism destination is one of its initiatives; the goal is to create a steady, year-round pattern of hotel and destination business and less of a pattern with peak highs and lows.

13. Are there any consumer perception challenges or misconceptions about Huntington Beach that need to be addressed in marketing efforts?

Huntington Beach has an active political scene that has at times contributed to some (mostly B2B or industry partner) brand tarnish regarding Huntington Beach being a welcoming destination. While the work to mitigate this is mostly done by our PR team, the message conveying Huntington Beach as a welcoming destination is regularly weaved into our leisure campaigns.

1. What key performance indicators (KPIs) does VHB use to measure the success of its marketing efforts and campaigns?

Depending on the campaign, success metrics include: Website traffic, bookings, brand awareness, social engagement, visitor spend.

2. Are there specific attribution models or tools beyond Datafy that VHB relies on to measure media performance?

Yes. Details will be shared later into the process.

3. How does VHB define success for this engagement beyond traditional KPIs like visitation and overnight stays? Are there qualitative brand perception metrics that are also prioritized?

VHB does employ qualitative tactics to assess brand perception (among other things). The main one being quarterly visitor intercept surveys that occur over the course of the calendar year. This information is used as part of VHB’s resident sentiment survey, and economic impact report.

4. Does the VHB Board have specific metrics or initiatives they tend to care more about than others?

While the VHB Board recognizes the value of how all VHB initiatives collectively and individually contribute to end goals, their attention is keen on how VHB’s (short-term) initiatives align with how they support driving business during the hotel needs periods, and how (long-term) efforts towards creating a year-round business pattern are progressing.

5. Do you currently have access to a live reporting dashboard?

Yes.

6. Outside of Datafy, what are your primary and secondary research sources for the development of initiatives?

It depends on what research we need. We have a live reporting dashboard that has many (not all) of our reporting sources (Google Analytics, hotel performance, social media, economic, group sales, etc.) fed into it. We have contracted firms for traveler sentiment, economic impact, resident sentiment, forecasting, and event impact.

7. What does the current partnership with Datafy look like and if the winning agency had an existing relationship, would there be an opportunity to expand how the resource is utilized? Do you currently leverage the dashboard? MAIDs audiences? Past visitor lists?

Yes, there is an opportunity to expand how the resource is used. Yes, we currently leverage the dashboard. Yes, MAID audiences and past visitor lists (experience with Datafy and others in the past).

8. What are the primary and secondary conversions or KPIs you track on your website?

In brief, for marketing, we review Pageviews, Users, New Users, Average Time on Page, Top 10 Locations. For technical purposes, we review referrals and bounce rate.

9. How does VHB measure the direct economic impact of its campaigns on hotel occupancy, visitor spending, and overall tourism revenue?

There are tools that VHB’s partners use models to calculate things like the direct economic impact of its campaigns, hotel occupancy, visitor spend, and tourism revenue.

10. What specific KPIs will determine the success of the winning agency’s efforts?

Any Marketing and Sales KPIs that help realize or complete initiatives included in VHB’s 2023-2026 Strategic Plan.

1. Can you share a copy of your current media plan and a sample of a typical monthly report?

VHB is happy to answer more detailed questions later in the process.

2. How much of the current work is dedicated to the leisure side? How much is dedicated towards the group sales?

80% Leisure and 20% Group Sales

3. What channels are expected to be included in the media plan? What is the duration of this campaign? 

Past media budgets have included Device ID Retargeting, Premium OTT Video, Mobile Video, Native, Keyword retargeting (Google Network), Programmatic Cross Platform Display, Near (Aziria) tracking pixel, OTA (managed directly by VHB), VCA Fall and Spring Co-op (managed by VHB), and print (managed by VHB). “Soft Season/Needs Period” campaign typically runs between as early as November through as late as June of the following year.

4. Given that 59% of visitors are first-time visitors, would VHB be interested in exploring strategies using owned media to help maintain relationships with past visitors to drive repeat visitation, particularly during soft seasons?

Yes.

5. What owned media assets (email lists, social followers, website traffic) does VHB currently maintain, and what has been the historical approach to nurturing these audiences?

VHB’s owned and maintained media assets: website, social media channels, e-newsletters. The main goal for these channels is to increase traffic, community, and engagement.

6. Does Visit Huntington Beach have preferred media channels or historical media performance data that should inform strategic planning?

VHB does not have preferred media channels but does have historical performance data that has informed strategy where appropriate.

7. It only mentions digital channels in the RFP. Does VHB do any traditional media? If so, what channels? Is assistance needed?

The majority of VHB’s media is digital. VHB does do some print which the DMO manages.

8. Are there specific media channels that have historically performed best for VHB? Any underperforming ones?

Best Performing: Social Media 
Greatest Opportunity: E-Newsletters

9. How much flexibility is there in the media mix? Would VHB be open to testing new platforms or innovative approaches?

Yes, if it is strategic and makes sense, VHB is open to testing new platforms or innovative approaches.

1. Does the $60k production of creative assets include out-of-pocket costs such as photo shoots, video shoots, printing, etc.?

Yes.

2. In addition to the Soft Season campaign, how many other promotional campaigns (spring break, holiday, etc.) do you envision will need to be developed annually?

The Soft Season campaign is the main promotion in which VHB would collaborate heavily with its agency of record. VHB does engage in smaller promotions (examples: Show Your HB Love, Holiday Season, Surf City USA^® Store, etc.), which it typically develops and executes in-house, but may collaborate with its agency of record depending on the situation/objective.

3. Are there any expectations or requirements to use SAG/union talent in custom photo/video content?

No. VHB has mostly used non-union talent. 

4. Is this project's scope an advertising campaign(s) to be launched during ‘Leisure “Soft Season” Periods’ and ‘Group Sales Need Periods’ (with different messaging and visuals catered to each audience)? Please confirm.

Generally, that is correct, but the Group Sales team does incorporate “bleisure” messaging as part of its promotions; so, under that pillar, leisure creative assets could be shared.

5. Are we replacing existing campaigns, or are these net new?

The agency selected will work on a new campaign for the following campaign season (November 2025 – June 2026).

6. Does the new campaign need to utilize “Surf City USA” or other slogans?

Surf City USA^® is a registered trademark of Visit Huntington Beach. This is used as the moniker for the Huntington Beach destination brand and is incorporated into all of the DMO’s campaigns. VHB does use slogans from previous campaigns where and when appropriate, but it is not required to do so.

7. Should we account for a dedicated photoshoot within our scope in addition to video production? Or is there a library of photos available for this campaign work?

VHB has a photo library that is available for campaign work but has also conducted photoshoots specifically to capture content needed for a campaign. VHB has worked directly with photographers, as well as through an agency to manage a photoshoot.

8. Can you provide a specific number (or range) of unique deliverables needed within “multimedia advertising assets, including production of new destination video”?  

Multimedia Advertising Assets: Display banner ads (animated and static), video banner ads, e-newsletter, landing page assets of a variety of sizes

Destination Video: Video showcasing the destination to be used in promotions on multiple platforms (television, social media, digital advertising, digital kiosk display, website. Must have the ability to create all file formats of the destination video to run on these platforms.

9. Does the campaign require variations based on specific audiences (e.g., families, adults, LGBTQIA+, friends, etc.), activities (beach, arts, recreation, dining, shopping, etc.), messaging pillars, or others? 

VHB has done variations of its campaigns that support brand pillars, and niche markets but its typical approach has been to ensure inclusivity in its umbrella campaigns.

10. Do you want the shoot to coincide with a specific event or time of year?

VHB has conducted photoshoots throughout the year, but there are “blackout periods” which avoid the busy event season (late summer early Fall), the “June gloom” cloudy season (late May/early June) and the decorative holiday season. 

11. What are your goals for the campaign(s)? For example, to attract new visitors, more return visitors, more visitors during the “leisure” season, change brand perception, increased website traffic, etc.

VHB’s main campaign goal is to drive overnight visitation to Huntington Beach hotels but throughout the various campaigns VHB has made effort to attract new visitors, return visitors, change brand perception, increase website traffic, and more.

12. Does VHB have cities or discreet neighborhoods that each require representation? 

While Huntington Beach has 5 beaches across 10 miles of uninterrupted coastline, each with its own vibe, the only discreet neighborhood example HB has is Sunset Beach (which was annexed by the City of HB).

13. Have the recent fires or other current events had a direct impact on VHB (such as funding, campaign messages etc.) that we should consider in our response?

Huntington Beach is fortunate to not have been impacted by the fires. Still, the VHB has taken great care to balance the timing and messaging of our promotional material in the aftermath of the devastating fires.

14. What are the current creative challenges VHB faces in its marketing efforts?

For the past few years, VHB has done most of its creative campaign work in-house, but with an increased volume of work, VHB is looking to leverage the additional resources of an innovative agency to help maintain the high quality of work.

1. Which destinations do you consider your primary competitors (beyond those mentioned in the conflicts of interest section)?

None outside of the destinations listed in the “Conflict of Interest” section.

2. What specific challenges have you faced in differentiating Huntington Beach from competitors?

Differentiating Huntington Beach’s specific location relative to other beach destinations (Orange County vs. Los Angeles County; HB vs. Santa Monica; et al).

3. Do you know what the existing perception is of Huntington Beach? Are you hoping to change that perception?  

The average visitor views Huntington Beach as a fun and friendly destination to be enjoyed by all who come to visit, shop, stay, and play. However, Huntington Beach’s political scene has occasionally caused some brand tarnish with media coverage broadcasting a narrative that the destination is not welcoming.

4. What are key differentiators to highlight compared to competitors?

10-miles of uninterrupted coastline (with 5 distinct beaches); 100+ Years of Surf Culture; Central Park; Accessible; Dog-Friendly.

5. Are there one or two competitors whose brand or marketing approach you admire and strive to emulate in your own work?

Non-Competitor: Explore Asheville

1. What is the motivation for issuing this RFP?

Visit Huntington Beach (VHB) has wonderful relationships with its current partners, but it has been over 7 years since VHB has issued an RFP for an agency of record. As VHB emerged from the disruption of the pandemic, a focus of work was to examine all its resources as it rebuilt its strategic plan towards a path forward. VHB’s intent is to explore fresh perspectives, new capabilities, learn more about the current resources available in the market.

2. While Noble Studios and The Atkins Group are the current agencies and will participate in the RFP process, are they in good standing with the Client?

Yes, they are.

3. How has the incumbent agency performed for you over the last 24 months?

Well.

4. What aspects of the incumbent agency’s work have been most or least successful?

Most successful: Media buy assembly, execution, performance, and reporting.

5. What are the biggest challenges with the incumbent agency, and what improvements would you like to see?

We will not address these questions at this time.

6. How long have you been working with the incumbent agency/agencies?

VHB has been working with The Atkins Group for more than 7 years. VHB has been working with Noble Studios for almost 4 years.

7. Are there any specific attributes or capabilities that would distinguish a top contender in this RFP process?

Strong creative concepts that make it difficult to choose one over another!

8. Are you able to share the names of the competitor agencies you are obtaining bids from?

We anticipate 15-20 agencies will respond to the RFP. This process is not a closed process—we are obligated to allow any firm to respond to the RFP. Names of interested firms will not be shared.

9. Do you have any requirements or preferences regarding the production company and media agency we bring in? For example, do you have any existing partners or a preferred list of partners you’d like to work with?\

VHB does have a bench of partners they work with on a regular basis. Specific to production company/media agency, there is one partner that would fall in this category, but it isn’t required to only work with them.

10. Who are the key stakeholders on your end who will be part of the final reviews?

Members of VHB’s Leadership team will be among those doing final reviews. Anyone else beyond that is still TBD.

11. The RFP notes two sections to the RFP.  Can one agency submit for both?  As in creative and then again with a subcontractor to cover both agency and media?

Yes, as long as the identity of the subcontractor is made clear.

12. What will be the most important deciding factor in choosing an agency partner?

Creativity. Communication. Cost.

13. Is the Client prepared and ready to find an alternative agency partner(s)?

Yes.

14. Will the selected agency be involved in the development (during the onboarding phase) of the next annual plan?

Yes, the selected agency will be involved in the next annual plan. What that specifically looks like will be determined post-agency selection.

15. How much weight will you be putting on tourism experience within the firm when making a final decision versus the firm’s staff experience in the category?

One of the wonderful things about marketing and communications is its universal application and impact across most industries. VHB is looking for mastery in those core skill sets but Travel and Tourism experience will be viewed as a competitive advantage.

1. Have past campaigns for the soft season been successful? What were the key learnings from them?

   Yes, past soft season campaigns have been successful. Key learnings: During the pandemic lockdown era, in addition to legacy (repeat visitor) target markets, Huntington Beach gained a new audience segment of visitors who had never been to the destination but discovered Surf City USA. Since then, VHB has invested in marketing targeting that segment, and a large percentage of them have returned to the destination in the “post-pandemic” era.

2. Are there specific challenges or missed opportunities with past campaigns that you can share?

   This is something that can be discussed further into the process.

3. Does VHB have data on what marketing strategies have been most effective at increasing overnight stays?

   Implementing targeted messaging to VHB’s segmented markets based on profile attributes has worked well. Rerouting resources over the course of the campaign towards the best performing messaging, creative, and advertising channels. Mastering the timing of VHB’s campaign by leveraging insight gained from booking window patterns, the “tied to booking” OTA component of the media buy, geo-location data, and STR historical data. VHB will also be implementing a campaign to drive overnight stays during non-peak dates.

4. Are there other media campaigns/opportunities/budget beyond the soft season budget mentioned?

   Yes. In addition to the flagship soft season campaign, VHB does engage in more localized marketing campaigns.

5. Will the selected creative agency have access to past campaign performance data to inform new strategic recommendations?

   Yes.

6. Would you share any areas of success that you are proud of as well as any areas you would like to see better performance or more focus? 

   VHB is pleased with the way it has shifted more into an insight-driven approach to inform its marketing strategy. A direction BVHB will continue as it gains more access to data and builds historical insights.

1. Can you provide more detail on how the selected agency will collaborate with VHB’s internal team and existing digital/social/PR partners?

The selected agency will collaborate (mostly) with VHB’s internal Marketing team (which consist of Marketing, Digital/Social, Public Relations, Travel Trade, and Visitor & Partner Services). However, depending on the project, the selected agency could also work with other VHB departments (ex: Group Sales, Executive Team) or its external partners. 

VHB plans an immersion meeting with key members of its selected agency. VHB will continue to have regular progress report/touch-base meetings with its current core partners and once a year does an annual “all-hands” Zoom meeting where all our marketing partners gather to provide a mid-year performance update.

2. Our agency is 100% remote, but with 80% of our staff located in Orange County, in-person meetings with clients are expected and commonplace. Is there a particular expectation of the chosen agency partner with regard to remote working? 

VHB does work with partners whose staff is 100% remote. The expectation with remote workers is that those assigned to VHB’s account:

• Live in Orange County and can be in Huntington Beach in person upon request when the situation needs.
• Who do NOT live in Orange County or California have the ability to travel to Huntington Beach at selected agency’s cost) upon request with advance notice when the situation needs.

3. The RFP notes the work of the new agency should align with the strategic direction of social media and public relations. Has the direction been set for the upcoming year, or will this be a collaborative effort? If it is set, can you share a summary of the direction?

For clarity, the selected agency should align with the initiatives of VHB’s 2023-2026 Strategic Plan. All areas of VHB’s work are inspired by the goals and initiatives set in the strategic plan. Regarding social media and public relations, those are managed in-house, but VHB will collaborate with the selected agency when appropriate.

4. Will the agency have direct access to key VHB stakeholders, or will all communication flow through a designated point of contact?

Generally, the latter, but depending on the project, the selected agency could possibly engage with key stakeholders (ex: present to the VHB Board).

5. How does VHB typically collaborate with agency partners on creative development?

VHB is open to different collaboration styles. VHB has collaborated with agency partners in various ways. VHB has provided a project brief to the agency to brainstorm, develop, and present concepts to VHB for consideration. VHB has also brainstormed ideas and later shared them with the agency for further development. 

1. Can you confirm the budget is as follows?

• Agency retainer = $260K ($200 in creative and $60K in ad production for media spend)

• Media buying = $600K (Typically $510K in spend and $90K in management)

This is correct.

2. We assume your expressed creative agency budget of $200,000 does NOT need to include production-related OOP expenses such as travel, accommodations, etc., as these are difficult to estimate currently, correct?

This is correct.

3. Is the budget for the ‘new destination video included in the $60k advertising production budget? Is the ‘New Destination Video’ a separate video asset from the advertising campaign?  

The destination video is a separate video asset whether it is used to anchor or be a part an advertising campaign, or not. The budget for this video asset is separate from the advertising campaign.

4. Of your annual sales & marketing budget, what percentage is allocated to global marketing vs within the US?

Our annual marketing budget is allocated to marketing within the US and (Vancouver/Calgary) Canada markets.

5. How much does VHB typically spend annually on external creative production expenses for new campaigns and/or video/photo shoots?

It depends on the project. Budgets have ranged from $2,000 to $70,000.

1. When was the last visitor survey/research study done and can you share the findings?

The last Visitor Survey Study VHB conducted was in 2022 and they are done every three years. That said, VHB just begun its 2025 Visitor Survey Research for the calendar year (2025). The 2022 (and eventually 2025) research can be shared later with the selected agency.

2. Has any creative testing been conducted for the current Surf City positioning? Awareness/recall testing?

VHB had conducted awareness or recall testing for the Surf City USA brand several years ago. It not done so for any of its recent campaigns. The extent of testing conducted have been A/B tests on creative & positioning/messgaing during campaigns to optimize for response. 

VHB is open to conducting awareness/recall testing for the Surf City USA brand and/or one of its major campaign as it aligns with its strategic plan and/or marketing goals/initiatives.

3. Has persona work or segmentation ever been conducted?

Yes, most recently updated in 2025. Please see the answer to Question 1 in the Target Audience/Audience Demographics section.

1. We assume Search Engine Optimization services aren’t included in this specific contract. Is that correct?

This is correct.

2. Will the published media budget also need to include SEM? And does that currently run seasonally or annually? 

The published media budget should also include SEM, which runs seasonally during the media buy flight period. The current agency and VHB’s digital agency who manages VHB’s always-on SEO/SEM do confer with each other to ensure SEM efforts are complimentary/additive and do not cannibalize the other’s work.

3. Group Sales is listed as a key area of need. Do you intend for the agency to support media planning/buying and creative development for Groups Sales and is the current budget inclusive of that effort?

In the past, the agency has supported media planning/buying and creative development for Group Sales marketing but that was paused brought in-house. Now, VHB is looking to resume that marketing support for Group Sales which has its own media buy, production, and creative budget.

4. Film industry has prominence on the website, (B2B) How much does it overlap for the work requested here?

The selected agency would not be doing any work pertaining to VHB’s effort to secure filming in the destination.

5. Website is listed separately from this RFP. Does that include the blogs and similar (non-campaign) content created for the site?

Yes, blogs and similar (non-campaign) content created for the site would be included under "website."

1. Is it permissible for agencies to include an appendix beyond the 35-page proposal limit?

Yes, as long as the information is in direct response/correlation to the scope of work identified in VHB’s RFP. Including additional information that is tangential to the scope identified in the RFP (ex: upselling or promoting additional products and services) is not recommended.

2. If we mail a copy of the RFP, is only 1 copy needed, or multiple?

Should an agency elect to mail a physical copy in addition to sending an e-mail (VHB’s preference), one or two copies will suffice. Thank you!

3. Our proposal will include QR codes that can be scanned simply by smartphone, for samples or similar engagements. Will this be acceptable?

Yes, this is acceptable.

1. For the media finalists' assignment, would you like a media plan to be included as part of the strategic approach?

Yes, building a sample media plan should be included.

2. How did you come up with “The Golden Era of Play” brand campaign idea? Is this only a part of the RFP exercise to allow agencies to show creativity; is VHB open to an alternate brand campaign idea once selected? Or, will the selected agency be expected to execute The Golden Era of Play campaign?

The “Golden Era of Play” concept speaks to Huntington Beach’s 100+ years of surf history and culture and how the destination’s humble beginnings as a surf town has grown into a “golden era of play.” That includes everything from hosting over 50 surfing competitions, expanding into other sports and active outdoor, family-friendly things to do, to possibly being the official location for one of the most-watched sporting events in the world. The slogan also coincides well with Visit CA’s “The Ultimate Playground” campaign which highlights the Golden State’s wide variety of activities, experiences, and offerings for leisure travelers.

The RFP exercise, which will include a creative brief and creative samples, will be assigned to the agency finalists to present to VHB. The exercise allows the agency to show its creativity and strategic thinking. VHB is open to other brand campaign ideas by the selected agency…after making it really hard for VHB to move away from a brilliant “Golden Era of Play” deck. ;o)

1. Are there any emerging trends in tourism marketing that VHB is particularly interested in exploring?

Artificial Intelligence applications.

2. Do you participate in co-op marketing programs, and if so, is there interest in expanding participation in those?

VHB currently participates in the Visit CA Co-op and Expedia Orange County quarterly co-op. Managed in house by VHB, there is no interest in expanding participation of those, however VHB is always open to considering agency recommendations for co-ops.

3. What role do local businesses, attractions, and hotels play in your marketing strategy?

Local businesses, attractions and hotels are integrated into our various marketing campaigns; but because VHB is funded by Hotel Tourism Business Improvement Development (HTBID) funds, its main responsibility is to drive (overnight) business (to its TBID hotel properties. VHB does confer regularly with hotel General Managers and Directors of Sales & Marketing, to gain business intelligence that informs some of VHB’s marketing strategy. VHB also does share its annual marketing plan with them to allow for any feedback they may have.

4. Are there specific areas in the RFP where VHB is looking for innovation, outside-the-box thinking, or alternative approaches?

VHB is looking for innovation, outside-the-box thinking, and alternative approaches in the selected agency, with no specific area in the RFP carrying more attention. However, one area where these attributes could be applied is in continually finding ways to “strongly” tie/correlate campaign elements to hotel referral traffic, hotel bookings, and economic impact.

5. On the website, it looks like the TID is comprised of inns and hotels. Has there been consideration to open up to Airbnb or other forms of lodging? Or just a focus on hotels and inns?

Short-Term Vacation Rentals (STVRs) that are registered to operate legally in Huntington Beach do pay into the TBID. The selected agency would not be doing work promoting STVRs.

7. What role does influencer marketing play in the overall strategy? Are there existing partnerships that should be continued/re-evaluated?

VHB manages influencer marketing and partnerships internally, however it is open to agency recommended influencers to consider.

8. Any sensitivities in messaging? Is there the ability to promote regional events as a way to entice visitors to come to the area but stay in Huntington Beach?

Yes, VHB does promote regional events as a tactic to entice visitors to visit and stay overnight in Huntington Beach. There are some sensitivities in messaging that will be shared later in the process.