HomeMy WebLinkAboutCC 2025-10-14_11a Tourism Marketing Report
Item 11.a.
MEMORANDUM
TO: City Council
FROM: Sheridan Bohlken, Director of Recreation Services
SUBJECT: Tourism Marketing Report FY 2024-25
DATE: October 14, 2025
RECOMMENDATION:
1) Receive and file the Tourism Marketing Report FY 2024-25 forwarded by the Arroyo
Grande Tourism Business Improvement District (AGTBID) Advisory Board for FY 2024-
25; and
2) Find that the recommended actions are not subject to the California Environmental
Quality Act (“CEQA”) because these efforts have no potential to result in either a direct,
or reasonably foreseeable indirect, physical change in the environment. (State CEQA
Guidelines, §§ 15060 (c)(2) and (3), 15378).
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The City contracts with Commune Communications to provide marketing services on
behalf of the AGTBID at a cost not to exceed $250,000 for FY 2025-26.
BACKGROUND:
The AGTBID was formed in July 2013 to promote Arroyo Grande as a tourist destination.
The AGTBID is funded by a 2% assessment collected on stays at lodging establishments
within the City. These funds are used for marketing, promotions, sponsorships, and
programs designed to increase overnight visitation and associated Transient Occupancy
Tax (TOT) revenue.
Historically, the AGTBID Marketing Report was presented in the spring of each calendar
year. To better align reporting with the City’s fiscal year and provide more direct
connection to TOT collection data, the Marketing Report has been shifted to cover the
most recent fiscal cycle. This alignment ensures transparency and a direct connection
between marketing activities, results, and the City’s TOT revenue performance.
In accordance with the Arroyo Grande Municipal Code (AGMC), the annual Assessment
Report will continue to be presented each March as required. For clarity on the purpose
Page 320 of 353
Item 11.a.
City Council
Tourism Marketing Report FY 2024-25
October 14, 2025
Page 2
and difference between the Marketing Report and the Assessment Report, the following
distinctions are provided for the Council’s reference:
Marketing Report: A performance-based review of the City’s tourism marketing activities
funded by AGTBID assessments.
Campaigns, initiatives, and sponsorships completed during the prior fiscal year.
Marketing outcomes such as impressions, clicks, visitation data, and media
coverage.
Partnerships and public relations efforts that elevate Arroyo Grande’s visibility.
An evaluation of how these activities support tourism growth.
Assessment Report: A statutory requirement under the AGMC an d the Streets and
Highways Code Section 365331 regarding an annual report.
A description of district boundaries and lodging establishments subject to the 2 %
assessment.
A financial summary of funds collected in the previous fiscal year and planned
expenditures for the upcoming fiscal year.
A recommendation to City Council to levy and collect the annual assessment for
the next fiscal cycle.
Compliance with state and local law, ensuring transparency and authorization of
the Tourism Business Improvement District (TBID) program.
ANALYSIS OF ISSUES:
The Marketing Report FY 2024-25 (Attachment 1) provides a comprehensive review of
Arroyo Grande’s tourism marketing efforts and outcomes. Advancements to note since
the last reporting period include Year Over Year (YOY) growth in Paid Media Performance
metrics with an increased reach from 5.22M to 5.88M, Return On Investment (ROI)
metrics through advertising using Location Visitation Reporting (LVR), as well as
achieving a 39% YOY increase in Instagram followers compared to 23% the previous
year. Other key highlights include:
1. Paid Media Performance:
4.13M+ total digital impressions and 1.75M+ video impressions.
49,794 clicks generated, with an overall click-through rate (CTR) of 1.21%,
exceeding the industry benchmark of 1.12%.
Location Visitation Reporting (LVR) tied ad exposure to 1,478 incremental visits
and 576 unique visitors, with an average cost of $21.10 per visit.
2. Website Engagement and Updates:
VisitArroyoGrande.org recorded 45,655 paid search sessions, 23,566 organic
search sessions, 21,384 organic social sessions, and 8,485 direct sessions.
Organic search showed the highest engagement rate (60.03%), reflecting strong
Search Engine Optimization (SEO) performance and alignment with visitor
interests.
1 https://law.justia.com/codes/california/code-shc/division-18/part-6/chapter-3/section-36533/
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Item 11.a.
City Council
Tourism Marketing Report FY 2024-25
October 14, 2025
Page 3
Website improvements included enhanced user flow to hotel and “Book Now”
pages, boosting soft conversions for lodging properties.
Dedicated content supported community needs, including updates during the
Traffic Way Bridge construction project, as well as seasonal blog posts, holiday
promotions, and emergency messaging.
3. Transient Occupancy Tax (TOT):
TOT collections for FY 2024-25 totaled $1.41 million, a 1.07% increase year-over-
year.
Growth was tempered by a reported 16% decline in Canadian arrivals to California,
as noted by Visit California, which impacted regional visitor demand in Q1.
4. Visitation by Market:
Arroyo Grande continues to attract strong per-capita visitation from “Nurture
Markets” (Fresno, Bakersfield, Monterey/Salinas) and growth opportunities remain
in larger “Feeder Markets” (Los Angeles, San Francisco, Sacramento, San Diego).
5. Visitation by Destination:
Paid media contributed significantly to lodging awareness, generating 291 lodging
visits (126 unique).
The Village remains the top destination with 1,187 visits attributed to media
exposure.
6. Completed Initiatives and Co-Ops:
Partnered with Visit SLO CAL on cooperative programs, including placements in
the county’s visitor magazine, participation in the “Unpacking” social video series,
and contributions to the Turns Well Taken regional campaign.
Conducted a co-op with Sojern to increase the economic impact of digital
advertising activity.
Collaborated with the Central Coast Tourism Council on statewide promotions,
including a Sunset Magazine travel award nomination, PHOENIX Magazine
campaign, and media placements highlighting Arroyo Gran de dining, attractions,
and seasonal itineraries.
Additional visibility was secured through local partner ad placements in Edible
Magazine and South County Chamber of Commerce’s Visitor Guide..
7. Campaign Development:
A new creative campaign, “That’s Arroyo Grande,” was developed and tested to
highlight the City’s unique charm and launched in early FY 2025–26.
Out-of-home (OOH) advertising was introduced for the first time with three
Highway 101 billboards, complementing ongoing digital, social, and video
strategies.
8. Community Sponsorships:
A total of $8,500 in sponsorships supported local events, including $3,500 for
Santa’s Magical Village and $5,000 for Holiday Lights in the Village.
Page 322 of 353
Item 11.a.
City Council
Tourism Marketing Report FY 2024-25
October 14, 2025
Page 4
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the marketing report; or
2. Request modifications or additions to the marketing report; or
3. Provide other direction to staff.
ADVANTAGES:
The Tourism Marketing Report provides the City Council with a clear annual review of
marketing activities for AGTBID and outcomes, aligns the Marketing Report with fiscal
year TOT reporting, and demonstrates measurable returns on investment through LVR
data and TOT trends.
DISADVANTAGES:
No disadvantages to receiving this data has been identified.
ENVIRONMENTAL REVIEW:
The recommended actions are not subject to the California Environmental Quality Act
(“CEQA”) because these efforts have no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§
15060 (c)(2) and (3), 15378).
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
ATTACHMENTS:
1. Tourism Marketing Report FY 2024-25
Page 323 of 353
ARROYO GRANDE, CA
Marketing Report
FY2024 - 2025
ATTACHMENT 1
Page 324 of 353
22024-2025 ANNUAL REPORT ARROYO GRANDE, CA
TABLE OF CONTENTS
Overview and Goals
Communications Strategy
Geography
Completed Initiatives
Results to Date
PR & Partnerships
Sponsorships
03
06
10
12
16
26
28
1
2
3
4
5
6
7
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32024-2025 ANNUAL REPORT ARROYO GRANDE, CA
OVERVIEW & GOALS
1
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42024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Trish Kesselring Board Member 12/2028
Sarah Kunkle Vice Chair 12/2026
OVERVIEW & GOALS
Advisory Board
The AGTBID Advisory Board consists of
individuals with expertise in the lodging
and tourism industry, including owners
of lodging businesses within the AGTBID.
These members are appointed by the City
Council and play a vital role in promoting
Arroyo Grande as a travel destination,
funded by a 2% assessment charged by
lodging partners for this purpose.
Name
Sean Dasmann Chair 12/2026
Chiasa Nakazono-Klapper Board Member 12/2028
Jeannie Miranda Board Member 12/2026
Position Exp. Term
The Arroyo Grande Tourism Business
Improvement District (AGTBID) has a plan
in motion to reach travelers whose interests
and behaviors align with the genuine
experiences found in our area. These
travelers are ready to discover the magic of
Arroyo Grande—a town differentiated by its
charming atmosphere, striking scenery, and
access to some of the Central Coast’s most
sought-after experiences.
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52024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Marketing Objectives
Communications Goal
Arroyo Grande TBID’s plan to increase tourism
involves expanding to new audiences while driving
greater differentiation and distinctiveness:
We need to ignite a spark
that makes people want
to visit our area,
while giving them a clear
reason to choose
Arroyo Grande over all the
other options available.
Attract new visitors from top feeder
markets by inspiring a new audience to
consider SLO and Arroyo Grande as a
vacation destination
Increase Arroyo Grande’s share of
overnight stays among visitors to the
5 cities and SLO County by creating a
distinctive proposition and voice for
Arroyo within the broader region
1
2
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62024-2025 ANNUAL REPORT ARROYO GRANDE, CA
COMMUNICATIONS STRATEGY
2
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72024-2025 ANNUAL REPORT ARROYO GRANDE, CA
COMMUNICATIONS STRATEGY
Positioning Statement:
There’s Just Something in the Air
There are plenty of places to shop, dine,
and play on the Central Coast, but there is
something different about Arroyo Grande.
Whether it’s the charm of the historic
downtown, the cozy neighborhood feel, the
best weather in the region, or the locals’
passion for their community, AG has a
unique, indefinable character that must be
experienced to be truly understood.
Arroyo Grande is SLO for those in the know.
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82024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Communications Architecture
There’s Just
Something in the Air
What’s AG?
Many people in key feeder
markets are unaware or
have low familiarity with
what AG has to offer.
Inspire
Reach travelers where
they go to get inspired,
and establish Arroyo
Grande as a destination
that they aspire to visit.
Moments to Share
Use social media,
programming
opportunities in the city,
influencer marketing,
and broad reach media
to create shareable
snapshots of AG’s unique
charm.
Social Media
Influencer Marketing
Display
OOH
CTV / Video
Why AG?
Those who are aware of
Arroyo Grande, may not
understand what makes
us different from other
destinations in the area.
Convince
Connect with interested
travelers around shared
passions and human sto-
rytelling that gives them
a reason to discover more
about AG.
Storytelling
Use longer form video,
image, and text stories to
communicate the unique
culture and emerging
character of AG, while
connecting with shared
passions of travelers.
Display
Organic Social
Web
How do I do AG?
Those who would like to
visit may not know where
to stay, dine, and play or
be exposed to less well-
known assets of the city.
Capture
Make AG travel
information and
experiences more
engaging and easy to
discover .
For Those in the Know
Capture interested
travelers with targeted
paid media and search,
while curating content for
different types of travelers
in easy-to-navigate digital
experiences.
Search
Display
Social Media
Web
AG has an unique, indefinable character that
must be experienced to be truly understood.
It’s SLO for those in the know.
Page 331 of 353
92024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Media Mix
FY 2024 Media Mix
33.3%
18.2%
12%
11.8%
9.2%
9.1%
1.9%
34.7%
22.2%
16.7%
12.5%
8.3%
5.6%
CTV
Organic Social
Display
Paid Social
Pre-Roll
E-Newsletter
Print
CTV/OTT
Paid Search
Display Banners
Paid Social
Pre-Roll
Interstitials
New!
New!
New!
FY 2025 Media Mix
Beginning in Q2, we shifted our media mix and marketing activities to prioritize paid media
investment targeted to new, potential visitors and de-prioritized marketing activities targeting
known audiences and the local community.
The media mix is now being optimized towards channels that are effective at driving visitation
to Arroyo Grande as tracked by mobile device IDs.
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102024-2025 ANNUAL REPORT ARROYO GRANDE, CA
GEOGRAPHY
3
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112024-2025 ANNUAL REPORT ARROYO GRANDE, CA
GEOGRAPHY
Grow Nurture
Focus on expanding visitation from major growth markets while
continuing to increase share of Nurture markets
High volume markets with lower
per-capita visitation, suggesting
opportunity for growth
Los Angeles
San Francisco
Sacramento
San Diego
Low / Mid volume markets with high
per-capita visitation, suggesting a high
conversion opportunity
Fresno
Monterey / Salinas
Bakersfield
San Francisco
Sacramento
Los Angeles
San Diego
Fresno
Monterey
Bakersfield
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122024-2025 ANNUAL REPORT ARROYO GRANDE, CA
COMPLETED INITIATIVES
4
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132024-2025 ANNUAL REPORT ARROYO GRANDE, CA
COMPLETED INITIATIVES
Completed Proposed Activities From FY2025
During FY24/25, Visit Arroyo completed
proposed activities, including a photo and
video shoot to support the “Time Well Spent”
creative campaign, a Co-Op marketing
test with Sojern to measure the economic
impact of marketing activity, and previously
scheduled blog posts and newsletters. In
addition, Arroyo Grande TBID secured ad
placement in Edible Magazine (Winter Digital
Issue) for illustrated holiday map as well as
an influencer partnership with CCTC California
Gold Pass Media.
In addition to the paid media test with Sojern,
and in partnership with Visit SLOCal, Arroyo
Grande TBID also executed a variety of
marketing programs to help increase visibility
for Arroyo Grande with visitors to the region.
In Q2, Arroyo Grande hosted Lisa Gipson
from San Diego Family Magazine helping
generate coverage with the important family
traveler demographic. Arroyo Grande was also
featured in a recent episode of Visit SLOCals
“Unpacking” social media video series. Arroyo
Grande secured placement with ads in Visit
SLOCal’s visitor magazine, the South County
Chamber of Commerce Visitor’s magazine,
and Sunset magazine, which are distributed
across the region. Lastly, our own Swinging
Bridge and Lopez Lake are featured in a
custom SLOCaledition of the Monopoly board
game, which is for sale online and retailers
across the region.
Arroyo Grande TBID’s owned media work
focused on maintaining an active social
media presence, including event promotions,
holiday celebrations, and emergency response
messaging for the LA fires. Arroyo Grande
TBID collaborated with Visit SLO CAL and Visit
California, covering topics including “What’s
New in 2025”, “New Year’s Eve Celebrations”,
and the “CA Calendar.” Arroyo Grande TBID
participated in Visit SLO CAL Travel & Tourism
Customer Service Training and supported
the CCTC Fam Trip Influencer with Discover
California. $5,000 was approved for local event
sponsorships. We also increased the number of
vacation rentals on the website from 5 to 17.
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142024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Hired new marketing agency
In Q2 of FY2025, Arroyo Grande TBID
engaged Commune Communication as
their new agency of record for marketing
communications. Since the initial kickoff, the
AGTBID has been working with Commune
to develop a refreshed marketing strategy,
including a more distinctive brand positioning
and creative voice, a revised marketing
strategy, as well as a new attribution model
for marketing effectiveness and optimization.
Launched new paid media
strategy and attribution model
The first step of the transition to a
new marketing strategy was the rapid
implementation of a revised media mix and
data attribution strategy. Marketing activities
have been re-prioritized with a heavier
emphasis on paid channels and awareness
building activities that target potential visitors
from Arroyo Grande’s top feeder markets.
Using location-based, mobile ID data, AGTBID
and Commune identified top markets both in
terms of volume and per capita visitation. Paid
efforts launched immediately in November
to begin driving visitation activity from top
feeder markets, as well as beginning to collect
visitation data to inform future marketing
efforts. In an effort to prioritize reach and
paid media exposure to new audiences,
certain activities like blog posts, newsletters,
and organic social media have been de-
prioritized as these channels primarily reach
existing audiences or the local community.
In addition to helping identify key growth
opportunities, mobile device ID data is being
collected to analyze the performance of
paid media efforts at driving incremental
visitation to Arroyo Grande and member
hotels. Included in this is the addition of Days
Inn as part of the lodging options available to
potential travelers. An initial report on location
visitation was provided to the AGTBID board
in February. These findings not only provide
valuable benchmarks for future performance,
they have led to specific optimization
recommendations, including an increased
focus on CTV/OTT, as well as an upcoming test
of OOH billboards on HWY 101.
Developed new
campaign concept
In an effort to further differentiate Arroyo
Grande from other regional destinations,
Commune developed a fresh, distinctive
tourism campaign concept. With the help of
local talent recruited via social channels to
model in the ads themselves, the campaign
captured the unique, authentic charm of
Arroyo Grande—breaking the common
conventions of tourism advertising to make
Arroyo Grande stand out in the region.
Commune tested campaign visuals and
creative copy headlines to uncover the
highest-performing assets, leading to our
winning “That’s Arroyo Grande” campaign,
slated for launch later this year.
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152024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Kept a city informed during
bridge construction
Throughout the much-needed Traffic Way
bridge construction project, we kept residents
and visitors up to date on local business
access with a comprehensive outreach
campaign. Tactics included regular social
media updates, a dedicated blog page, a
recurring section in the Visit Arroyo Grande
newsletter, a special construction update
landing page, and printed flyers distributed
locally.
Created unique outreach
collateral for local lodging
To promote mid-week stays and hotel specials,
we developed a suite of custom collateral—
flyers, coasters, and table tents—featuring
clever copy and an elevated visual style
tailored to each participating property.
Established a new blog
workflow
The Visit Arroyo Grande content library grew
significantly with the launch of a new blog
workflow, publishing two SEO-optimized posts
per month beginning in May and June. Topics
included a historical itinerary of the town, an
overview of Arroyo Grande’s coastal charm, a
guide for plant lovers, and tips for enjoying a
farm-fresh summer.
Increased our social media
posting cadence
We produced 18–20 pieces of organic content
monthly for Instagram and Facebook,
enhancing our presence and driving
engagement across both platforms.
Developed first-ever billboard
campaign
We purchased three billboards along the
101 (one standalone and two side-by-side)
promoting Arroyo Grande visits and making
drivers aware of the charming and exciting
town just down the road. Based on the results
of this maiden billboard effort, we anticipate
adding new outdoor placements to our media
mix in the next fiscal year.
Tested new campaign creative
We launched over half a dozen new digital ad
creatives, testing variations in copy, visuals,
and featured attractions. Through a data-
driven approach, we evaluated performance
based on metrics like click-through rate,
cost per click, and engagement. The top-
performing concept—“That’s Arroyo Grande”—
is set to launch early in the new fiscal year.
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162024-2025 ANNUAL REPORT ARROYO GRANDE, CA
RESULTS TO DATE
5
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172024-2025 ANNUAL REPORT ARROYO GRANDE, CA
RESULTS TO DATE
Along with a shift in paid media strategy,
starting in Q2, we initiated a new attribution
model for paid media, allowing us to track
the incremental impact of paid placements
on visitation to member hotels and short term
vacation rentals. This data uses mobile device
IDs to connect exposure to advertising with
actual visits to specific locations in Arroyo
Grande. This data, along with occupancy and
Transit Occupancy Tax reporting provides
a more complete picture of Arroyo Grande
TBID’s performance, while allowing the
marketing team to make smarter decisions
about audience targeting, marketing mix, and
messaging.
The City of Arroyo Grande experienced an increase in YOY TOT revenue (1.07%).
CTR
Total Video Impressions
Total Digital Impressions
Total Clicks
Business Results
Paid Media
1.21%
1.75 M+
4.134M+
49,794
Transit Occupancy Tax (TOT)
2019-2020
$926,026
2022-2023
$1,519,395
2020-2021
$1,016,301
2023-2024
$1,398,882
2021-2022
$1,472,554
2024-2025
$1,413,790
Page 340 of 353
182024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Location Visitation Reporting (LVR)
complements occupancy and TOT data to
provide insight into the incremental impact of
paid media on visitation to specific locations
within Arroyo Grande. We are able to track
individuals who are exposed to our advertising
using their Mobile Device ID. We have
polygons set for the Arroyo Grande Village
and each of our hotels, and can therefore
determine when those ad exposed individuals
visit one of these locations.
Note on Short-Term Rentals
Short-term rental properties (such as vacation homes and
Airbnb-type listings) are not included in visitation reporting. This
is because:
• Data accuracy: Many short-term rentals double as private
residences or are only available seasonally, making it
difficult to confirm whether a detected visit represents an
actual stay.
• Strategic focus: Since the start of our engagement,
reporting has prioritized insights that directly support
Transient Occupancy Tax (TOT) growth—principally driven
by hotels.
• Data consistency: The number and location of short-term
rentals change frequently, which would require constant
reconfiguration of our reporting systems and reduce the
reliability of year-over-year comparisons.
Paid Search
Organic Search
Organic Social
Direct
45,655
Sessions
23,566
Sessions
21,384
Sessions
8,485
Sessions
22.95%
Engagement
60.03%
Engagement
22.68%
Engagement
30.5%
Engagement
Total Exposed
Visits
Overall Cost Per
Unique Visitor
Total Exposed
Unique Visitors Overall Cost Per
Exposed Visit
Location Visitation Reporting
VisitArroyoGrande.org Results
1,478 $54.17576 $21.10
The primary drivers to VisitArroyoGrande.org
for FY2025 were paid search and cross-network
display ads. Organic search had the highest
engagement rate, indicating strong SEO
performance and alignment with visitor intent.
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192024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Visitation by Location
On a per capita basis, Arroyo Grande continues to attract a higher
percentage of visitors from our “Nurture” markets and from the Bay Area.
The marketing team is exploring opportunities to increase media exposure
in LA and the Bay Area to continue capitalizing on growth opportunities in
those markets.
ALL MARKETS
GROWTH MARKETS
Exposed
Visits
Total: 1,478
Exposed
Unique Visits
Total: 576
Population
Growth Markets
Nurture Markets
All Bay Area
All SoCal Area
988 375 13,175,753
490 201 1,247,217
365 136 1,335,372
623 239 4,639,394
Page 342 of 353
202024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Visitation by Destination
In addition to tracking by feeder market, we are able to track visitation to
specific locations within Arroyo Grande, including all local lodging establishments.
When combined with website behavior data, we can better analyze marketing
impact on driving consideration, purchase intent, and conversion for specific
properties, as well as AG as a whole.
While the majority of initial visits are to the village, paid media has created a significant lift in
visits to our hotel properties, while also bringing in more visitors to the village who may convert to
overnight stays on future trips. Furthermore, user flow optimizations to the website have improved
visitation to hotel pages and book now pages on the visitarroyogrande.org website.
Exposed
Visits
Total: 1,479
Exposed
Unique Visitors
Total: 576
Website
Hotel Page
Soft Conversions
Website
Book Now
Soft Conversions
The Village
Location
Aloha Inn
Best Western Casa Grande
Hampton Inn & Suites
Days Inn (was Pismo)
The Agrarian Hotel
BeachwayInn
ArroyoVillage Inn
1,187
Total across all Hotels: 291 Total across all Hotels: 126 Total across all Hotels: 290 Total across all Hotels: 341
39
450 --
15 64 63
55
17
35 73 83
11 21 21
83
23
25 36 34
10 29 41
51
7
23 50 72
7 17 27
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212024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Exposed Visitation by Month
50
100
150
200
250
300
0
As media exposure accumulates and tourists begin following through on their
travel planning, visits resulting from ad exposure month over month have steadily
increased, helping to drive down our Cost-Per-Visit and improving ROI.
Exposed Visits
Nov 24 Dec 24 Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25
Exposed Visitors Trendline for Exposed Visitors
Trendline for Exposed Visits
Page 344 of 353
222024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Cost Per Visit and Cost Per Visitor
$20
$40
$60
$80
$0
Cost Per Visit
Dec 24 Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25 Jul 25
Cost Per Visitor
Page 345 of 353
232024-2025 ANNUAL REPORT ARROYO GRANDE, CA
TOT vs. LVR IMPRESSIONS
50
100
150
200
0
There is a strong correlation between LVR advertising activity and TOT revenue,
suggesting that consistent advertising pressure in market helps support
occupancy and TOT goals.
Nov 24 Dec 24 Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25
LVR Impressions TOT Revenue
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242024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Exposed Visitation by Tactic
Based on the first few months of activity CTV/OTT has proved to be the most
effective tactic at driving visitation to Arroyo Grande and will continue to provide
the foundation of the plan, while interstitials and display play a complementary
role in driving cost-effective reach and web traffic.
Exposed
Visits
Total: 1,831
Exposed
Unique
Visitors
Total: 199
Total
Impres-
sions
2.94M+
Total
Media
Spend
per Tactic
Total
Exposed
Visits per
1K Im-
pressions
Cost per
Visit per
Tactic
CTV/OTT
Ad Tactic
Pre-RollVideo
StandardDisplay
Billboards4.14-7.31
High ImpactInterstitials
1,083 769 440,263 $16,9252.46 $15.62
3 3 167,270 $2,4270.02 $809.10
91 62 202,078 $2,7060.45 $29.94
582
72
328
37
2,130,319
20,598
$13,642
$9,450
0.27
3.49
$23.43
$23.43
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252024-2025 ANNUAL REPORT ARROYO GRANDE, CA
Performance Against Benchmarks
With the introduction of location visitation reporting (LVR) the Arroyo Grande
TBID team used the first few months of activity to establish performance
benchmarks against key paid media KPIs. Continual optimization has already
demonstrated improvement against most key metrics. While most metrics have
improved, the need to convert more visitors to overnight stays remains an issue
to address in the coming months.
Benchmark Current
% +/-
Benchmark
CTR
Soft Conversion Rate
Metric
Cost per Exposed Unique Visitor
Hotels as % of Total Visits
Cost per Exposed Visit
1.12%
.56%
1.21%
1.27%
+8.04%
+126.79%
$125.78 $54.17 -58.93%
$67.34 $21.10 -68.67%
21%20.33%-10.43%
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PR & PARTNERSHIPS
6
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272024-2025 ANNUAL REPORT ARROYO GRANDE, CA
With so many incredible destinations in California, standing out requires a strong and strategic
presence. This year, we forged new partnerships with three influential tourism organizations,
earning Arroyo Grande increased exposure and access to regional and statewide PR
opportunities that highlight our unique charm.
PR & PARTNERSHIPS
Visit California
We worked with the state’s official tourism
marketing agency to keep Arroyo Grande top
of mind across California. Our content pitches
included:
1. Unforgettable Father’s Day adventures for
outdoor enthusiasts and foodie dads alike
2. An “Around the World” guide to Arroyo
Grande’s global dining scene
3. A “Vacay the Arroyo Grande Way” primer
to inspire 101 road-trippers to stop and
explore
We also participated in a State of Tourism
conference call with Governor Newsom and
council members from across the state,
reinforcing our presence at the statewide level.
Visit SLO CAL
As the nonprofit destination marketing
organization for San Luis Obispo County,
Visit SLO CAL plays a key role in promoting
the beauty and vibrancy of our region. Our
collaboration helped spotlight Arroyo Grande
through efforts such as:
1. A Father’s Day pitch highlighting adventure
and culinary experiences
2. Partnering on the Turns Well Taken
campaign, contributing to pre-production
planning for a 30-second TV commercial
3. Participation in the “Unpacked” content
series, offering an insider’s view of Arroyo
Grande’s appeal
Central Coast Tourism Council
Dedicated to marketing California’s Central
Coast both in-state and nationally, the Central
Coast Tourism Council provided an ideal
platform to amplify Arroyo Grande’s message.
This year, we contributed several engaging
pitches, including:
1. A co-op with Sunset Magazine nominating
Arroyo Grande for a reader-voted travel
award
2. A splashy summer itinerary featuring water
adventures from Lopez Lake to Mustang
Waterpark
3. A “new and noteworthy” roundup featuring
Luca’s Deli and its authentic Sicilian family
dining experience
4. A spotlight on the Central Coast’s premier
summer concert series at Heritage Square
Park
5. A co-op with PHOENIX Magazine aimed at
enticing desert dwellers to enjoy our cooler
climate and laid-back vibe
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SPONSORSHIPS
7
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Visit Arroyo Grande is proud to sponsor residents who use their time and talents to leave a
lasting mark on our community. From visual artists and musicians to community changemakers,
we support those making a name for themselves while calling the Central Coast home. This year,
our budget included sponsorships for residents and experiences making spirits brighter during
the holiday season, including $3,500 for Santa’s Magical Village and $5,000 for Christmas Lights
in the Village.
SPONSORSHIPS
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ARROYO GRANDE, CA
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