Client: Hilton Head Island, South Carolina

Description:

Between the early 1960s and the mid-1980s, Hilton Head Island had become widely known–and had experienced considerable growth–as a posh vacation spot.

The explosive popularity of golf had played a large part in the Island's boom. Hilton Head's golf heritage dates back to 1961, when Sea Pines Plantation, the first exclusive resort, opened. Ten more followed. The Island was also popular among tennis players, with hundreds of grass and clay courts.

Yet careful planning had retained the Island's natural beauty and character. Roads, lighting and signage were subject to strict regulation. Nature preserves were (and still are) plentiful. Miles of hiking and biking trails paralleled beaches and wound through maritime forests, making Hilton Head one of the few places where you can bike past both dolphins and alligators.

Situation:

By 1985, it was apparent that the Island's status as a four-month vacation destination, with only a small permanent population, would restrict its future economic health. Ongoing prosperity would require a larger tax base to support the infrastructure necessary for a year-round community.

Strategy:

Working towards the goal of increasing year-round residency and property ownership by attracting qualified prospects as visitors, the local Visitor & Convention Bureau agreed to a bold strategy:

“Flip Visitation Patterns”

By purposely flattening visitation during summer and warm “shoulder” months, and by promoting fixed-itinerary tours and other group business in the off-season, the Island began to draw more visitors whose needs and income were suited to the upscale lifestyle and balmy climate of Hilton Head. Capacity utilization was improved making additional development or capital investment unnecessary.

“Be Seen in the Right Circles”

A long-term contract with CBS and the PGA made the mid-April Heritage Golf Classic a national showcase for Hilton Head, as did a similar contract with NBC and the organizers of the Family Circle Cup Tennis Classic, held in March.

Sustained, precisely targeted, national campaigns promoted Hilton Head Island among appropriate consumers and tour group organizers.

“Get Talked About”

A specialized travel-and-tourism PR campaign generated media coverage in key markets.

The Hilton Head Hospitality Association and a new Island resort cooperative supported annual events and helped establish noteworthy service standards and initiatives for hospitality workers.

Results:

• In the first ten years of Anderson's relationship with Hilton Head Island, visitors increased from 300,000 a year to 1.7 million.
• In the second ten years, the number of annual visitors grew to 4 million.
• Tourism's economic impact on the Island now exceeds $5 billion a year.
• Hilton Head Island is now one of the world's most recognized brand names