Destination Master Plan

1. Stakeholder engagement:

This section incorporates feedback from multiple methods outlined here. JLL would like to thank and recognize the high level of interest from the over 2,300 participants in surveys, focus groups, committees and one-on-one interviews.

• Steering Committee Meetings: Interactive meetings and discussions held monthly for approximately eight consecutive months with the Visit Albuquerque Board of Directors consisting of 20+ members representing diverse areas within the tourism industry, from public to private stakeholders. All recommended priorities have been discussed and are now supported by the Steering Committee. 
• Focus Group Feedback: In a small group environment, 12 in-depth discussions with 100 stakeholders were conducted from 12 different sectors, including attractions and events, restaurants, food and beverage and retail, hotels and lodging, sports tourism, short-term rentals, government leadership, culture and business association leaders, economic development, meetings and conventions, outdoor recreation and tours, arts and culture, and venues. Through these discussions, valuable insights were gathered on specific areas of interest and growth potential. In some cases, multiple follow up sessions occurred to gain in-depth insight on key issues. 
• Individual Interviews Feedback: Over 55 key industry stakeholders interviewed, offering a deeper understanding of perspectives and addressing any specific questions or concerns.
• Tourism Stakeholder Survey: Over 150 participants representing a diverse range of individuals and organizations involved in the tourism sector. The feedback summary highlights perspectives on strengths, weaknesses and growth opportunities.
• Visitor Profile Study: 1,562 responses (331 previously visited Albuquerque and 1,231 had never visited Albuquerque) were sourced from trusted panel providers (999 total responses) and a Visit Albuquerque email list (563 total responses) in a survey conducted by JLL’s partner, Future Partners, from April to May 2024.
• Resident Sentiment Study: Over 520 participants representing Albuquerque’s residents in a survey conducted by JLL’s partner, Future Partners, from April to May 2024.
• Site Visits: JLL team visited 50+ points of interest  throughout Albuquerque across four visits, providing valuable insights and observations.

2. Tourism Readiness Index:

Detailed data analysis process that used nearly 1,000 data points across Albuquerque and 13 comparable destinations to assess the readiness and capacity of the tourism industry in Albuquerque. The typology outcome placed Albuquerque in the “Emerging Performers” category, a destination with growing momentum potential, and opportunities for further strategic development and enhancing the tourism infrastructure. 

3. Demand Driver Scorecard:

Evaluation that identified 40 key destination assets and experiences driving visitor demand in the region.

4. Event Matrix:

Evaluation that identified 22 key events driving visitor demand in the region.

5. Entertainment Venues Landscape:

15 comparable venues with 10,000+ seats and 11 venues with between 5,000-10,000 seats were analyzed.

6. Youth Sports Venue Landscape:

50+ youth sports venues were analyzed within 120 miles of Albuquerque.  

7. Conventions and Meetings Landscape:

12 convention centers from the competitive set defined in collaboration with Visit Albuquerque were analyzed in total exhibit space, ballroom space and convention hotel rooms.

8. Leisure Tourism and Lodging Package Benchmarking:

10 competitive cities were analyzed for leisure tourism, and 10 competitive cities were analyzed for lodging and hotels data.

Steering Committee

The Steering Committee meetings were monthly gatherings composed of Visit Albuquerque’s Board of Directors, representing a diverse range of industry leaders within Culture and Heritage, Economic Development, Lodging, Meetings and Events, Restaurants, Retail and Entertainment, Workforce, and more. Meetings were held monthly for approximately ten consecutive months. The committee consisted of 20+ members, of which a full list can be found in the Appendix.

Tourism Stakeholder Survey

Questions from the survey capture a variety of topics including travel preferences, satisfaction levels with accommodations, transportation, attractions, etc., suggestions for improvement and more. The tourism survey garnered 150 survey responses from across Albuquerque. The survey was conducted to gather diverse perspectives from various sectors across the county.

Focus Groups

Focus groups were conducted to discuss key themes and gather quantitative data. We conducted 12 focus groups with 100 total participants, including attractions and events, restaurants, F&B and retail, hotels and lodging, sports tourism, short-term rentals, government leadership, cultural and business association leaders, economic development, meetings and conventions, outdoor recreation and tours, arts and culture, and venues.

Individual Interviews

Individual meetings were held with stakeholders to collect detailed feedback. The stakeholders included industry leadership and management, supporters, and individuals concerned with tourism's potential challenges and impacts on Albuquerque. The interview process encompassed 60+ individual interviews, including all members of the Steering Committee.

Site Visits

Multiple visits were conducted to Albuquerque to immerse further in the local environment, engage directly with stakeholders, visit tourism sites and attractions, and witness firsthand the dynamics of the tourism industry in Albuquerque. Over 50 points of interest were visited throughout Albuquerque by JLL across four visits. 

Visit Albuquerque Resident Sentiment Study

The Resident Sentiment Study provided a better understanding of the needs, perceptions, and opinions of tourism as well as the community.

The goals of the research included: 

• A deeper understanding of detailed resident profiles
• An evaluation of key metrics (e.g., likelihood to recommend, etc.) for Albuquerque and Visit Albuquerque
• An assessment of resident sentiment towards tourism and Visit Albuquerque 
• The identification of strategies for resident engagement, support, tourism growth, etc.

The key findings and insights from the research included:

Albuquerque residents have a long tenure in the destination.

• Most respondents have been in Albuquerque for more than 20 years (62%). 
• Among those newer to Albuquerque (i.e., residents for two years or less), natural landscape (49%) and cost of living (44%) were the most common reasons for moving to the area.

Only 37% of survey respondents are likely to recommend Albuquerque as a place to visit, and even fewer are likely to recommend it as a place to live (26%).

• Respondents believe that climate/weather (85%), unique culture (76%), and outdoor activities (68%) are the best aspects and attributes regarding the Albuquerque community. At the same time, a much smaller percentage have positive sentiment around safety (12%) or education (12%). It is important to understand the areas in which Visit Albuquerque can have an impact, such as highlighting the positives of the destination not only to visitors but also residents. 

The majority of survey respondents believe that the benefits of tourism outweigh any problems caused by it. 

• Most respondents agree that tourism is important for jobs (74%), restaurants, attractions and events (83%), and that the revenues from tourism are important to funding government services (60%). It is important to continue to promote the benefits of tourism to individual residents and the community.
• However, residents who responded to the survey do not understand that the tax revenue from tourists reduces residents’ tax obligations (44%) or that without tourism Albuquerque could not sustain itself (48%). There is an opportunity to educate residents and help them understand how tourism benefits them directly using detailed examples. Survey respondents do not understand specifically where the revenue from tourism is being used.

Only half of residents who responded to the survey are familiar with Visit Albuquerque (51%), and among that only half (48%) believe they are knowledgeable about the organization.

• Half of respondents (51%) have a neutral opinion of the organization’s efforts to balance driving tourism with the needs of residents, and 46% feel that their voice is heard by Visit Albuquerque. There is an opportunity to leverage existing assets and information to educate residents on the mission of Visit Albuquerque. It is important to provide content to residents in channels that they use, chiefly social media.

Visit Albuquerque Visitor Profile Study

The Visitor Profile Study provided a comprehensive understanding of those who previously visited Albuquerque and those who had never visited the destination.

The goals of the research included: 

• The identification of what motivates visitors to travel to Albuquerque
• An understanding of Albuquerque’s perception among past and potential visitors
• An understanding of the behavior and needs of past and potential visitors
• An assessment of visitor satisfaction and likelihood to revisit and/or recommend Albuquerque
• The identification of specific trip details, such as origin, purpose of visit, mode of transportation and accommodations

The key findings and insights from the research included:

Surveyed travelers plan to take seven trips in the next two years.

• Almost half of survey respondents (48%) are likely to visit Albuquerque in the next two years, representing a great opportunity for the destination. 
• One-fifth of respondents (21%) visited Albuquerque for leisure in the past year. Most who visited Albuquerque did so more than once, with the average being 2.8 overnight trips. Those who have previously visited Albuquerque represent a unique opportunity, as most visitors are very likely to return to the destination.

Albuquerque has the destination attributes and activities that travelers desire.

• Travelers say scenic beauty (80%), nature (68%), unique activities (65%), unique cuisine (64%), and cultural tourism/museums (61%) are important when selecting destinations to visit. Travelers stated that Albuquerque performs well on all these important attributes and activities, which should be promoted and marketed.

On average, travel parties spent $684 per day while in Albuquerque.

• Travel parties averaged 2.8 people, and visitors stayed almost 3.6 days in Albuquerque. There is an opportunity to get visitors to extend their stays in the destination. 
• The most common reason for visiting Albuquerque was vacation (30%), visiting friends/relatives (23%), or attending an event/festival (20%). Over half of visitors stayed in a hotel/motel (53%). 
• Additionally, visitors began planning their trip to Albuquerque around two months before taking it. There is an opportunity to market additional activities, attractions  and dining options prior to visitors’ arrival in Albuquerque.

Visitors were satisfied with their trip to Albuquerque, from the overall experience to the dining options.

• Visitors were most satisfied with the Nob Hill (94%) and Old Town (94%) areas of Albuquerque.
• Visitors are very likely to recommend Albuquerque to friends/family (71%), as well as return to the destination (80%) themselves. Those who have previously visited Albuquerque can serve as great ambassadors to promote Albuquerque and all that the destination has to offer visitors.

The diverse set of perspectives ensured our study comprehensively captured both the benefits and potential drawbacks of tourism. All stakeholder feedback also provided key guidance and direction to become the basis of many recommendations, supported by real-life examples from site visits.

Key Themes from Stakeholder Engagement

The various methods of stakeholder feedback reflected several major themes within Albuquerque:

• There is potential for developing and promoting cultural tourism, particularly around Indigenous experiences and Hispanic heritage.
• Outdoor recreation assets are underutilized and present an opportunity for growth in tourism offerings.
• The events landscape, particularly during shoulder seasons, needs diversification and enhancement to drive year-round visitation.
• There's a need for new and upgraded visitor-facing venues and facilities, including a potential multiuse complex and a headquarter hotel in close proximity to the Convention Center for ease of access to the Center by meeting and convention attendees.
• Leveraging Albuquerque’s unique attributes, such as its culinary scene and Route 66 heritage, can help differentiate the destination and attract more visitors.
• Strengthening partnerships between Visit Albuquerque, City departments and agencies, and industry stakeholders is essential for implementing tourism initiatives.
• Downtown revitalization, including addressing issues of vacant properties and improving overall vibrancy, is crucial for tourism growth.
• Improving the permitting and licensing processes for tourism-related businesses could stimulate growth in the sector.
• There's a need for improved connectivity between neighborhoods and enhanced public transportation options, especially for visitors.
• Workforce development and retention in the hospitality industry is a significant challenge that needs addressing.
• Developing a comprehensive hospitality education program for youth could help address workforce challenges in the long term.
• Safety and security concerns, particularly in Downtown areas, are a priority for both residents and visitors.
• Enhancing Albuquerque’s brand awareness and perception in target markets is crucial for attracting more visitors.
• Increasing advocacy efforts for tourism-related initiatives and funding at both city and state levels is necessary for industry growth.
• Improving data collection and sharing among stakeholders could lead to more informed decision-making in the tourism sector.

The key themes identified above present a brief synopsis of the stakeholder conversations, focus group feedback, survey results and individual interviews. The themes, in conjunction with data and market analysis outcomes, supported the development of the priorities in this plan. The DMP process leveraged extensive stakeholder feedback to validate research and direction for the future of the destination.

RESULTS

The Tourism Readiness Index assessed Albuquerque across 13 comparable cities and 75 data points. The index reveals that Albuquerque performs best in the environmental and urban readiness pillars. Notably, Albuquerque ranks just at the competitive set average in the environmental and urban readiness pillars. Albuquerque falls significantly behind in the business, leisure and scale pillars and slightly behind in the safety and security and concentration pillars.

In-depth analysis of data from reputable global databases such as Centre for Aviation, CoStar, Oxford Economics, Tripadvisor and more shed light on the factors contributing to Albuquerque’s readiness performance. For instance, the analyzed data highlights the positive impact of factors like affordability, low congestion, air quality and renewable energy sources.

Conversely, certain data points contribute to the underperformance in areas such as a small drive market, few leisure activities, a small daytime worker population and limited hotel meeting space. These insights provide opportunities for targeted improvements to enhance Albuquerque's overall tourism readiness and maintain its competitive edge.

Based on the results, Albuquerque is classified as an "Emerging Performer." This typology represents a destination with growing momentum, rising infrastructure and opportunities for strategic development.  The classification highlights the opportunity for Albuquerque to grow its tourism industry by focusing on infrastructure and product enhancements.

As an Emerging Performer, Albuquerque should prioritize growth opportunities by developing leisure attractions and growing tourism infrastructure. By continuously improving the overall experience for visitors through investments in infrastructure, venues, events, attractions and services, Albuquerque can position itself as an established destination. 

Ongoing strategic planning, including market research and targeting new visitor segments, will enable Albuquerque to maximize the utilization of its existing assets while identifying new growth opportunities. 

• Widespread stakeholder engagement played a crucial role in developing the strategic plan, with input gathered through various methods such as interviews, surveys and focus groups.
• Key themes that emerged from the engagement process include the recognition that continuously improving the regional visitor and attendee experience is crucial for the success of Albuquerque. Both the leisure and group segments were identified as playing vital roles in driving economic growth and sustaining a thriving visitor economy. The themes will be further explored in the recommendations section of this plan.
• There is significant potential to increase space utilization at the Albuquerque Convention Center, as the facility's occupancy rate was only approximately 30% during fully operational years (2019 and 2023), which is well below the industry-recognized 'efficient' range of 50-60% and the 'practical' maximum of 70% for exhibit hall occupancy.
• JLL’s Tourism Readiness Index revealed that Albuquerque performs well in two out of eight pillars: environmental and urban readiness, but falls behind in business, leisure and scale pillars. This indicates areas of strength to leverage and specific areas for improvement.
• JLL’s Tourism Readiness Index classified Albuquerque as an "Emerging Performer," which means the city has growing momentum and opportunities for strategic development. To capitalize on this, the city should focus on developing leisure attractions, growing tourism infrastructure and enhancing visitor experiences to position itself as an established destination.
• The Demand Driver Scorecard highlighted the opportunity for growth in assets such as culture, heritage and history, agritourism, craft beverages and wellness. 
• The Demand Driver Scorecard results highlighted the significant inventory of family-friendly assets in Albuquerque, making up 87% of the total assets, and 68% of the total attractions.
• The Event Matrix analysis identified 11 unique events in Albuquerque that are positioned to drive national and regional demand, attracting visitors consistently throughout the year.
• The Event Matrix analysis determined that only 30% of total events are held during the shoulder seasons between November to March.