PE Management Group

A family planning a day at an amusement park, a couple choosing a restaurant and a traveler booking a resort stay are looking for different experiences. Each has different expectations, motivations and reasons to choose one destination over another.

Overseeing marketing across hospitality and entertainment brands means understanding those differences while giving each brand the attention and direction it needs. It requires moving between the big picture and the details: defining what a destination stands for, deciding which opportunities to pursue and making sure the experience we promote reflects what guests will find when they arrive.

My approach starts with a simple question: What makes this place worth choosing?

Give Each Brand a Clear Reason to Visit

When managing multiple brands, there is a natural temptation to repeat what works. A successful campaign, content format, or partnership can become an easy model for the next property.

Shared learnings are valuable, but each brand needs its own point of view. An amusement park might inspire family traditions and spontaneous fun. A beachfront restaurant might offer a setting that makes an ordinary dinner feel like an occasion. A resort might give guests permission to slow down and reconnect.

That distinction should guide everything from photography and messaging to promotions and partnerships. Before deciding how to market an experience, we need to be clear about who it serves and why it matters to them.

For an established destination like Belmont Park, that also means balancing familiarity with discovery. Guests may know the iconic roller coaster, but there are opportunities to help them discover another attraction, plan a return visit, or experience the park in a different season. The challenge is to keep the core experience recognizable while giving people fresh reasons to come back.

Make Creativity Work Toward a Clear Goal

Creativity is one of the most rewarding parts of hospitality marketing. There is always another story to tell, experience to highlight, or collaboration to explore.

The discipline comes in deciding which ideas deserve our attention.

I believe creative work becomes stronger when the business objective is clear. Are we trying to increase visits during a quieter period? Encourage advance ticket purchases? Introduce a new dining experience? Build repeat visitation?

“Each destination has its own identity, but our responsibility remains consistent: help people understand what makes it special, make it easy to choose and work with our teams to deliver an experience worth returning for.”

Those questions help a team make better decisions. They also encourage simpler communication. Sometimes the most useful message is the one that answers a practical concern: What can I do here? What does it cost? What makes it a good choice for my family or friends?

A beautiful campaign needs to make the next step easy.

Stay Close to the Guest Experience

Marketing decisions improve when we stay connected to the people delivering the experience.

Operations teams hear guests’ questions. Restaurant teams understand which menu items generate excitement. Ticketing teams see where purchasing becomes confusing. Those observations can reveal opportunities that a campaign report alone will miss.

I see cross-department collaboration as an essential part of marketing leadership. Before promoting an offer or introducing an activation, we need shared expectations around timing, capacity, staffing and execution.

That connection also makes our storytelling more authentic. Spending time on property, listening to employees and observing how guests use a space helps us recognize the details worth sharing. Often, the strongest content comes from something happening naturally within the business.

Measure What Helps You Make Better Decisions

Managing multiple destinations requires thoughtful prioritization. There will always be more ideas than time or resources to execute them.

Reach and engagement can help us understand whether a message is connecting. Bookings, ticket purchases, attendance and revenue help us assess whether that attention is supporting the business. Looking at those measures together gives us a more useful picture.

I want measurement to guide the next decision: what we should repeat, what needs adjustment and where we should focus our effort. That requires being willing to question a familiar campaign and learn from an idea that did not perform as expected.

Give People Clarity and Room to Lead

The same balance of direction and flexibility applies to building a marketing team.

Creative, social, communications and coordination roles each bring a different perspective. My responsibility as a leader is to connect their work to a shared purpose, establish priorities and give people enough context to make informed decisions.

Empowerment requires clear ownership, constructive feedback and an understanding of what success looks like. When people understand why their work matters, they can contribute beyond the original assignment.

Across a diverse portfolio, that shared understanding is essential. Each destination has its own identity, but our responsibility remains consistent: help people understand what makes it special, make it easy to choose and work with our teams to deliver an experience worth returning for.