partnerships that translate this principle into tangible economic results, distinguishing the region’s approach from more superficial cooperative efforts seen elsewhere. “If you look up the word ‘collaboration,’ it has a definition. If you come to Akron, it has action and results,” emphasizes Mervis. “The three entities represented here are proof of that. There’s artwork all over the airport that Ren facilitates, artwork all over the convention center that Nicole has helped facilitate, and all our cultural partners understand the importance of economic vitality in the community.” This practical collaboration manifests in coordinated visitor experiences that benefit all stakeholders.“We all work well together. We don’t just say it, but we actually do, and we all trust one another, which is really important,” continues Mervis. “We all prove with results and only call on one another when we genuinely think something’s going to work, creating trust and culture within our organizations to move things forward.” The integration of arts programming with convention activities exemplifies this approach.“There is no one more welcoming than Gregg Mervis in the county,” notes Mullet. “They do a phenomenal job working with us when we’re bringing in a conference or partners from across the country. Hotel packages are always easily set up. We get great insight from the CVB team on where to carve out room blocks and ensure that, depending on transportation needs, visitors are right where they need to be.” Tourism infrastructure development in recent years has intentionally reinforced these connections. “A new signage package in downtown Akron includes listings of arts and culture assets so people can walk around and see everything that’s happening downtown,” explains Mervis. This systematic approach to destination development has enabled Akron to optimize limited resources, creating a visitor experience that feels more cohesive and comprehensive than might be expected in a midsized market strategy, increasingly recognized in destination management as more effective than siloed promotional efforts. GROWTH PRIORITIES FOR THE REGION As Akron approaches its bicentennial celebration in 2025, key stakeholders are aligning their strategic priorities to strengthen the region’s position in the competitive convention and tourism marketplace, with each organization pursuing complementary initiatives that enhance the destination’s overall appeal. “Growth and innovation are the most important things over the next 24 to 36 months,” states Mervis. “We envision continued facility upgrades, expanded offerings, and deeper community partnerships that will solidify Akron as a key event destination. Downtown synergies are important with everything that’s evolving. Greater collaboration with businesses, entertainment venues, and our event spaces will continue to make us attractive for visitors and residents alike. It’s important that residents enjoy 59 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 JOHN S. KNIGHT CENTER
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