We started with a simple call-to-action (STAY SUNNY) that reflected the optimistic spirit of the Valley. But we also needed a voice that, like the locals, felt honest and to the point. Conceptually, we thought of it as a secret society that anyone could be a part of (assuming they were kind and respectful).
The Challenge
Sun Valley, Idaho is one of the most breathtaking places in the world—but for decades, it flew under the radar. Then the pandemic hit.
The Insight
Sun Valley didn’t just need more visitors; it needed the right visitors—those who would respect the community, stay longer, return often, and contribute meaningfully to the local economy.
This required a shift from traditional tourism marketing to lifecycle marketing: engaging audiences before, during, and after their visit, aligning resident and visitor needs, and creating a brand voice that could flex between demand generation and destination management.
But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as own-able or relevant as it once was.
Almost overnight, the quiet mountain town became a magnet for travelers, second-home seekers, and remote workers. Tourism surged far faster than infrastructure, local businesses, or municipal systems could keep pace.
The Destination Marketing Organization (DMO) faced a fundamental identity crisis. Their long-standing mission of awareness and demand generation was suddenly at odds with the community’s reality. They needed a new mandate—one focused on balance, sustainability, visitor education, and long-term value, not simply volume.
Client // Visit Sun Valley
Assignment: Brand Strategy · Board Advisory · Go-To-Market Definition · Campaign Production & Staffing · Measurement Strategy & Metrics
Evolving a destination brand to meet the demands of a new era
Each creative piece was informed by what we call a pain point, i.e., specific time or place where tourists were being insufferable. We wrote lines (or messages) encouraging them to stop. But took care not to castigate them. That just felt mean. Humor, we learned, was the most effective way of connecting with others (whether they're locals or not).
Around town our voice shifted depending on where you were and what offense (if any) was being committed. So, for example, as people entered town, we welcomed them with a wave and a smile. Alternatively, when people were being jerks on the bike trail, we gave them the business.
To date, virtually every piece of communication has been delivered through non-traditional media, i.e., chalked sidewalks, construction site plywood, murals, bumper stickers, viewfinders. The medium truly has been the message.
The money saved from not doing a traditional media buy has freed us up to do more local collabs and to execute all production locally. Every execution supports the local community in some way.
The Result
While the work was less about immediate performance metrics and more about long-term sustainability, the results were transformative:
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Sun Valley’s DMO evolved from a traditional tourism bureau into a 360° destination management and marketing organization
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Stakeholders across municipalities, businesses, and the state aligned under a shared mission and shared language
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The new measurement model gave leaders unprecedented clarity into value, cost, and impact
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The organization gained the systems, partners, and strategic guidance necessary to adapt in real time to fluctuating tourism patterns
What We Did
Two Things partnered with the DMO’s Board of Directors, Executive Team, and regional stakeholders to redefine the purpose, structure, and strategy of the organization.
1. Reframed the Mission & Go-To-Market Strategy
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Shifted the DMO from demand-only marketing to a holistic lifecycle model
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Engaged five municipalities, the State of Idaho, Sun Valley Resort, and local businesses to align on a unified strategy
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Built a flexible go-to-market approach capable of toggling between destination management and demand generation based on seasonal and economic needs
2. Created a New Brand Platform
We developed Stay Sunny—a brand voice, mobile applications and activation strategy that worked in two directions:
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Locally: addressing pain points, educating visitors, and supporting community needs
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Externally: driving awareness and demand when appropriate
3. Designed the Operating System Behind the Brand
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Built a new roster of creative and production partners to execute ongoing campaigns
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Developed a CAC/LTV model to quantify the full value of visitors, improve budgeting, and increase transparency with stakeholders
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Established measurement systems and reporting frameworks to continually optimize marketing investment
4. Provided Ongoing Strategic Advisory
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As Sun Valley navigated rapid and ongoing change, we advised the Board and leadership to continually refine tactics, rebalance priorities, and evolve the campaign as real-world conditions shifted