With Hawaii’s tourism marketing resources under pressure and international visitor arrivals still below expectations, two of Waikiki’s leading business organizations have combined operations to strengthen the resort district’s voice, marketing reach and competitive position.
The Waikiki Improvement Association on July 1 began managing the Waikiki Business Improvement District, a move that brings several of Waikiki’s key organizations together under one roof. WBID will keep its independent nonprofit status, board and budget, but it now falls under WIA leadership alongside the Waikiki Beach Special Improvement District Association, Waikiki Transportation Management Association and Aloha Festivals.
Waikiki leaders say the change reflects a shifting tourism landscape. The Hawai‘i Tourism Authority now operates with a smaller budget than before the pandemic while carrying broader responsibilities that include destination stewardship statewide. As a result, Waikiki is investing more heavily in its own marketing, branding, advocacy and street-level services.
“The rebrand is not about putting a new logo on an old organization,” said Trevor Abarzua, who succeeds longtime WIA President and CEO Rick Egged, who has retired after more than 27 years of leadership. “It is about creating a front door for Waikiki.”
WIA has hired local branding consultant Wall-to-Wall Studios and plans to roll out a new name, brand and digital platform within six months. The initiative is intended to raise Waikiki’s profile, expand outreach and create a more comprehensive online resource for visitors and residents, with information on dining, events, shopping, transportation and beach conditions.
The management alignment is expected to reduce administrative costs by nearly $170,000 annually while creating a more unified voice on public policy issues and strengthening WBID’s Clean and Safe program.
The program’s Aloha Ambassadors are often the most visible presence on Waikiki’s streets and provide visitor assistance, safety patrols, homeless outreach and litter removal. The program’s budget is projected to grow from about $4.3 million in fiscal year 2025 to nearly $4.7 million by fiscal year 2027.
Despite spanning just 1.5 square miles, Waikiki accounts for 52% of Hawaii’s hotel inventory and approximately 36% of statewide visitor spending, according to data from the state Department of Business, Economic Development & Tourism. A 2025 University of Hawaii study estimated Waikiki generated $8.7 billion in visitor spending in 2024, supported 62,000 jobs and produced nearly $800 million in state and local tax revenue.
Abarzua said Waikiki has been disproportionately affected by the slow recovery of international travel, particularly from Japan. Oahu’s Japanese visitor arrivals remain less than half of 2019 levels, while the neighbor islands have benefited more from growth in domestic travel.
“The statewide (marketing) partners tell Hawaii’s story to the world,” Abarzua said. “Our responsibility is to help Waikiki deliver on that promise every day.”
Elevating Waikiki
Beyond streamlining operations, WIA leaders say the management alignment positions Waikiki to take a more active role in shaping its own identity and visitor experience.
Abarzua said savings will be reinvested “right back onto the streets” to fund district operations, visitor services and public-space improvements.
One immediate example of the expanded organization’s priorities is the planned revitalization of Kuhio Beach Park. Funding from Hilton Grand Vacations’ $1 million community-benefits package will help revitalize the area by replacing unsightly dirt patches and dead coconut mounds with resort-style turf and installing public art pieces. Construction is expected to begin by November once permits are finalized.
“It’s a game changer,” Abarzua said. “Hilton Grand Vacations saw the need and invested in it. We’re a bridge between the business community and government, and we’d like to see more corporate participation to improve Waikiki’s public spaces.”
The restructuring also created new leadership roles. Former WBID Director of Strategic Initiatives John Zerfas has been promoted to chief operating officer, while Kiana Langer will join WIA on Aug. 3 as vice president of engagement.
Abarzua said many statewide tourism campaigns emphasize rural and natural experiences, creating an opportunity for Waikiki to distinguish itself as a vibrant urban resort district and attract visitors who might otherwise choose another island. He said WIA’s goal is to complement marketing efforts from HTA and its largest contractors, the Hawai‘i Visitors and Hawai‘i Visitors and Convention Bureau and Kilohana.
The effort is also aimed at local residents. Abarzua said misconceptions about parking, traffic and activity options keep many Oahu residents from visiting the district.
Policy Priorities
Abarzua said the management alignment also strengthens Waikiki’s advocacy efforts at the state Capitol and Honolulu Hale on issues such as public safety, homelessness, transportation, infrastructure and beach restoration.
The organization intends to advocate for additional tourism marketing resources by working closely with partners such as the HTA, the Hawai‘i Hotel Alliance, the Hawai‘i Lodging & Tourism Association, HVCB and Kilohana.
HTA Interim President and CEO Caroline Anderson said the agency currently operates with a $63 million general-fund appropriation and is seeking dedicated transient accommodations tax funding that could restore its budget closer to the roughly $90 million level it maintained before the pandemic.
Eric Takahata, managing director of Hawaii Tourism Japan, said his organization’s marketing budget remains $5.4 million, down from more than $9 million in 2019.
“We are losing market share to other destinations,” Takahata said.
Industry leaders agree stronger marketing is critical to restoring visitor demand in Waikiki, particularly from Japan. Oahu’s recovery has lagged because of its reliance on international travelers, said Keith Vieira, principal of KV & Associates Hospitality Consulting.
“We have to get back to marketing to create demand,” Vieira said.
Beach restoration remains another key priority. Jerry Gibson, president of the Hawai‘i Hotel Alliance, said industry leaders support renewed funding for both tourism marketing and long-term beach preservation.
Egged, who remains under contract with WIA, is focused on advancing several beach projects, including a planned replenishment effort that would add about 10,000 cubic yards of sand to Kewehewehe Beach between the Royal Hawaiian Groin and Fort DeRussy.
“We’re hoping the Kewehewehe Beach replenishment will start next year,” he said.
Egged is also helping to advance the Waikiki Beach Stabilization Structure Project, aimed at improving resilience to coastal erosion and sea-level rise. The state Legislature this year allocated $7 million for final planning, and to put toward some construction and more comprehensive beach management efforts. However, the project’s total cost is expected to be substantially higher.
“We see developing the final plans as a major financial commitment to Waikiki’s future,” Egged said. “These projects are necessary to maintain Waikiki as a major visitor destination in the future.”
