Jackson Hole Travel and Tourism Board

What Jackson Hole Travel and Tourism Board does

The Jackson Hole Travel and Tourism Board (JHTTB) is a quasi-governmental Joint Powers Board established in 2011 under Wyoming State Statute, operating as Visit Jackson Hole. Its primary function is to allocate Teton County's portion of the state's 5% lodging tax toward destination marketing, visitor education, community events, and stewardship programs. Of the 5% state lodging tax, 3% is remitted to the Wyoming Office of Tourism and 2% remains in Teton County, with JHTTB managing 60% of that local portion and the Town of Jackson/Teton County managing the remaining 40%. In FY25, JHTTB managed $11.4M in total lodging tax collections and strategically deployed $8.08M into destination marketing, development, and visitor management.

JHTTB's core product surface comprises VisitJacksonHole.com (the consumer-facing destination website with 848K annual views and business listings imported from Google), the Industry Portal at industry.visitjacksonhole.com (data, funding programs, industry assets for hospitality partners), and the FY25-launched Tourism Dashboard tracking economic, environmental, and social indicators. The organization runs multi-channel marketing campaigns (Mountain of Youth, Stay Wild, Tag Responsibly, Wildlife & Selfie Control) through creative agency MMGY Origin Outside ($1.9M budget) and PR agency Campstories ($50K), plus trade show participation at IMEX, IPW, Travel Week UK & Europe, and Australia Snow Travel Exposition. A Sustainable Destination Management Plan (SDMP) adopted in January 2023 and a Destination Stewardship Council with 14+ stakeholders provide the strategic framework.

The business model is lodging-tax funded rather than commercial: JHTTB has no product pricing, no paying customers, and no investment capital. Funding flows from visitor-paid lodging taxes, which FY25 generated $11.4M in Teton County, supporting $1.874B in travel-generated spending and 8,690 travel-supported jobs. JHTTB redeploys these funds through three primary programs: an Event Funding Program ($1.5M to 67 events generating $12.7M in attributable lodging revenue), a Strategic Partnerships Program ($1.8M to 19 local organizations spanning wildlife protection, Nordic trails, cultural programming, workforce, and housing), and Ambassador Services Funding for visitor education on public lands. The Destination Global Sales program drives group travel, meetings, and international tour operator business, directly attributing 2,153 room nights and $773,482 in FY25 lodging revenue.

Name

Jackson Hole Travel and Tourism Board

Legal name

Jackson Hole Travel & Tourism Board

Website

https://industry.visitjacksonhole.com

Company type

Private

Founded year

2011

Operating status

Operating

Short description

The Jackson Hole Travel and Tourism Board is a quasi-governmental Joint Powers Board that manages Teton County's lodging tax funds to drive destination marketing, community events, visitor education, and stewardship programs for Jackson Hole, Wyoming, operating under the Visit Jackson Hole brand.

Ownership category

akta.pro rank

Product category

Destination Marketing Organization Services

NAICS

Scenic and Sightseeing Transportation (487), Tour Operators (561520), Tour Operators (56152)

SIC

Services-Amusement & Recreation Services (7900)

akta.pro primary industry

Permitting, Reservations & Visitor Information Services (Passes, Booking, Visitor Centers) (THAAAGAD)

akta.pro secondary industries

Full-Service Destination Management (Ground Handling & Onsite Operations) (THAHADAA), Experiential & Cultural Programming (Tours, Activities, CSR/Voluntourism) (THAHADAF)

Keywords

• Destination marketing
• Lodging tax allocation
• Visitor education
• Sustainable tourism management
• Community event funding

Headquarters

HQ city

Jackson

HQ country

United States

HQ region

North America

Offices1 record

Markets served

GTM type

B2C

Offering type

Services

Cost components

Marketing or Sales, Personnel, Operations, Others

Revenue model

1. Lodging Tax Allocation: In Wyoming, a 5% lodging tax is collected on overnight stays. Of this, 3% is remitted to the Wyoming Office of Tourism and 2% stays in Teton County. The 2% local portion is split: 60% managed by JHTTB for destination marketing, education, events, and tourism initiatives; 40% managed by Town of Jackson and Teton County for tourism impact mitigation and community infrastructure. FY25 total lodging tax collections: $11,449,678.

Go-to-market motion3 records

Distribution channels5 records

Marketing channels9 records

Core offering

Jackson Hole Travel and Tourism Board (JHTTB) operates as Visit Jackson Hole, the official destination marketing and management organization for Teton County, Wyoming. It allocates 60% of the local 2% lodging tax toward destination marketing, community event funding, strategic partnerships, ambassador services, tourism data and reports, and sustainable destination stewardship initiatives. The organization promotes Jackson Hole to leisure and group travelers through a national creative campaign program, trade show representation, and a Destination Global Sales program targeting meeting planners and tour operators.

Product overview

Jackson Hole Travel and Tourism Board (JHTTB), operating as Visit Jackson Hole, is a destination marketing and management organization for Teton County, Wyoming. The organization offers a portfolio of interconnected products and services centered on promoting sustainable tourism and managing visitor impacts. The core offerings include VisitJacksonHole.com (the primary visitor-facing destination website with business listings and trip planning resources) and the Industry Portal (industry.visitjacksonhole.com providing data, funding programs, and marketing assets to hospitality partners). Supporting products include the Sustainable Destination Management Plan (SDMP) and Destination Stewardship Council for strategic planning, Marketing Campaigns (Stay Wild, Mountain of Youth, etc.) for destination promotion, Tourism Data & Reports for market intelligence, and funding programs (Event Funding, Strategic Partnerships, Ambassador Services) that allocate lodging tax revenue to community initiatives. The organization also provides Industry Assets including toolkits, brand guidelines, photo/video media hub, and social media playbooks for partner use.

Differentiator

Problem solved

Functional benefit

Products and services

• VisitJacksonHole.com

Quantifiable outcome

• 3.3 million overnight visitors generated $572M in lodging spend in FY25
• +5 more outcomes

Named customers5 records

Segments5 records

Ideal customer profiles4 records

Technology focussed No

API detail

Has API

No

API docs

API detail

Core technology

AI maturity

App detail

Integration17 records

Feature2 records

Partnerships

25 partnerships are on record, tiered core and notable.

• MMGY Origin OutsidecoreGTM or Marketing Partner · 1 July 2026MMGY Origin Outside serves as creative agency of record for Visit Jackson Hole, responsible for concepting, designing, and implementing nationwide campaigns with $1.9M campaign and media budget. The agency brings expertise in destination marketing with a balance of driving visitation during economic need periods while promoting responsible, sustainable travel. Based in Kansas City with clients including Grand Targhee Resort, Stio, Taos Ski Valley, Big Sky, and Destination BC.
• CampstoriescoreGTM or Marketing Partner · 1 July 2026Campstories joined Visit Jackson Hole as its first public relations agency, tasked with earning meaningful media coverage for the destination and hospitality industry on $50K annual budget. The agency brings experience in travel, tourism, and outdoor lifestyle storytelling with understanding of mountain destinations.
• Friends of Bridger-TetoncoreStrategic or Co-development PartnerNonprofit partner receiving JHTTB funding for ambassador programs on National Forest. In FY25, ambassadors contributed to zero human-wildlife conflicts and zero human-caused wildfires in areas where present. 26 ambassadors at 13 locations made contact with approximately 5,200 visitors.
• Jackson Hole Nordic AlliancecoreStrategic or Co-development PartnerNonprofit partner for Nordic trail maintenance and ambassador services. In FY25, estimated 310,000 people used Nordic trails maintained with lodging tax support. Ambassadors keep trails safe and clean in winter for skiing, snowshoeing, and fat biking.
• Teton Backcountry AlliancecoreStrategic or Co-development PartnerPartner for Teton Pass operations including pass shuttle and backcountry safety messaging. Personnel provide safe transportation and safety education to almost 400 skiers annually.
• Camina ConmigonotableStrategic or Co-development PartnerProgram engaging the valley's Spanish-speaking community with Spanish-language outdoor recreation programs. In summer 2025, offered 40 activities attended by 300 people. Building a community of stewards throughout Jackson Hole with support from JHTTB-allocated lodging tax dollars.
• Center for the ArtsnotableStrategic or Co-development PartnerPartnership for Discovery! Series performing arts programming. Thanks to lodging tax support, 2,300 attendees accessed affordable performing art shows elevating Jackson's cultural profile.
• Jackson Hole Wildlife FoundationcoreStrategic or Co-development PartnerPartner in Being Wild Jackson Hole campaign reaching 107,000 viewers with wildlife safety messaging and engaging 79 people in voluntourism opportunities. Also partner in 'Being Wild' campaign (October 2020-June 2025) creating visitor community that helped conserve wildlife.
• Riverwind FoundationnotableStrategic or Co-development PartnerPartner for Business Emerald Sustainability Tier (BEST) certification program and climate action initiatives. JHTTB partnered with Riverwind Foundation to incentivize sustainable business practices and centralize visitor information about sustainable providers.
• Jackson Hole Chamber of CommercecoreStrategic or Co-development PartnerKey partner for workforce development programs and hospitality training. Partnered to build skills, knowledge, and capacity of local tourism industry workforce, hosting hospitality workers training to over 100 employees.
• Community Foundation of Jackson HolecoreStrategic or Co-development PartnerLead organization for housing solutions. JHTTB represents tourism industry in local task force and helps identify improvements on Housing Dashboard. Also hosts DSC meetings.
• Velo22notableStrategic or Co-development PartnerPartner showcasing Jackson as biking destination. In FY25, more than 2,100 viewers accessed trail information and biking resources through Velo22.
• Jackson Hole Public ArtnotableStrategic or Co-development PartnerPartnership for public art displays. Thanks to lodging tax funding, over 90,000 viewers enjoyed engaging public art displays in FY26.
• Teton Heritage ToursnotableStrategic or Co-development PartnerTeton County Historic Preservation Board utilized lodging tax dollars to preserve and highlight Jackson Hole's history through digital tour of 24 historic sites in the valley.
• KHOL Community RadionotableStrategic or Co-development PartnerCommunity radio newsroom support. With support, Jackson Hole community radio produced 75 original audio features and interviews highlighting unique character of Jackson Hole, reaching 70,000 listeners on FM airwaves.
• George Washington University - International Institute of Tourism StudiesnotableStrategic or Co-development PartnerPartner in developing the Sustainable Destination Management Plan (SDMP) in 2021-2023. Provided strategic roadmap and indicators for destination stewardship in Teton County.
• Confluence SustainabilitynotableStrategic or Co-development PartnerPartner in developing the Sustainable Destination Management Plan (SDMP) in 2021-2023. Contributed to strategic planning process resulting in SDMP adopted January 2023.
• Grand Teton National ParkcoreStrategic or Co-development PartnerCore member of Destination Stewardship Council. Represents public land management perspective in implementing SDMP goals for visitor management, education, and environmental protection.
• Yellowstone National ParkcoreStrategic or Co-development PartnerCore member of Destination Stewardship Council. Represents public land management perspective in implementing SDMP goals.
• Bridger-Teton National ForestcoreStrategic or Co-development PartnerCore member of Destination Stewardship Council. Hosts ambassador programs funded by JHTTB for visitor education and responsible recreation.
• Jackson Town CouncilcoreStrategic or Co-development PartnerCore member of Destination Stewardship Council. JHTTB allocates 40% of local lodging tax to Town of Jackson for tourism impact mitigation.
• Teton County CommissionerscoreStrategic or Co-development PartnerCore member of Destination Stewardship Council. JHTTB is seven-member board appointed by Town of Jackson and Teton County. County manages 40% of local lodging tax for community infrastructure.
• JH AIR (Jackson Hole Airport)notableStrategic or Co-development PartnerCore member of Destination Stewardship Council. Airport shuttle communications plan in second year transported 9,000+ people from Jackson to airport.
• Jackson Hole Mountain ResortcoreStrategic or Co-development PartnerCore member of Destination Stewardship Council. Major tourism employer in Jackson Hole; represents ski resort perspective in destination management.
• Wyoming Office of TourismcoreStrategic or Co-development PartnerReceives 3% of 5% state lodging tax for statewide tourism marketing. Provides industry partners with quarterly key metrics on county tourism impact through Zartico data.

Scale indicators19 records

Recent moves8 records

Expansion highlights6 records

Direct peers

• Visit Salt Lake: DMO for Salt Lake City, a key drive market for Jackson Hole. Operates convention sales, group travel, and destination marketing programs funded by transient room tax — directly comparable in mission, funding model, and product mix.
• Visit Napa Valley: DMO for Napa Valley, a destination that pioneered lodging-tax-funded destination marketing and stewardship initiatives. Comparable in funding model, sustainability positioning, and rural high-end destination profile.
• Wyoming Office of Tourism: State-level DMO that receives the 3% portion of Wyoming's 5% lodging tax for statewide tourism marketing. Directly comparable as a tax-funded destination marketing organization with overlapping stakeholders, though broader in geographic scope than JHTTB's Teton County focus.
• Banff & Lake Louise Tourism: Canadian DMO for Banff National Park region. Highly comparable as a destination stewardship organization managing high-visitation national park tourism with strong sustainability mandate and seasonal visitation patterns similar to Jackson Hole.
• Park City Chamber & Visitors Bureau: DMO for Park City, Utah, a competing Rocky Mountain ski/resort destination. Comparable in seasonal visitation patterns, mountain-resort positioning, reliance on lodging tax, and stewardship of natural assets.

Regional players

• Travel Alberta: Canadian provincial DMO operating in a neighboring geography. Comparable in mission and mountain/wilderness destination focus, though operating in a different country with different funding mechanisms.

Others

• Destination International: Industry association for DMOs globally. Provides benchmarking, certification, and best-practice frameworks used by JHTTB — adjacent ecosystem player rather than direct competitor.
• Greater Yellowstone Coalition: Conservation nonprofit working on stewardship of the same ecosystem JHTTB promotes. Stakeholder partner rather than direct peer, but operates adjacent sustainability and destination management programs in overlapping geography.

Broad incumbents

• Travel Oregon: State-level DMO funded by Oregon lodging tax. Comparable in funding mechanism (lodging tax allocations) and stewardship mission, though broader in geographic scope.
• Visit Denver: Larger urban DMO operating convention sales, group travel, and destination marketing funded by lodging tax. Comparable in destination marketing programs and sales motion, though broader in scope.

Market position

Strengths4 records

Weaknesses4 records

Competitive moat5 records

Key risks6 records

Key highlights6 records

Customer concentration

• YouTubeyoutube.com/@visitjacksonhole
• Facebookfacebook.com/jacksonholettb
• Instagraminstagram.com/visitjacksonhole

Revenue estimate

Valuation estimate

Number of profiles

Profiles12 records

Funding overview

Funding rounds

Investors

Funding detail is available on the Subscription and Enterprise plan.Contact sales →

M&A

Investments

M&A and investment is available on the Subscription and Enterprise plan.Contact sales →

Frequently asked questions about Jackson Hole Travel and Tourism Board