It’s Time for Sedona to Market Itself Again — Proudly, Beautifully, and Together

By Steve Segner —

Sedona, Az — Several days ago, I received a call from several city council members, asking about the status of my business. The June sales tax numbers from the state have raised concerns — the data make it difficult for the City and Council to make timely, informed decisions. And that was before July and August numbers were readily available.

I told them both that while the first two quarters of 2025 looked strong, those gains are likely to be offset by weaker visitation during the second half of the year. We talked about marketing, and I stressed that Sedona doesn’t need to be “put on sale.” What we need instead is a long-term, coordinated marketing plan — not quick fixes to slow times.

Now is the time to start planning for 2026 marketing efforts. People are already planning their spring and summer vacations. Sedona has a finite number of rooms, and when we maintain consistent demand, average daily rates rise, sales tax revenues increase, and local businesses can thrive — even during softer seasons.

I want to commend the City’s visual marketing at Phoenix Sky Harbor Airport this summer. Sedona is a visual destination — one breathtaking image and a simple, emotional message can do more than a thousand words.

“God made the Grand Canyon, but she lives in Sedona.” “Mystical and Magical  Sedona” is just an example of simple messaging.

That kind of message is timeless and memorable. New Mexico has used similar airport marketing nationwide for years, and the results have been outstanding. We can adapt that same approach to fit Sedona’s distinct spirit and charm.

It’s time to bring everyone to the table — the Chamber, the Tourism Advisory Board, the City’s Tourism Department (DMO), hotels, galleries, and merchants — to craft a shared, year-round marketing strategy.

The City Council, as Sedona’s governing body, and its Tourism Department DMO should help facilitate this collaboration and ensure our efforts align with long-term economic sustainability. We don’t need everybody promoting different messages. That’s bad branding. Let’s not confuse the public with multiple messages. Let’s work together.

We are heading into uncertain economic times. Supporting Sedona’s merchants and tourism industry isn’t political — it’s practical. Tourism funds nearly everything that makes Sedona a great place to live and visit, sustaining most businesses in Sedona, which we, the residents, enjoy every day: our restaurants, parks, public services, and even a “big city store”, Whole Foods.

Without an adequate flow of visitors, Sedona’s economy and quality of life would look very different. I doubt that most of us would choose to live here without all the assets we have. Let’s admit and accept that our tourist dollars sustain most businesses in Sedona, which we, the residents, enjoy every day.

Let’s acknowledge the most basic truth: Sedona is a popular tourist destination — and that’s not something to apologize for. It’s something to be embraced, enhanced, and managed wisely. We have busy times, slower times, and slow times. We, as residents, can accommodate and enjoy living in Seodna through all of them.

Let’s stop reacting to yesterday’s tax reports and start preparing for tomorrow’s opportunities.

2026 will bring challenges — let’s get ahead of the curve.

It’s time for Sedona to market itself again — proudly, beautifully, and together.

Let’s sell the sizzle, not the bacon.

— Steve Segner

El Portal Sedona Hotel