Project Context

The Regional Landscape

• In 2005, seven developers were racing to define Orange Beach’s Intracoastal Waterway as a year-round destination.

• Efforts included planning with tourism boards for water taxis, marinas, and entertainment venues.

• The Wharf emerged unique for its commitment to completing development after Hurricane Katrina halted nearly every other regional project.

The Wharf Overview

Feature

 

Description

 

Mainstreet

Shops, restaurants, and family attractions along a pedestrian core

​

Marina

One of the Gulf’s largest, hosting major in-water boat shows

 

Ferris Wheel

An iconic landmark and centerpiece for community events - the largest Ferris wheel in the Southeast

​

Amphitheater at The Wharf

10,000-seat, open-air venue hosting national acts, Mobile Symphony Orchestra, and legendary bands

Venue for major holiday events and celebrations

​

Accommodations

Condominiums, vacation rentals, and hotel options

 

The Challenge

• Marketing resources were scarce: AIG Baker managed strategy in-house with no ad agency.

• Regional tourists rarely engaged with shopping, dining, or events—preferring beach and nightlife.

• Contracts prevented traditional advertising beyond Orange Beach—limiting reach into key markets.

• Post-Katrina desire for coastal real estate dropped dramatically.

 

Strategic Approach

1. Community-Driven Activation

Ferris Wheel Launch

• Developed a partnership with local schools to auction Ferris Wheel seats to businesses.

• Provided “First Ride” experiences for selected students and their families as a fundraiser for local schools.

• Outcome: Over $23,000 raised for scholarships, robust local press, and strong early brand goodwill.

 

2. Retail & Tenant Engagement

• Supported tenants by preparing comprehensive marketing collateral and plans.

• Maintained continuous dialogue to build confidence and drive alignment with project milestones.

​

3. Amphitheater Introduction

Grand Opening Strategy

• Purchased a high-visibility billboard: “What to do when the sun goes down. See you at The Wharf.”

• Deployed weekly aerial banners over Orange Beach promoting concerts.

• Partnered with Mobile, AL radio for live remote coverage; DJs served as event MCs.

 

Filling the Venue

• Anticipated opening sell-out challenges for the Hank Williams Jr. Memorial Day concert due to venue’s newness.

• Collaborated with Pensacola military base to bus in service members with complimentary tickets—ensuring a full house.

• Outcome: Appeared “sold out” for launch, generating critical buzz and memorable event imagery for future marketing.

 

4. Driving Continued Attendance

• Introduced pre-event crab boils at The Outfitter's Club for box-seat holders.

• Hosted patriotic Fourth of July events featuring a military flyover, Mobile Symphony, and fireworks—reinforcing The Wharf’s status as a destination for both locals and visitors.

 

The Wharf Amphitheater: Details and Impact

• Capacity for 10,000 in tiered, open-air comfort, delivering top-tier sound and sightlines.

• Hosted nationally recognized acts and served as anchor for the C Spire Concert Series.

• Modern amenities and strategic location adjacent to Mainstreet and the marina ensured seamless event-night experiences and abundant cross-traffic to retail and dining.

• Recognized as one of the largest and most important entertainment venues along the Gulf Coast.

 

Outcomes & Reflections

Challenge

Limited marketing channels

Post-Katrina real estate slump

Brand and venue unfamiliarity

Need for sell-out launch event

 

Strategy

Grassroots & experiential outreach

Entertainment-first strategy

On-site activations, local media

Partnership - Military/agreement incentives

​

Result

High engagement, strong regional PR

Rapid awareness, positive community buy-in

Robust condo sales, retail foot traffic

Filled seats, critical mass achieved

 

• The Wharf quickly achieved name recognition, establishing itself as Orange Beach’s preeminent mixed-use entertainment destination.

• Creative, community-rooted approaches filled the marketing void left by restricted ad buys and capitalized on The Wharf’s unique mix of amenities.

• Cross-promotional efforts with the marina, Mainstreet, and amphitheater delivered measurable results in tenant satisfaction, property sales, and recurring visitation, setting a new standard in destination development strategy.

 

Conclusion

The launch of The Wharf demonstrates the value of structured, community-engaged project documentation and strategic integration of every project feature. Under considerable market and operational adversity, these efforts effectively transformed a development vision into lasting regional impact—highlighting the importance of agility, stakeholder communication, and values-driven brand stewardship in real estate marketing and executive leadership.