By Carol Britton Meyer

The Economic Development Committee recently reviewed a presentation by a consultant who created a volunteer marketing and branding task force that has been working on a townwide campaign during the past year – and unanimously approved her strategy, branding, and creative direction with the slogan “There’s No Place Like Hull.”

SOURCE: HULL ECONOMIC DEVELOPMENT COMMITTEE

“The Chamber is embarking on [an effort] to focus on a 2025-2026 Hull brand campaign to promote Hull and to invite new guests to experience more of [what the town has to offer],” resident Erin Swenson Gorrall said of her work with the Hull Nantasket Chamber of Commerce. “This is where the project started.”

The task force is comprised of members of the EDC and the Chamber of Commerce. Hannah Campbell, an intern, assisted Gorrall with the project.

The next step is for the EDC is to seek the select board’s approval for the campaign to become an official town policy, with the hope of rolling out the “There’s No Place Like Hull” marketing campaign next spring in conjunction with the town’s celebration of the 250th anniversary of the Declaration of Independence, which is a nationwide commemoration.

Gorrall said the marketing and branding strategy was a collaborative effort involving many people and that there’s a wide representation of the Hull community on the task force.

“That’s what makes Hull so awesome – that there are so many great people willing to share their ideas,” she said.

The purpose of the campaign is to bring more dollars into Hull – including local businesses – and to “instill a new perception of Hull to locals and tourists as America turns 250,” she said.

Goal is to promote Hull

This has been “a year in the works, and we’re hoping to get it off the ground and get more people to come into Hull to utilize our businesses and services and to help promote Hull more,” EDC Chair Susan Vermilya said. “This is an opportunity for feedback from the committee – to wrap it up and get [the campaign] ready for prime time.”

Other goals include increasing foot traffic on non-beach days and exploration of the town by those who visit Hull on beach days, increasing pride among Hullonians, connecting summer residents year-round, and “getting on the list” of Boston day and weekend travelers.

Targeted audiences include “urban tourists/Boston visitors;” business travelers tacking on personal vacation time (in a practice known as “bleisure” travel), and local day-trippers who love history, water, and culture as well as wellness and pet travelers. Hull’s proximity to the ferry makes it easy for tourists to get there.

The campaign focuses on “connecting to the positive and ownable attributes of Hull: one-of-a-kind views, quirky beach vibe, interesting people, surprising history, and ownable location … something to set us apart from our South Shore neighbors in a friendly way.”

Among those who are onboard to help create the campaign are HullNext, KLC Communications, Joe Berkeley (an experienced independent marketer who also manages the Humans of Nantasket Facebook page), and Sara Ventetuolo, as producer/campaign organizer.

Hull’s 250th Anniversary Committee – or the USA Semiquincentennial Anniversary Committee – is charged with planning townwide activities focusing on remembrances, coordinating events related to the founding of the country, and aligning Hull’s activities with other local, state, regional, and national commemorations.

The proposed strategy and planning around the 250th celebration includes organizing events and cultural programs, a branding campaign, targeted advertising, and collaboration with influencers and travel bloggers as well as enhancing the visitor experience by promoting local businesses and improving public transportation and shuttles from nearby cities.

Gorrall noted that in Boston Magazine’s ranking of the best and worst places to live in Greater Boston based on eight criteria – including housing, mobility, health care, diversity, education, and employment – the highest-ranking South Shore community was Hingham at 25th, while Hull ranked near the bottom at 136th.

Perception that Hull is “not as much of a gem as it really is’

“We live in the ironic reality that there’s a perception that Hull is not as much of a gem as it really is,” she said.

It was noted in Gorrall’s presentation that no South Shore town or city placed in the top 10. “The highest score went to Hingham, which ranked 25th overall – a judgment sure to have neighboring Hullonians in a rage, especially when they see their own proud peninsula ranked 136, only five spots from the bottom.”

Gorrall also talked about the results of the SWOT (strengths, weaknesses, opportunities, threats) analysis that reflects the opinions of many Hull residents – including those who summer in town – and business owners that are included in the presentation – “not just mine.”

Among Hull’s strengths mentioned in the presentation were its coastal and natural assets (unrivaled ocean beauty, views of Boston skyline, abundant beaches and water access, Fort Revere, Hull Lifesaving Museum), community and culture (including its caring and accepting residents, quirky and artsy vibe, and charming, diverse neighborhoods), attractions and lifestyle (its unique local businesses, the Paragon Carousel and Department of Conservation and Recreation property, vibrant events (bonfire, carnival), and its museums and rich history, and connectivity and growth (proximity to Boston through ferry and MBTA access, its walkability, and beautification and open space projects).

‘‘Hull has some incredible strengths’

“It’s important to remember that Hull has some incredible strengths not ownable by other communities in the South Shore area,” Gorrall said.

She also outlined some of Hull’s weaknesses as described by people she talked with – including the “weak” nature of some of its businesses such as smoke shops and convenience shops, the lack of businesses for shopping, and a “negative business attitude.”

Another weakness, she said, is the perception of Hull and its reputation – “bad perceptions such as being referred to as ‘Brockton by the Sea’ – I had never heard that before and I don’t personally feel that” – “there’s also a bad perception around the schools and school offerings;” and the perception that Hull is a “ far-off” location and perceived as “not for anyone 10 months of the year.”

Gorrall also listed “town management and governance” in the “weaknesses” category as described to her by some residents – “poor stewardship and decisions affecting today; town in-fighting; paralysis on decisions; funding is mismanaged” – and “marketing and experience – “disjointed offering/messaging not cohesive; off-season is too quiet; lack of promotion.”

Gorrall also listed in the “threats” category parking and traffic flow issues; corporate development, and under “community and culture,” “negative attitudes, that the new population is different than the old population; families [are] leaving.”

On the opportunities offered by Hull, she included the town’s heritage and nature, events and activities, community connection, and business promotion.

Visitors’ guide a key part

Vermilya noted that the planned visitors’ guide will be a key part of the campaign, as will a website identifying different events around town and other information.

She also asked Gorrall about her reference to attempting to attract visitors on non-beach days rather than using the term, “off-season,” which has a more year-round connotation.

In response, Gorrall suggested first making a choice on “which non-beach days to focus on.”

“We need more customers here for all the businesses. That needs to be our focus,” Chamber President Steven Greenberg said.

He also noted that one of the select board’s goals and objectives is for the town to offer more “year-round activities, and this strategy relates to that,” he said.

Greenberg also said he doesn’t feel comfortable “opening the town of Hull to the world unless the [residents] want us to do that.”

The next EDC meeting is January 6.

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