HomeMy WebLinkAboutItem D12 D12
BOARD OF COUNTY COMMISSIONERS
COUNTY of MONROE Mayor James K.Scholl,District 3
The Florida Keys Mayor Pro Tern Michelle Lincoln,District 2
Craig Cates,District 1
David Rice,District 4
Holly Merrill Raschein,District 5
Board of County Commissioners Meeting
August 20, 2025
Agenda Item Number: D12
2023-4380
BULK ITEM: No DEPARTMENT: Tourist Development Council
TIME APPROXIMATE: STAFF CONTACT: Kara Franker
TBD
AGENDA ITEM WORDING: Discussion and Direction on the Development of the TDC/Visit
Florida Keys Strategic Plan. TIME APPROXIMATE 3:00 P.M.
ITEM BACKGROUND:
The TDC/Visit Florida Keys has contracted with MMGY NextFactor for the development of the
TDC/Visit Florida Keys Strategic Plan.
Casandra McAuley, CDME, Managing Director of MMGY NextFactor will provide an overview of the
2025 DestinationNEXT Futures Study, an overview of input that has been provided by stakeholders and
seek input from the Commission.
A copy of the 2025 DestinationNEXT Futures Study is attached.
PREVIOUS RELEVANT BOCC ACTION:
INSURANCE REQUIRED:
No
CONTRACT/AGREEMENT CHANGES:
STAFF RECOMMENDATION:
DOCUMENTATION:
Casandra McAuley and MMGY Next Factor Bio.pdf
DestinationNEXT 2025 Futures Study
FINANCIAL IMPACT:
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Cassandra McAuley, CDME
Managing Director
MMGY NextFactor
With two decades of experience in the tourism industry, Cassandra is an enthusiastic
advocate for the visitor and experience economies and the people who contribute to them.
As Managing Director of MMGY NextFactor, Cassandra and her team work with hundreds of
destination organizations around the world to build aligned, sustainable and prosperous
communities through the transformative power of travel.
With a master's degree in organizational change and leadership, Cassandra possesses a
deep understanding of the intricacies of driving positive change within organizations. She's
also earned a professional certificate in sustainable tourism destination management,
demonstrating her commitment to fostering responsible tourism practices.
Cassandra's dedication to our industry is further exemplified by her role as an instructor in
the Certified Destination Management Executive (CDME) program, which prepares senior
executives to advance their careers and helps industry leaders thrive in a constantly
changing environment. Cassandra is actively involved in various boards and committees,
contributing her insights and expertise to further the industry's goals and initiatives.
Prior to joining MMGY NextFactor, Cassandra served as the Vice President of
Communications &Stakeholder Engagement with Tourism Calgary, Canada's fourth largest
city, where she played a key role in shaping the organization's strategic communication,
engagement and destination planning efforts.
MMGY NextFactor
MMGY NextFactor is an industry-leading consulting firm specializing in strategic planning
and master planning in the travel and tourism industry. Our team of experts has delivered
insights and strategies to more than 400 destinations around the globe.
Recognized as one of the industry's top thought leaders, MMGY NextFactor has developed
extensive knowledge of key trends, strategies and recommended best practices. The
company has gained a strong reputation internationally for our services as a leader
specializing in:
• Destination organization strategic and business plans
• Destination master plans
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• Organization reviews
• Destination scenario models &assessments
• Recovery plans; and
• Brand strategies.
MMGY NextFactor has an exclusive license with Destinations International to manage the
DestinationNEXT program, a groundbreaking approach to help stakeholders strategically
evaluate their destinations. The proprietary DestinationNEXT Scenario Model and
Assessment Tool is based on a comprehensive stakeholder survey that measures
destination strength and community engagement, using a series of 24 variables. This
assessment is the only one of its kind in the tourism industry today. It has been recognized
as one of the most significant developments in destination management and is the only
strategic planning tool officially endorsed by Destinations International, the global trade
association for destination marketing and management organizations. The tool has now
been used to produce more than 400 detailed assessments of destinations around the
world.
In 2019, we joined forces with MMGY Global, the world's largest integrated marketing
company specializing in the travel, tourism and hospitality industries. As part of the MMGY
Global family, our clients have access to insights and experts in various service areas across
multiple agencies throughout the world.
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Leading Through Transformation
A Strategic Road Map for the NEXT Generation of Destination Organizations
Foreword. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
' Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Eight Strategic Themes . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Defining Destination Development: . . . . . . . . . . . . . . . . . 7
Clarifying a Strategic Imperative
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
The Eight Forces Shaping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
the Future of Destination Organizations
Industry Implications: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Evolving Roles, Expanding Mandates,
and New Measures of Success
From Marketers to Multidimensional Leaders . . . . . . . 31
Redefining Success in a Broader Mandate . . . . . . . . . . 33
Implications for the Industry . . . . . . . . . . . . . . . . . . . . . . 34
Appendices
A: Survey Profile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
B: Top 25 Trends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
C: Top 25 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
D: Regional Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . 45
E: Global Advisory Council Members . . . . . . . . . . . . . . . 50
F: Survey Participants. . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"ru.IRIEs s"r 2438
Foreward ®� DESTINATIONS
� P�,�
®�� I N T E R N A T I O N A L
As we introduce the 2025 Destinations International DestinationNEXT Futures Study, we find ourselves
at an extraordinary moment. Destination organizations worldwide face both unprecedented challenges
and remarkable opportunities.
Around the world, destinations are navigating a time of profound change and unpredictability. In
2024, we witnessed a landmark year in international politics, as voters in at least 64 countries and
the European Union - representing nearly half the world's population - participated in elections with
outcomes that will shape policy and economic environments for years to come. At the same time, rapid
technological advancements, particularly in artificial intelligence, continue to transform how we live,
work and travel.
These dynamics make destination organizations even more essential. Our work supports local
economies, connects people, fosters innovation and enhances the quality of life within our communities.
The ongoing evolution of our industry underscores the importance of DestinationNEXT as a strategic
tool to help destination leaders make informed decisions to proactively shape their future.
The Futures Study is made possible through the generous support of the Destinations International
Foundation. The foundation serves as an innovator and incubator for Destinations International and the
wider industry, investing in research and programs that empower our members with the knowledge and
tools needed to thrive in the evolving tourism landscape. We extend our gratitude to the hundreds of
destination professionals and organizations who donate to the foundation; their commitment represents
an investment in future-focused research and insights, and a commitment to advancing the essential
work of the destination industry.
Destinations International's mission is to empower destinations so their communities thrive. Our work
advances the industry through innovative research, strategic tools, and professional development; one
of our greatest strengths lies in our global network and the ability to connect destination leaders from
around the globe. It is through this collaboration that we can tackle our industry's biggest challenges,
embrace change and turn uncertainty into opportunity. The collective wisdom and shared experience
of our members and partners is the most powerful platform for navigating a complex and changing
environment.
I hope you will explore and leverage the insights presented in this Futures Study and join us in working to
shape a resilient and prosperous future. By harnessing our collective capabilities, experience, ideas and
passion, we can ensure our industry continues to enrich communities across the globe.
Let's embark on this transformative journey together.
Don Welsh
President & CEO
Destinations International
iDlEs"riiINA"riioiNINIEx"r 2025 iFUUIRIrs s"r 2439
Foreward IgNcxtFactor
Over the past decade, MMGY NextFactor has proudly partnered with Destinations International on the
Destinations International DestinationNEXT Futures Study, guiding destination organizations around
the globe through significant periods of growth, disruption, and transformation. It has been an incredible
journey, highlighting both the resilience and adaptability of our industry.
As we enter this new phase, the Futures Study itself is evolving. Our goal is to reinforce its role not
merely as a benchmarking tool but as a visionary framework, providing actionable insights and strategic
direction for destination leaders facing a rapidly changing landscape.
To achieve this, we've expanded our advisory panels to include new voices—the"unusual suspects'—from
diverse industries, organizations, businesses, and community stakeholders who all benefit from this
collective work. We've also engaged investors and developers, recognizing their crucial role in shaping
the future of our destinations.
This evolution means moving beyond simply sharing survey results to deeply exploring the strategic
implications for destination organizations. We aim to bring clarity to key industry concepts and
terminology, such as destination development, ensuring everyone shares a common language and
understanding of these critical ideas.
In today's fast-moving and unpredictable world, two years between studies is significant. To stay ahead,
we are committed to providing quarterly"deep-dives"into segments of our findings, ensuring the
industry remains informed, agile, and ready to adapt.
We extend our heartfelt gratitude to all who volunteered their valuable time and insights that make this
report possible. Your contributions are essential to shaping a more strategic and informed future.
Together, let's bring these strategies to life. We look forward to collaborating with you to ensure our
industry thrives, no matter what the future holds.
U____�
Cassandra McAuley
Managing Director
MMGY NextFactor
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rUIRIEs s"ri 2440
Executive Summary
The 2025 Destinations International organizations—from geopolitical instability and
DestinationNEXT arrives at a moment of profound workforce shortages to new measures of success
transition for the global visitor economy. After a and the accelerating impact of Al.
decade of disruption, reinvention, and recovery,
destination organizations are entering a new era; A central focus of the 2025 study is clarity of
one defined not only by shifting travel patterns purpose, roles, and language. The report advances
and technologies, but by rising expectations from a shared definition of destination development,
governments, communities, and travelers alike. outlines emerging success metrics, and
highlights the expanding mandate of destination
This year's study draws on input from a global organizations. It emphasizes the transition from
advisory council, five targeted industry panels, and traditional marketing roles to multidimensional
a worldwide survey of destination professionals. leadership: in community engagement, destination
It identifies the top 25 strategies and eight stewardship, product development, advocacy, and
critical forces shaping the future of destination policy.
Aimoingthe study's key flu iu
pill
. .
. . . . . . . . . . . . . . .
iDlEs"riiINA"riioiNINIEx"r 2025 IFU-rUIRIEs s-r 2441
The report organizes these insights into eight strategic themes that
will tlefine the next phase of destination leadership:
� 2
Each theme is grounded in survey data, enriched with qualitative insights from industry panels, and
illustrated with practical case studies from around the world.
Ultimately, the 2025 DestinationNEXT Futures Study is a call to action. Destination organizations must
evolve— not incrementally, but fundamentally. The path forward will require new capabilities, deeper
collaboration, and a shared understanding of what success looks like. Armed with these tools and
insights, destination leaders are well-positioned not just to navigate change—but to lead it.
Introduction
Destination organizations stand at the crossroads of significant
change. Over the last decade, rapid shifts in technology,
consumer behavior, global geopolitics, and societal values have
profoundly reshaped the tourism and visitor economy landscape.
DestinationNEXT Futures Studies have consistently served as -
strategic compasses for industry leaders worldwide, offering
insights and practical guidance to navigate these dynamic shifts
effectively.
® • ® - ® •
The 2025 DestinationNEXT Futures Study continues this essential ® ® -
role, leveraging broad international engagement and expert ® ® -
perspectives to identify emerging trends and best practices. This -
year's study marks an important milestone and offers a reflective ® ® -
look at the industry's evolution, while also charting a clear path
forward for destination organizations.
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Since its inception in 2014, the DestinationNEXT Futures Study
has captured and articulated the shifting roles and responsibilities
of destination organizations. Initially, the focus was on evolving
from traditional destination marketing to a broader approach that
integrated destination management. Early studies underscored
three transformational opportunities: evolving from broadcast to
engagement marketing, prioritizing brand building, and embracing
collaborative business models.
By 2017, the industry had laregely transitioned to more integrated
roles. Destination organizations were increasingly viewed not just
as marketers, but as catalysts and conveners, working closely
with stakeholders to manage visitor experiences and community
relationships more proactively.
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rUIRIEs s"r 2443
The 2019 study introduced the concept of In 2023, the DestinationNEXT Futures Study
destination stewardship, emphasizing the highlighted an even broader role for destination
industry's growing recognition that successful organizations, positioning them as community
destination management required alignment with leaders and strategic partners across multiple
community values and long-term sustainability. sectors. Emphasizing technology adoption,
Destination organizations began shifting their especially artificial intelligence and data-
metrics of success and looking beyond immediate driven decision making, this most recent study
economic impacts to include the well-being and reinforced the industry's evolution towards
quality of life for residents. strategic community leadership, proactive
destination stewardship, and sophisticated visitor
The pandemic years(captured prominently in engagement practices.
the 2021 Futures Study)accelerated many of
these trends, further embedding stewardship, As we look ahead, the 2025 Futures Study builds
sustainability, and social equity into the heart of upon this rich legacy, reaffirming the industry's
destination strategy. Organizations embraced commitment to innovation, collaboration,
a broader remit, using tourism as a vehicle to and sustainable growth that benefits visitors,
enhance community resilience, equity, and residents, and communities alike.
environmental sustainability.
I v I JI I L v I I I
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J I I Identified three transformational opportunities—broadcast- From pure promotion to connector across
to-engagement marketing,brand building,and collaborative economic development,branding and
2014 Futuires Study business models as well as introduced the now-familiar technology.
Scenario Model.
Confirmed that trend lines were intensifying and reframed Destination Organizations began to
the three opportunities as Sales&Marketing Reinvention, claim space as product developers
2017 Futuires Study Destination Management,and Partnership-driven Business and community conveners,not just
Models. Introduced five future roles: Curators,Adopters, marketers.
Catalysts,Activists,Collaborators.
Elevated Destination Stewardship,Community Alignment, Stewardship narrative formalized—
and Digital Conversion as the core agenda.The idea of the Destination Organizations positioned
2019 Futuires Study Destination Organization as a shared community value took as guardians of place and resident
centre stage. experience.
In a pandemic-disrupted landscape,advanced Destination Organizations embraced a triple-bottom-
Alignment,Sustainable Development,and Values-Based line lens,tying visitor strategy to resident
2021 Futuires Study Marketing. Emphasised equity,diversity&inclusion and quality of life and environmental limits.
climate resilience.
Mapped the Mandate Matrix—Visitor Engagement,Partner Destination Organizations recognised as
Support,Community Alignment,Destination Development— community leaders leveraging data and
2023 Futuires Study and spotlighted two imperatives:Community Leadership and technology to co-design the future with
Technology Adoption. residents and partners.
IDIESTIIINATIIoiNINIEx"r 2025 IFUTUIRIES s-r 2444
Defining Destination Development :
Clarifying a Strategic Imperative
Destination organizations have discussed"destination development"extensively in recent years,
however, a clear, universally accepted definition has been elusive. The lack of clarity has created
challenges in aligning stakeholders, prioritizing initiatives, and measuring success. The 2025 Futures
Study aims to resolve this ambiguity by clearly defining destination development and outlining its
relevance at various growth stages of the visitor economy.
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Destination development is the strategic art of shaping and enhancing places to deliver exceptional
visitor experiences, foster local pride, and drive community and economic vitality. It prioritizes creative
placemaking, meaningful community collaboration, and innovative tourism investments to build vibrant
and resilient destinations.
Destination development is fundamentally about enhancing and evolving the supply side of a
destination's visitor economy. It involves strategic planning, creating, and improving tourism-related
assets, infrastructure, experiences, and services to better attract and accommodate visitors. Unlike
traditional destination marketing—which primarily focuses on promoting existing attractions—
destination development is proactive, focused on creating the conditions that make a destination
desirable and competitive in the first place.
® • • • • • •• - •• • • •• • . - • ` - of
iDirs"riiINA"riioiNiNirx"r 2025 iFUUIRIrs s"r 2445
What do you bellieve are the key roles of destilinatilion organilizatoilions
liiin destilinatilion develollpment?
Advocacy
Educating industry on how to �0
develop product/support business
case development
��, � Supporting air service
development
Leading accessibility
Fostering partnerships programs and initiatives
with stakeholders,funders, iffi/00 m
developers,brands and
government
Other
19% 1 a
/o Investment and
jfunding
'
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Working with developers to support
,
experiential assets Leading destination master planning
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To further clarify, it is essential to understand that destination development strategies will differ
significantly depending on where a destination is in its growth journey, often described as the
"destination lifecycle."The lifecycle framework describes a destination's growth in stages:
XP " ',A.' N PHA E// Early-stage destinations where tourism infrastructure is minimal.
Here, destination development typically focuses on initial planning, research, and foundational
infrastructure development.
�' ,. d, "//,., PHA E// Destinations seeing growing visitor interest begin emphasizing attracting
investment, enhancing basic infrastructure, and increasing community engagement to support
future growth.
LOP E�,,4,7 PHASE// At this stage, destinations prioritize deepening and diversifying visitor
experiences, actively investing in facilities, events, and amenities to accommodate larger visitor
volumes sustainably.
,.,N N S 0 L I,, ON AND Mt,,/'' ,N�',I %/PHAS;,;,// More developed destinations shift focus towards
advanced destination management practices, addressing overtourism challenges, refining visitor
experiences, and reinforcing long-term sustainability and stewardship.
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(Tourism Area Life Cycle, Richard Butler)
By clearly defining and contextualizing destination development, destination organizations can
strategically align stakeholders, prioritize initiatives effectively, and measure progress toward enhancing
visitor experiences, economic diversification, and overall community resilience and well-being.
This clarity is critical for ensuring that destination development is not only strategic and intentional but
also sustainable and inclusive, delivering benefits that extend broadly throughout the community.
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
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2447
Methodology
The DestinationNEXT 2025 Futures Study was developed through a structured, four-phase process
designed to capture global perspectives on the forces shaping the future of destination organizations.
This year's study placed a strong emphasis on forward-looking strategy, organizational evolution, and
actionable insights for destination leaders.
The research and analysis in this report were completed in June 2025. It reflects trends, data, and expert
input current at that time, recognizing that new developments may have emerged since publication.
The process began with the formation of a global advisory council made up of senior leaders from
destination organizations and industry associations. This group provided early input on emerging issues
and helped shape the direction of the study. Their perspectives ensured the process remained grounded
in the realities destination organizations face today while staying focused on what's next.
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To deepen insight and diversify perspectives, the 2025 study incorporated five dedicated
industry panels:
1. Community Panel:
Representatives from non-profits, academic institutions, and community-based
organizations;
2. Industry Panel:
Destination organization leaders, tourism operators, and business leaders;
3. Unusual Suspects Panel:
Professionals outside the traditional visitor economy;
4. Customer Panel:
Meeting planners, travel agents, and travel trade professionals;
5. Investor& Developer Panel:
Tourism-related investors, infrastructure developers, and advisors.
iDIEs"r INA"riioiNINEx"r 2025 iFUUIRIrs s"rL 2448
Each panel participated in one-on-one interviews or small group discussions, contributing qualitative
insights that informed the development of the trend and strategy set used in the survey. The panels
also offered feedback on the expanding roles and responsibilities of destination organizations and how
success should be measured in the years ahead.
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Global Survey
A global survey was distributed to professionals working across the industry. Participants were asked
to evaluate a list of trends and strategies shaping the future of destination organizations and to provide
feedback on their organization's current and ideal future roles, performance metrics, and priorities.
This year's survey also included new questions specifically focused on destination development,
designed to better understand how organizations are engaging in this increasingly critical area.
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IIII°° Iiinal IlRellport and Analysis
In the final phase, survey data and qualitative insights were analyzed to identify the most important
trends and strategies, as well as emerging shifts in destination organization mandates and measures of
success. Unlike previous editions, the 2025 report focuses on the top 25 strategies, allowing for deeper
insight and practical guidance.
The report is structured around eight key themes and includes strategic takeaways, new frameworks,
and evolving success metrics to help destination organizations lead through disruption and build long-
term value for their communities.
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Securing Investment
Through Advocacy and Impact
Funding remains one of the most persistent— revenue, small business growth, and community
and precarious—challenges facing destination well-being.
organizations today. While the economic impact
of the visitor economy is well-established, public Just as importantly, advocacy must extend beyond
funding for destination organizations continues to government. Building resident and business
face growing scrutiny and political vulnerability. In support is critical to long-term funding stability.
the 2025 Futures Study survey, 42% of destination Demonstrating how tourism benefits locals
organizations reported their funding is at risk through enhanced amenities, cultural vitality, and
of being reduced or eliminated in the next three shared prosperity helps neutralize opposition and
years, an increase from 37% in 2023. reinforce the destination organization's role as a
trusted steward of place.
In reponse, many destination organizations
have pursued more diversified revenue streams, The most successful organizations are moving
including tourism improvement districts, levies beyond static funding models and embracing
on short-term rentals, and targeted visitor levies. a more entrepreneurial mindset. They are
While these mechanisms can create greater safeguarding existing revenue streams, exploring
financial resilience, they also come with trade- innovative funding mechanisms, and strengthening
offs. As funding becomes more fragmented, some public-private collaboration. But they're also
governments have scaled back their investment, making the case for continued public investment—
assuming destination organizations can now showing that while funding diversity increases
"fund themselves."This dynamic underscores the resilience, it does not replace the foundational role
need for proactive advocacy, not only for tourism of government support.
broadly, but for the destination organization's
unique role as a public good. In an era of heightened scrutiny and shifting
priorities, the imperative is clear: destination
To secure sustainable investment, destination organizations must tell their story boldly, credibly,
organizations must evolve from passive recipients and consistently. The ability to advocate effectively
of funding to assertive advocates for the value for the organization, the community and the
they create. This begins with strengthening industry is now as important as any marketing
relationships with government stakeholders campaign or visitor program. Advocacy is no
and positioning tourism as a community shared longerjust a communications strategy, it is a core
value: an industry that delivers returns in jobs, tax function of destination leadership.
DlEs"riINA"rioiNINIEx"r 2025 IFU"rUIRIES s"rL 2451
Relevant Trends :
#1 Tourism needs increased advocacy and recognition
from government to grow economic impact.
#15 Public scrutiny of destination funding is rising, with
government allocations and/or industry-generated
taxes and levies increasingly at risk of diversion.
Relevant Strategies :
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Navigating Economic and
IF 11� Geopolitical Uncertainty
The global visitor economy reached a milestone in Thriving in this climate requires three key shifts.
2024, with international travel nearing full recovery First, destination organizations must move from
at 1.4 billion travelers, or 99% of pre-pandemic rigid long-range plans to flexible, scenario-based
levels(UN Tourism). Yet, what initially appeared strategies that can pivot quickly as conditions
to be a period of normalization has instead given evolve. Second, they must build the capacity to
way to heightened complexity. Destination detect weak signals and patterns—integrating
organizations are navigating an era defined by data, local insights, and external scanning to
economic volatility, geopolitical instability, rising anticipate change before it hits. And third, they
nationalism, and shifting societal values. These must embrace disciplined experimentation, testing
forces are reshaping travel flows, dampening small-scale initiatives that can scale quickly when
traveler confidence, and prompting a re-evaluation the moment is right.
of long-standing assumptions about global
mobility and openness. At the same time, the fundamentals matter more
than ever. Safety, health, and security must be
Travelers are increasingly drawn to destinations prioritized—not just in operations but as pillars of
perceived as safe, stable, and welcoming. the brand promise. Risk management should be
Destinations with visible social challenges or elevated from aback-office function to a strategic
restrictive policies are seeing their reputations discipline. And destination leaders must continue
and competitiveness erode. In this environment, advocating for smarter policy—reducing border
domestic and regional tourism has emerged as
a critical foundation for recovery and long-term friction, maintaining open travel corridors, and
ensuring tourism remains a tool for connection
resilience, offering more dependable demand amid rather than division.
unpredictable global conditions.
Uncertainty manifests in different ways around Extreme uncertainty will continue to challenge
the world, from rising costs and softening demand traditional planning and disrupt old models.
to political upheaval and operational disruption. But destination organizations that lead with
Regardless of context, what's clear is that agility adaptability, foresight, and clarity of purpose will
is no longer a strategic advantage but a core be better positioned to guide their communities
capability. Successful destination organizations through turbulence—and emerge stronger on the
are adopting a mindset that views uncertainty not other side.
as an exception to be managed, but as a constant
to be navigated.
DlEs"riINA"rioiNINIEx"r 2025 iFUUIRIrs s"rL 2453
Relevant Trends :
��;', Domestic and regional tourism is becoming a more
,/,,,,,
critical driver of destination resilience and growth.
ff Geopolitical tensions and nationalism are rapidly
altering global travel flows, as travelers seek
destinations perceived as safe and welcoming.
#20 Shifts in international travel patterns are requiring
destinations to diversify and adapt their market
approaches.
2 5 Rising social challenges and visible urban issues are
harming visitor perceptions and weakening both
destination brand integrity and economic growth.
Relevant Strategies :
ff/; Embrace adaptability by developing strategies
with flexible initiatives that can adjust to a range of
potential futures and disruptions.
#24 Pay close attention to safety, health, and security as a
strategic consideration.
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Scaling Organizational Capacity
to Meet Expanding Expectations
Over the past decade, the role of destination housing, short-term rentals, mental health, or
organizations has expanded dramatically—beyond homelessness. Leading organizations are working
marketing, beyond management, and increasingly proactively with local governments, developers,
into community development, stakeholder and community organizations to address these
coordination, and even civic problem-solving. issues with humility and focus.
This evolution reflects both the strengths and
the growing expectations placed on destination Crucially, communities expect to have a voice
organizations. In many places, success has led to in these conversations. Residents increasingly
increased demand for these organizations to lead want to be involved in shaping the experiences
broader initiatives—sometimes well beyond the that define their cities and regions—for both
traditional scope of tourism. visitors and locals. More and more destination
organizations are responding by creating resident
The 2025 Futures Study reveals just how much advisory councils, embedding engagement into
the landscape has shifted. In 2017, the Futures planning processes, and adopting frameworks
Study examined 11 core functions of destination that center on community sentiment as a success
organizations. In 2025, that number has more metric.
than doubled, with 24 distinct roles identified
across marketing, development, research, policy, Looking ahead, success will depend on both
community engagement, and economic strategy. strategy and structure. Destination organizations
Stakeholders increasingly look to destination will need to invest in skills and systems that
organizations not just to promote a place—but to support multi-stakeholder collaboration,
shape its future. policy engagement, data-driven planning, and
organizational agility. As the mandate expands, so
But with broader responsibility comes a need for must the capacity to deliver.
sharper clarity. Destination organizations must
define, and regularly reaffirm, their core mandate. The future belongs to destination organizations
This begins with strengthening governance, clearly that are clear in purpose, aligned with their
articulating roles and priorities, and avoiding communities, and equipped to lead across a
"scope creep"that can dilute resources and stretch broader landscape.
organizations too thin. At the same time, new
challenges require cross-sector partnerships,
particularly in areas where tourism intersects with
DlEs"riINA"rioiNINIEx"r 2025 IFU"rUIRIES s"rL 2455
Relevant Trends :
%J"'% Greater industry, community, and government alignment
is driving destination competitiveness and brand.
#5 Resident sentiment and community engagement are
critical to maintaining destination alignment.
�7 Destination organizations must proactively manage
Board and stakeholder expectations as their roles and
responsibilities continue to evolve.
��12 Communities expect to be more engaged in destination,
product and experience development for locals and visitors.
13 Destination organizations are increasingly developing
strategic alliances across multiple economic sectors to
leverage resources.
Relevant Strategies :
%1l,%
����5 Better align tourism and economic development.
1 1 Expand organizational mandate to align visitor experiences
with resident quality of life and community relevance.
# 3 Ensure clarity on Board roles, development and governance.
22 Support improvement of regulatory compliance including
short-term rentals.
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Shaping Places for People
and Prosperity
In today's evolving visitor economy, the role of promoting local arts and businesses, and elevating
destination organizations is expanding beyond the voices and stories of underrepresented
promotion and stewardship toward shaping the communities.
very environments in which visitor experiences
unfold. As travel patterns shift and traditional As the experience economy matures, this
tourism anchors like downtown business districts blending of purpose and place is becoming a key
undergo major transformation, destinations are differentiator. And it creates both opportunity and
being challenged to create vibrant, inclusive, responsibility for destination organizations: to
and authentic places that serve both visitors and not just manage or market the destination, but to
residents. actively shape it.
The pandemic fundamentally altered the rhythms A vital component of this work is attracting the
of urban life. In many cities, daytime foot traffic right kinds of investment. While international
and office-based activity have declined, while visitor numbers have rebounded, unlocking
evenings and weekends now bring renewed new capital—especially for experience-led or
energy to once-quiet streets. This shift has regenerative projects—requires a clear and
redefined what makes a city center successful— compelling vision. Destination organizations
not just as a commercial hub, but as a cultural and must position themselves as conveners and
social destination in its own right. Increasingly, collaborators, fostering confidence among
destinations are turning to placemaking strategies developers, small businesses, and government
to reimagine these spaces as dynamic, multi-use partners. Long-term planning, cross-sector
experience districts—places where people want to alignment, and community-first development are
live, gather, create, and explore. all critical to building places people want to visit—
and return to.
This rebalancing of the visitor experience is part
of a broader trend toward destination"activation"— In this environment, destination organizations are
the deliberate cultivation of memorable increasingly seen as"place builders"—strategic
experiences, creative environments, and cultural leaders who animate public spaces, curate
touchpoints that invite both connection and meaningful experiences, and cultivate local pride.
curiosity. It's about animating the destination in
ways that feel local, alive, and meaningful. That
includes preserving and celebrating authenticity,
DlEs"riINA"rioiNINIEx"r 2025 IFU"rUIRIES s"rL 2457
Relevant Trends :
f'/ The future desirability of downtowns depends on their
evolution into vibrant, multi-use experience districts
that attract residents, workers, and visitors alike.
#8 Preserving authenticity and distinctiveness is becoming
critical as similar or standardized tourism offerings • • •
threaten destination brand value and visitor attachment.
#19 Destinations are focusing on improving accessibility for
travelers of all abilities.
%�23 The rise of the"anytime, anywhere traveler"is blurring
the lines between business and leisure, with remote
work enabling more frequent, extended, and blended a(
travel experiences.
Relevant Strategies :
#6 Develop and lead a comprehensive destination master plan
that defines long-term strategy while integrating product
development initiatives.
�,f
,,1,
16 Lead initiatives that improve accessibility for people of all
abilities throughout the destination
# ; '% Expand support for local arts and cultural organizations.
,/,2 r 1
"'� Foster neighborhood development through enhanced
support and promotion for local small businesses and
community groups.
#25 Work more closely with airlines to build and promote air
routes.
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rurRirs s"ru 2458
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Reimagining Destination Marketing
in the Age of Al and Authenticity
The foundations of destination marketing are Yet, as the technology accelerates, so do the
being profoundly reshaped. Technology, especially challenges. Destination marketers are navigating
generative Al, is altering how content is created, questions around ethical use, brand control,
decisions are made, and travel is discovered. and data quality. The rapid democratization of
At the same time, authenticity is more valuable content, especially user-and creator-driven
than ever, as travelers seek real, human-centered storytelling, means traditional destination
experiences and stories they can trust. marketing organizations no longer control the
narrative. Instead, they must curate, amplify, and
Destination organizations must now operate at align these narratives with a destination brand that
the intersection of these two powerful forces: is increasingly co-created with locals and visitors
leveraging Al to enhance agility and personalization alike.
while deepening their connection to community
voices and values. Al isn't replacing creativity, it's expanding it. But to
succeed, destination organizations must lead with
Younger travelers, digitally native, socially intent. That means grounding brand strategies in
conscious, and experience-driven, are playing a local identity, clearly defining usage policies for Al
central role in this shift. Their expectations for tools, and fostering internal fluency across teams.
dynamic, tailored content are fueling demand It also requires reframing success: from pageviews
for hyper-personalized storytelling and seamless and impressions to connection, influence, and
digital touchpoints. They also expect destinations community relevance.
to reflect their values; diversity, sustainability and
local culture, authentically and consistently. The most effective destination marketers of
tomorrow will notjust master emerging tools, they
Generative Al is enabling destination organizations will also earn trust through transparency, promote
to meet these demands more efficiently and local voices, and embrace Al as a collaborator,
at greater scale. Whether it's brainstorming not a crutch. In this new landscape, competitive
itineraries, enhancing creative workflows, or advantage comes from both technological
rapidly producing multilingual content, Al is already adaptability and human authenticity.
transforming marketing teams. Leaders in the
space are also beginning to use Al for deeper
research, contextual awareness, and dynamic
content optimization across platforms.
DlEs"riINA"rioiNINIEx"r 2025 IFU"rUIRIES s"ru 2459
Relevant Trends :
%���1 The rise of generative Alis disrupting traditional
�,/, ; j g p g
destination marketing models.
# 7 Destination organizations must adapt to the preferences
of younger travelers by evolving and diversifying their
market approaches to capture this generation's growing
spending power.
%'��'%8 Destination storytelling is increasingly shaped b visitors
,f; ;i,� Y g � g Y p Y
and local creators, reducing the control traditional
Destination Organizations have over brand narratives.
Relevant Strategies :
fj%" Develop the destination brand rooted in the community's
goals, values, and creative energy to deliver authentic
experiences for the customer.
#8 Leverage data management capabilities and innovative
technologies, including generative Al, to enhance business
intelligence, marketing, and community engagement.
iDIEs"r INA"riioiNINIEx"r 2025 IFU"rurRirs s"ru 2460
1 �J P E F D E T 1 /1,T r,J P /1,r,J I Z
0 Driving Impact Through
Intentional Event Strategies
Around the world, destinations are doubling capital, investing in music festivals that elevate
down on events, not just as visitor drivers, but local artists, or building sports tourism around
as engines of identity, investment, and inclusive community participation as much as elite
economic growth. Whether it's music festivals, competition. Across all formats, the emphasis is
sports tournaments, or global summits, well- shifting from one-off impact to lasting value.
curated events offer a powerful opportunity to
animate a place, spark community pride, and The rise of sports and music tourism is particularly
showcase a destination's brand on the world stage. notable. According to recent forecasts, these
As competition intensifies, the ability to attract, sectors alone are expected to grow into a $1.5
develop, and host signature events has become a trillion global economy by 2032(Collinson
core strategy for destinations looking to grow their International Ltd.). These events not only drive
visitor economies and distinguish themselves in a visitor volume and local spend, but also create
crowded global market. opportunities for storytelling, content creation,
and re-engagement. Likewise, business events are
The 2025 Futures Study highlights a growing becoming more experiential, blending education,
emphasis on sports tourism, cultural festivals, inspiration, and connection in ways that traditional
and business events as avenues for year-round meetings once struggled to deliver.
activation and market diversification. From driving
off-season visitation to aligning with high-yield To remain competitive, destinations are also
traveler segments, events are increasingly used sharpening their approach to incentives and
as strategic tools to meet broader destination readiness. Subvention funds are increasingly
goals. However, success in this space requires used to attract and retain high-value events, while
more than bidding for big-name events. It demands public and private investment is being directed
a purposeful, whole-of-community approach toward upgrading venues, public spaces, and
that considers brand alignment, infrastructure digital infrastructure. At the same time, there is
readiness, community impact, and long-term growing scrutiny over the real costs and benefits
legacy. of hosting major events, making transparency,
evaluation, and community consultation essential.
Destinations that lead in this space aren't just
asking,"Can we host this event?"—they're asking, The role of destination organizations is evolving
"Should we?"The most effective strategies in parallel. No longer limited to event marketing
align event acquisition and development with or logistics, leading organizations are acting as
the region's priority sectors, identity, and long- conveners and catalysts, bringing together rights
term objectives. This could mean targeting holders, venues, businesses, and government to
business events that leverage local intellectual co-create event strategies that reflect shared
DlEs"riINA"rioiNINIEx"r 2025 IFU"rUIRIES s"ru 2461
goals. They are supporting new event creation, nurturing local
talent, and embedding impact objectives, such as legacy programs,
accessibility, and sustainability into the planning process from the
start.
In this next era of event strategy, the winners won't be those who host
the most events, but those who host the right ones. Destinations that
approach events with clarity, creativity, and community at the center
will unlock not only economic growth, but enduring brand strength
and social impact.
Relevant Trends :
#14 Destination organizations are increasing their focus on
sports tourism and major cultural events for short and long-
term diversification of the visitor market.
/ll is
�,1 2 1 Competition among destinations is increasing incentives
and subvention funds for business events, cultural events
and sports tourism.
Relevant Strategies :
# „0 Develop and support new events that enhance destination Imp
brand, attract visitors, and support the local economy.
#14 Leverage our region's priority economic sectors to generate
business events.
%�"%����` Increase efforts to develop the re ion's sports tourism
f�! ,f� p g� p
market.
;/;20 Increase use of incentives to attract business events,
cultural events and/or sports tourism.
/ill is
�'�2 1 Evaluate and increase readiness to host major events.
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Advancing Regeneration and
Building Long-Term Resilience
Across the globe, destination organizations are This inconsistency reflects a broader challenge:
grappling with a growing imperative: to build a sustainability and regeneration mean different
visitor economy that delivers economic, social, and things to different places. That's why destination
environmental value—notjust now, but for the long organizations must define and advance
term. The pressures are mounting. Climate change regenerative tourism on their own terms—rooted in
is already reshaping travel behaviors. Communities local priorities but aligned with global frameworks
are voicing concerns about overcrowding and like the UN Sustainable Development Goals. It's
rising costs of living. Travelers themselves are not just about protecting the environment. It's
more attuned than ever to tourism's impacts on about preserving cultural heritage, supporting
ecosystems, on culture and on the people who call decent work, fostering inclusive communities,
destinations home. and ensuring every destination remains livable,
welcoming, and viable for generations to come.
The 2025 Booking.com Travel & Sustainability
Report reveals that 84% of travelers consider A key part of this shift involves redefining what we
sustainability important, and more than half are measure. Traditional metrics like hotel occupancy
now actively considering the impact of tourism and visitor spending offer only a narrow view of
on local communities as well as the environment. success. Leading destinations are developing
A clear majority say they want their spending to multidimensional KPIs that also account for
support local businesses, and nearly 70% aspire resident sentiment, environmental health, cultural
to leave places better than they found them. But vibrancy, and long-term economic impact. These
intent isn't enough. Destination organizations indicators not only tell a more complete story
must translate this rising awareness into practical but also build the business case for continued
strategies, clear metrics, and collaborative action. investment in regenerative practices.
That work is underway. From climate-responsive At its heart, this is about leadership. Destination
infrastructure and regenerative tourism models to organizations must be champions of regeneration,
social equity programs and destination-wide KPIs, not only implementing best practices internally but
the industry is shifting from short-term growth equipping partners, policyrnakers, and visitors to
to long-term resilience. Yet progress is uneven. do the same.
In many parts of the world, regenerative tourism
is still viewed as a"nice to have" rather than a
strategic necessity.
DlEs"riINA"rioiNINIEx"r 2025 IFU"rUIRIES s"ru 2463
Relevant Trends :
�f%2 Industry leaders need multi-dimensional KPIs that
go beyond traditional economic metrics to effectively
measure and communicate the industry's full economic,
social, and environmental value.
rr
0 Destinations are prioritizing visitors who deliver greater
economic, cultural, and environmental value, rather than
simply pursuing volume growth.
#24 Destinations are looking at sustainability/regeneration more
broadly, encompassing economic, social, and environmental
impacts.
Relevant Strategies :
7 Establish multi-dimensional data-driven KPIs to measure
and enhance both economic and social impacts of a
sustainable visitor economy.
#17 Develop and implement sustainable tourism practices to
help protect and steward the natural environment.
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rurRirs s"ru 2464
P E F D E . .
Building a Future-Ready Industry
Workforce and Organization
The global visitor economy continues to grow, but To respond, destination organizations must take
the workforce behind it is strained. Long-standing a longer view, strengthening their own internal
challenges around pay, hours, and working teams while also playing a visible leadership role in
conditions have been compounded by housing addressing broader workforce system challenges.
s That means investing in talent development,
shortages, an aging workforce, and growing
creating more inclusive and supportive workplace
competition from other sectors. At the same time,
cultures, and building awareness of tourism as a
destination organizations themselves face growing career path. It means working more closely with
internal demands: more complex mandates, government, industry, and community partners
broader stakeholder expectations, and the need to to advocate for housing and transport solutions
build inclusive, high-performing teams. Addressing that enable people to live and work locally. And it
these workforce and organizational challenges means ensuring that the people representing a
is no longer optional, it's essential for long-term destination reflect the diversity, values, and lived
competitiveness and credibility. experiences of the communities they serve.
At the same time, destination organizations
Survey findings from the 2025 Futures Study themselves must be equipped to meet rising
confirm that labor shortages, workforce retention, internal expectations. As their scope expands, so
and generational shifts are high on the list of too must their leadership, systems, and structure.
industry concerns. Housing affordability is seen as Attracting and retaining mission-driven talent,
a critical barrier to attracting and retaining staff. modernizing internal processes, and building
And equity, diversity, and inclusion have emerged cultures of learning and collaboration will be
not just as HR priorities, but as organizational essential to sustaining high performance. In a
imperatives with real operational and reputational field where burnout and turnover are real risks,
impacts. investing in people isn't just about filling positions,
it's about building resilient, future-ready teams.
Research also shows that many workers in the
industry take pride in their roles and enjoy strong The workforce challenge is not a short-term
connections with colleagues and customers. disruption. It is a defining issue that will shape the
But that pride doesn't always translate to long- ability of destinations to deliver on every other
strategic priority, from experience development
term retention. Workers cite low wages, irregular
to sustainability to stewardship. Destination
hours, limited career growth, and a lack of respect
organizations that lead with purpose, invest in
from customers as key reasons for leaving the people, and build strong internal foundations will
industry. For newer entrants, particularly those be far better positioned to deliver impact for their
who joined during the pandemic, there's often less communities and partners.
satisfaction, less connection, and more churn
(Development Counsellors International).
DlEs"riINA"rioiNINIEx"r 2025 IFU"rUIRIES s"ru 2465
Relevant Trends :
#11 Industry address skilled labor
PPe� �e. generational wo,kPace .nft. a�°'
Relevant Strategies :
Industry Implications :
Evolving Roles, Expanding Mandates,
and New Measures of Success
The DestinationNEXT 2025 Futures Study reveals a visitor economy in transformation—and
destination organizations evolving rapidly in response. As societal expectations, community needs,
and strategic opportunities shift, destination organizations are moving far beyond their promotional
roots. The scope of responsibility is broader. The list of stakeholders is longer. And the definition of
success is being rewritten in real time.
111I°°°`rom II r r 1111ultildilimensilional IIII ,eaders
Destination marketing and promotion remains the foundation. In the 2025 Futures Study survey, it is
ranked as the top role performed by destination organizations today—and projected to remain so in
three years. But what surrounds that core function has changed dramatically. Traditional roles like
brand management, visitor services, and meetings sales remain essential. Yet, new responsibilities
are rising in prominence: data and business intelligence, government relations, product development,
community partnerships, and broader economic development all appear in the top 10"ideal roles'for
destination organizations by 2028.
What's especially notable is the diversification and maturation of these roles. For example, equity,
diversity, and inclusion(EDI)leadership, environmental stewardship, workforce development,
and crisis management are no longer viewed as peripheral. They are increasingly integral to how
destination organizations operate and lead. Roles such as air service development, health and safety
communication, and even film industry development are becoming more common as organizations
position themselves as conveners across a wider range of sectors.
iDirs"riiINA"riioiNiNirx"r 2025 IFU"rUIRIEs s"rL 2467
I Destination marketing 1
2 Brand management 2
3 Community relations and partnership 6
4 Destination information resource 8
5 Data research and business intelligence 3
6 Government relations and policy development
7 Destination and product development 4
8 Industry advocate 7
9 Visitor services 13
10 Meetings and conventions sales 9
11 Leisure sales 11
12 Broader economic development 10
13 Sports tourism development and promotion 12
14 Environmental stewardship 17
15 Equity, Diversity, Inclusion leadership 20
16 Major event partner and developer 16
17 Workforce development 15
18 Crisis management and emergency preparedness 18
19 Convention services 14
20 Air service and route development 19
21 Health and safety resource 21
22 Film and television industry development 22
23 Venue operator 23
24 Other 24
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rurRirs s"ru 2468
Redefining Success in a
Broader Mandate
As destination organizations evolve, so too must the metrics by which their success is judged.
Traditional KPIs like economic impact, overnight visitation, and room nights remain near the top of the
list, but they are no longer sufficient on their own. The 2025 Futures Study survey shows a clear shift
toward a more balanced, multidimensional approach to measurement.
Indicators such as visitor satisfaction, stakeholder engagement, marketing R01, and partner satisfaction
continue to hold weight. But future-focused organizations are placing greater emphasis on metrics
like resident sentiment, community benefits, long-term event legacy, environmental impact, and EDI
outcomes. These are not just"soft"measures, they reflect the broader value destination organizations
are expected to create for their communities and partners.
Importantly, the rising importance of these KPIs signals a shift in mindset. Success is no longer
measured only in volume or visibility, but in shared prosperity, social cohesion, and long-term resilience.
Metrics are becoming tools for alignment, not just accountability but helping organizations navigate
complex trade-offs and ensure their work reflects community priorities and values.
KPIs KPIs
Economic impact of tourism I I Earned media metrics 12 13
Overnight visitation 2 2 Community benefits 1' 11
Room nights generated 3 6 and social impacts
Marketing R01
Leads/referrals to business 14 4
Number of visitors/delegates 5 % Conversion metrics 15
Visitor satisfaction 6 4
Long-term/legacy impacts 16 ''
from events
Stakeholder support
Environmental stewardship 1
and business development
impacts
Hotel performance metrics
Equity, diversity, and inclusion 1
Member/partner
Air service 1 "'
satisfaction `'
Social media metrics 1
Event bid success ratio 2
Resident sentiment 11 9 Venue profits 21
2111,
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rurRirs s"ru 2469
Implications for the Industry
This shift in roles and success measures has three key implications
for the future of the tlestination organization:
I I i
As destination organizations take on more and deliver more, they are reshaping what it means to lead in
the visitor economy. The future will not be defined solely by who brings in the most visitors, but by who
creates the greatest value for their people, their places, and the planet.
IIIIIIIII
Market Segment
(group tour and independent)
(meetings,incentives, Both Market
conventions,exhibitions) Segments
80%
2024 Visitors Facilities
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er
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rofit
19 organization, with
membership
37%
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PPENOIX B
Top 25 Trends
i
iry ni Top 25 Trends
Tourism needs increased advocacy and recognition from government to grow I �� %
economic impact
Industry leaders need multi-dimensional KPIs that go beyond traditional economic 2 Flew
metrics to effectively measure and communicate the industry's full economic, social,
and environmental value
Greater industry, community and government alignment is driving destination
competitiveness and brand
Domestic and regional tourism is becoming a more critical driver of destination 4 Flew
resilience and growth
Resident sentiment and community engagement are critical to maintaining 5
destination alignment
The future desirability of downtowns depends on their evolution into vibrant, multi- 6 Flew
use experience districts that attract residents, workers, and visitors alike
Destination Organization must proactively manage Board and stakeholder 7 Flew
expectations as their roles and responsibilities continue to evolve
Preserving authenticity and distinctiveness is becoming critical as similar or 8 2
standardized tourism offerings threaten destination brand value and visitor
attachment
Geopolitical tensions and nationalism are rapidly altering global travel flows, as 9 Flee%
travelers seek destinations perceived as safe and welcoming
Destinations are prioritizing visitors who deliver greater economic, cultural, and 10
environmental value, rather than simply pursuing volume growth
Industry must address skilled labor shortages, labor pipelines, and generational 11 7
workplace shifts
Communities expect to be more engaged in destination, product and experience 12
development for locals and visitors
Destination Organizations are increasingly developing strategic alliances across 13 Flee%
multiple economic sectors to leverage resources
Destination Organizations are increasing their focus on sports tourism and major 14 2
cultural events for short and long-term diversification of the visitor market
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rUIRIEs s"ru 2476
iry iry ni
Top 25 Trends
Public scrutiny of destination funding is rising, with government allocations and/or 15 Fl w
industry-generated taxes and levies increasingly at risk of diversion
The rise of generative Al is disrupting traditional destination marketing models 16 Flee%
Destination Organizations must adapt to the preferences of younger travelers by 17 Flew
evolving and diversifying their market approaches to capture this generation's
growing spending power
Destination storytelling is increasingly shaped by visitors and local creators, reducing 1
the control traditional DMOs have over brand narratives
Destinations are focusing on improving accessibility for travelers of all abilities 19 2
Shifts in international travel patterns are requiring destinations to diversify and adapt 20 Flew
their market approaches
Competition among destinations is increasing incentives and subvention funds for 21 37
business events, cultural events and sports tourism
The housing crisis is straining workforce availability in the tourism industry 22 z
The rise of the"anytime, anywhere traveler"is blurring the lines between business 23 Z&2
and leisure, with remote work enabling more frequent, extended, and blended travel
experiences
Destinations are looking at sustainability/regeneration more broadly, encompassing 24
economic, social and environmental impacts
Rising social challenges and visible urban issues are harming visitor perceptions and 25 32
weakening both destination brand integrity and economic growth
iDIEs"r INA"riioiNINIEx"r 2025 IFU-rUIRIEs s-rL 2477
I
j
PPENOIX C
i
TopStrategies2a
10,
i
�j
m7illm�� �1 ��� �Mli
Top 25 Strategies
Develop the destination brand rooted in the community's goals, values and I
creative energy to deliver authentic experiences for the customer
Lead destination advocacy by strengthening government relations to shape 2
supportive policies
Strengthen local community engagement and sentiment to build sustainable
support for the visitor economy
Safeguard existing revenue streams while exploring diverse funding sources
to maintain and expand financial stability
Better align tourism and economic development 5
Develop and lead a comprehensive destination master plan that defines 9
long-term strategy while integrating product development initiatives
Establish multi-dimensional data-driven KPIs to measure and enhance both 7
economic and social impacts of a sustainable visitor economy
Leverage data management capabilities and innovative technologies, 8 %&
including generative Al, to enhance business intelligence, marketing, and
community engagement
Embrace adaptability by developing strategies with flexible initiatives that 9 ��
can adjust to a range of potential futures and disruptions
Develop and support new events that enhance destination brand, attract 1
visitors, and support the local economy
Expand organizational mandate to align visitor experiences with resident 11
quality of life and community relevance
Strengthen organizational talent through increased investment in building 12 e
and maintaining a skilled, motivated, and loyal workforce
Ensure clarity on Board roles, development and governance 13 26
Lead initiatives that improve accessibility for people of all abilities throughout 1
the destination
Increase efforts to develop the region's sports tourism market 15
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rUIRIEs s"ru 2479
�j
m7illm�� �1 ��� �Mli
Top 25 Strategies
Lead initiatives to promote tourism as a career path to address industry 18 20
workforce shortages
Leverage our region's priority economic sectors to generate business events 17 19
Develop and implement sustainable tourism practices to help protect and 18 2
steward the natural environment
Expand support for local arts and cultural organizations 18 2
Increase use of incentives to attract business events, cultural events and/or 20 3
sports tourism
Evaluate and increase readiness to host major events 21
Support improvement of regulatory compliance including short-term rentals 22 142
Foster neighborhood development through enhanced support and promotion 23 2
for local small businesses and community groups
Pay close attention to safety, health, and security as a strategic consideration 24 z
Develop a more comprehensive crisis management strategy 25 %u&a
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Trends by Region
1. Tourism needs increased advocacy and recognition from government to I 1 1
grow economic impact
2. Industry leaders need multi-dimensional KPIs that go beyond traditional 3 2 2 12 2
economic metrics to effectively measure and communicate the
industry's full economic, social, and environmental value
3. Greater industry, community and government alignment is driving 8 5 3 7
destination competitiveness and brand
4. Domestic and regional tourism is becoming a more critical driver of 2 13 8 11 2
destination resilience and growth
5. Resident sentiment and community engagement are critical to 7 8 11 1 8
maintaining destination alignment
6. The future desirability of downtowns depends on their evolution into 4 17 8 15 18
vibrant, multi-use experience districts that attract residents, workers,
and visitors alike
7. Destination Organization must proactively manage Board and 5 14 14 10 22
stakeholder expectations as their roles and responsibilities continue to
evolve
8. Preserving authenticity and distinctiveness is becoming critical as 8 7 10 8 1
similar or standardized tourism offerings threaten destination brand
value and visitor attachment
9. Geopolitical tensions and nationalism are rapidly altering global travel 8 8 15 18 5
flaws, as travelers seek destinations perceived as safe and welcoming
10. Destinations are prioritizing visitors who deliver greater economic, 14 4 17 5 1
cultural, and environmental value, rather than simply pursuing volume
growth
11. Industry must address skilled labor shortages, labor pipelines, and 12 28 8 4 10
generational workplace shifts
12. Communities expect to be more engaged in destination, product and 18 8 4 8 2O
experience development for locals and visitors
13. Destination Organizations are increasingly developing strategic alliances 13 20 7 17
across multiple economic sectors to leverage resources
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rUIRIEs s"ru 2482
Trends by Region
14. Destination Organizations are increasing their focus on sports tourism 10 11 18 25 21
and major cultural events for short and long-term diversification of the
visitor market
15. Public scrutiny of destination funding is rising, with government 11 25 28 24 12
allocations and/or industry-generated taxes and levies increasingly at
risk of diversion
16. The rise of generative Al is disrupting traditional destination marketing 18 3 12 28 2
models
17. Destination Organizations must adapt to the preferences of younger 15 22 18 18 2
travelers by evolving and diversifying their market approaches to
capture this generation's growing spending power
18. Destination storytelling is increasingly shaped by visitors and local 17 12 21 22 1
creators, reducing the control traditional DMOs have over brand
narratives
19. Destinations are focusing on improving accessibility for travelers of all 18 15 20 13 11
abilities
20.Shifts in international travel patterns are requiring destinations to 22 18 5 8 1
diversify and adapt their market approaches
21. Competition among destinations is increasing incentives and subvention 21 24 22 20 15
funds for business events, cultural events and sports tourism
22.The housing crisis is straining workforce availability in the tourism 20 10 2 2 24
industry
23. The rise of the"anytime, anywhere traveler'is blurring the lines between 23 27 18 14 17
business and leisure, with remote work enabling more frequent,
extended, and blended travel experiences
24. Destinations are looking at sustainability/regeneration more broadly, 25 21 23 2 7
encompassing economic, social and environmental impacts
25. Rising social challenges and visible urban issues are harming visitor 24 18 24 23 28
perceptions and weakening bath destination brand integrity and
economic growth
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rUIRIEs s"ru.a 2483
Strategies by Region
1. Develop the destination brand rooted in the community's goals, values 1 3 1
and creative energy to deliver authentic experiences for the customer
2. Lead destination advocacy by strengthening government relations to 2 5 2 8 1
shape supportive policies
3. Strengthen local community engagement and sentiment to build 4 7 12 5 17
sustainable support for the visitor economy
4. Safeguard existing revenue streams while exploring diverse funding 3 8 8 11 30
sources to maintain and expand financial stability
5. Better align tourism and economic development 5 13 5
6. Develop and lead a comprehensive destination master plan that defines 7 1 8
long-term strategy while integrating product development initiatives
7. Establish multi-dimensional data-driven KPIs to measure and enhance 8 4 11 2 2
bath economic and social impacts of a sustainable visitor economy
8. Leverage data management capabilities and innovative technologies, 8 2 3 7 1
including generative Al, to enhance business intelligence, marketing,
and community engagement
9. Embrace adaptability by developing strategies with flexible initiatives 8 12 18 10 11
that can adjust to a range of potential futures and disruptions
10. Develop and support new events that enhance destination brand, attract 13 8 1 8 18
visitors, and support the local economy
11. Expand organizational mandate to align visitor experiences with resident 10 8 21 18 8
quality of life and community relevance
12. Strengthen organizational talent through increased investment in 11 11 22 8 15
building and maintaining a skilled, motivated, and loyal workforce
13. Ensure clarity on Board roles, development and governance 12 10 28 18 2
14. Lead initiatives that improve accessibility for people of all abilities 18 17 23 13 12
throughout the destination
15. Increase efforts to develop the region's sports tourism market 14 15 2 28 34
iDlEs"riiINA"riioiNINIEx"r 2025 IFU"rUIRIEs s"ru 2484
Strategies by Region
16. Lead initiatives to promote tourism as a career path to address industry 17 23 10 20 1
workforce shortages
17. Leverage our region's priority economic sectors to generate business 18 15 7 18 7
events
18. Develop and implement sustainable tourism practices to help protect 20 14 15 12 5
and steward the natural environment
19. Expand support for local arts and cultural organizations 15 20 18 27 24
20. Increase use of incentives to attract business events, cultural events 21 18 14 15 1
and/or sports tourism
21. Evaluate and increase readiness to host major events 22 21 4 23 21
22. Support improvement of regulatory compliance including short-term 18 32 28 31 2
rentals
23. Faster neighborhood development through enhanced support and 23 33 20 14 31
promotion for local small businesses and community groups
24. Pay close attention to safety, health, and security as a strategic 25 31 18 17 18
consideration
25. Develop a more comprehensive crisis management strategy 24 28 25 24
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Global Advisory
Committee
Destinations International and MMGY NextFactor would like to thank
the Destinations International Foundation for support of this project
and the members of the DestinationNext 2025 Global Advisory
Committee, which was established to lead this important
industry initiative. '
Regional Co,,,,,,,Chairs Adv iii ur°, Group u Ill li iir'
Melvin Tennant ''s is 'a i f i
Meet Minneapolis "
Leonie Ashford
Tourism New Zealand Business Events
Martha Sheridan
Meet Boston Nichapa Yoswe • "
Thailand Convention& Exhibition - - -
Nancy Small Bureau
Tourism Richmond Shin Nakamura
ANA Research
Victoria Clarke Shin Osuka '
Tourism Mississauga Japan Travel&Tourism Association
Yrjotapio(Y.T.)Kivisaari Tetsuya Katajima
Visit Oulu Japan Travel&Tourism Association
Dario Flota Ocampo '
Yucatan Travel Michael Crockatt
Tourism Ottawa
Peter Lee
Goyang Convention & Stephanie Clovechok
Discover Saskatoon
Visitors Bureau
iDEs"riiNATiioNNEx"r 2025 IFU"r IREs sTL 2487
Terry Smith Adrien Genier Unilted States at Airnerica
Destination Cape Breton Geneva Tourism&Convention
Foundation Scott White
Andrew Weir Visit Greater Palm Springs
Destination Toronto Rosa Bada
Barcelona Turisme Kyle Edmondson
Royce Chwin Visit Lake Charles
Discover Vancouver Sam Johnson
Dublin Convention Bureau Stacy Brown
Paul Nursey Visit Shreveport-Bossier
Discover Greater Victoria Jonathan Gomez
MalagaTourism Authority Angela Val
Paul Bugge Visit Philly
Destination St John's Eric van Essen
Rotterdam& Partners Kathleen Davis
Alisha Reynolds Texas Association of Convention and
Tourism Calgary Christine Schoenbuber Visitor Bureaus
Tourismus Marketing GmbH
Leslie Bruce Baden-Wurttemberg Tammy Canavan
Banff&Lake Louise Tourism Visit Seattle
Anders Nyland
Barrett Fisher Visit Bergen Marcus Carney
Tourism Whistler Visit Yuma
Ross McAuley
Play Qiddiya Sarah Howard
' ° °"A Visit Pleasant Prairie
o „ A
Vicki Cimino
Peter de Wilde '% ,' Discover Newport
Visit Flanders
Jacqueline Mora Bennish Brown
Rory Archibald Tourism Ministry Dominican Republic Visit Augusta
Visit Scotland
Maria Jose Abuabara Julie Coker
Bettina Reventlow-Mourier ProColombia New York City Tourism
Wonderful Copenhagen
Francisco Moreno Villafuerte
Matthias Schultze Ciudad Juarez
German Convention Bureau
Maria Clara Faciolince
Maya Janssen Cartagena de Indias CVB
Amsterdam& Partners
Boris Iraheta
Patricia Yates Central America Tourism Agency-CATA
Visit Britain
David Manllo
Petra Stusek Latin Association of CVBs
Ljubljana Tourism
Mauricio Magdaleno
Fiorenza Lipparini Cluster de Turismo Monterrey
Milano& Partners
Toni Sando
Daniela Kolesa LINE Destinos&Visit Sao Paulo
Vienna Tourist Board
Bruno Reis
Kerstin Bock EMBRATUR-Brazilian Tourist Board
Visit Berlin
Silvana Gomes
EMBRATUR-Brazilian Tourist Board
iDEsTiiNATiioNNExT 2025 FUTUIREs sw 2488
1
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Survey Participants
Argentina Salvador Destination Regional Tourism Organization Four Inc.
Ente de Turismo Unedestinos Rove
Ciudad de Buenos Aires
Vaniza Schuler Consultoria RTO3 Hamilton Halton Brant
Hilton Hotel Mendoza
Mendoza Bureau RTO4
Paragonia D&M d a Tourism Barrie
Plan A Direccion de Eventos Banff& Lake Louise Tourism
Rosell Boher Lodge Tourism Calgary
Visit Buenos Aires Destination Canada Tourism Canmore Kananaskis
Destination Cape Breton Tourism Chilliwack
Mu,odt I i a Destination Greater Victoria
Tourism Jasper
Art Gallery of New South Wales Destination Markham+C37
Tourism Lethbridge
City of Melbourne
Destination Northern Ontario
Queensland Country Tourism Tourism Richmond
Destination St.John's
Tourism Whistler
Mu,s t r i a Destination Toronto
Tourism Windsor Essex Pelee Island
Vienna Tourist Board Destination Vancouver
Travel Alberta
Discover Halifax Travel Drumheller Marketing
Discover Saskatoon Association
CAINCO
Discover Surrey Visit Mississauga
/ i Explore Edmonton
Brasilia a Re iao Convention
9� Gaining Edge
&Visitors Bureau Arica Siempre Activa A.G.
Inter Ocean Inc.
Embratur Aysen Bureau
Kingston Accommodation Partners
Espirito Santo Convention Boda de Destino
&Visitors Bureau Meet PEI
Click Iatam-Santiago mice
Fundagao 25 de Janeiro Tourism Lethbridge
Destino Lab
GRU Convention Ontario's Southwest Regional
Tourism Organization IP Santo Tomas
Interamerican
Ottawa Tourism
Lets Go Travel
Parksville Qualicum Beach Tourism
Prefeitura Municipal de Foz do Iguagu
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Survey Participants
d)"' Fenalco Nacional
Municipalidad de San Fabian Greater Medellin Convention&Visitors OPC
Bureau
Sabor&Saber
Green Destinations Colombia D o„nrr"i,ark
Santiago MICE Bureau
Hotel Boutique Patio Corao Copenhagen Convention Bureau
Sernatur Regionde Los Lagos
Incontacto Group NAO
Travel MICE Solution
Invest in Santa Marta
UTEM � ,,ut,
JLQ Consulting "�n
Cluster Turistico y Productivo
Ocean Brokers de Barahona
Acodres Cartagena-Bolivar Pereira Convention Bureau
Eos Asociaciones
Agencia de Promocion Destino ProColombia
Punta Cana Corazon
Santander
Restaurante PaloSanto
Agencia Viajes y Turismo Cartagena
Magica Rodil Boutrous Sas E c,,..),,a d o r
Alianzas para la Abundancia Royaltours Meet Your Way
Asociacion de la Industria de Ferias y Secretaria de Turismo de Cartagena
Exposiciones de Colombia , -, I
Secretaria de Turismo y
Asoeventos Entretenimiento de Medellin Corporacion Salvadorena de Turismo
Bureau de Convenciones de Bogota Senora de la Candelaria y Amigos SAS Agencia de Promocion Turistica de
Centroamerica-CATA
Camara de Comercio de Barranquilla Tribo SAS
Camara de Turismo de El Salvador
Camara de Comercio de Medellin Universidad del Sinu
Federacion de Empresarios Turisticos
Canal Cartagena (FETUR)
a,h,
Cartagena de Indias CVB
Costa Rica Destination Management
Cartagena Magica Company
Guanacaste Destination Marketing 9 Estonian Convention Bureau
Organization
CorporacionTurismo Cartagena de
Indias Asociacion Costarricense de
Profesionales en Turismo Linnan Kehitys Oy
Fenalco Bolivar
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Survey Participants
e ;,,any Hakone Tourist Association —���fQAA�±�Q�������
German Convention Bureau Higashikishu Regional Organization �t� fQl�a� ✓�Y�� -�
Himeji Convention&Visitors Bureaute —p—
Hiraizumi Ichinoseki DMO %��a, Q1'r7 � �✓�✓✓�
Organizacion,S.A. —p—
Hiroshima Convention&Visitors Bureau
rtf
Izu City Industrial Promotion Council
Cluster MICE Tegucigalpa Izu Peninsula Geopark Tourism Bureau
Japan Travel&Tourism Association
KamaishiDMC CNET Puebla
Budapest Convention Bureau Kirinnomachi Tourisum Bureau
Visit Yucatan
Maruyama Co., Ltd. Tip Tours DMC
Iceland
NEC Solution Innovators, Ltd. ControlTur DMC
Visit Reykjavik
Nozawaonsen Mountain resort bureau Mexico Extraordinario Radio TV
Ritto Tourism Association OCC Queretaro
Dublin Convention Bureau Sapporo Convention Bureau Yucatan Travel
Failte Ireland Shimabara Tourism Bureau Tree Alliance
Shiojiri City Tourism Association Fideicomiso Turismo Nuevo Leon(OCV
SURUGA Marketing&Tourism Bureau Monterrey)
Tokyo Convention&Visitors Bureau Yucatan Meetings
Convention Bureau Italia
Toyohashi Visitors Convention IFAHTO
Milano& Partners
Association Direccion de Promocion Turistica
WiMA/11— ' � Centro Internacional de Congresos de
—Wiffl /k Yucatan
V/71-�
Akita Inu Tourism Cluster de Turismo de Monterrey
Akita Shirakami Tourism Fideicomiso de Turismo, Estado San
Fukushima City Tourism&Convention WifflAh-L L �5 tWUMIM0
Luis Potosi
Association �WiMAM MI
WO
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Survey Participants
San Luis Potosi Instituto NicaragOense de Turismo Turizem Ljubljana
SAC
,v
Direccion de Turismo de Ciudad Juarez
INADEH Cape Town Tourism
Guadalajara Convention&Visitors
Bureau Horizons Ahead
; `
Cluster de Servicios Turisticos de
Durango g t),ay Gubi Consulting SL
Oficina de Convenciones y Asuncion Convention&Visitors Bureau Malaga Tourism Board
Visitantes de Monterrey
Torspain
OCV Tampico
Per Turisme de Barcelona
Conexa Meetings
Parro Experience
Los Cabos Tourism Board d e n
Universidad de San Martin de Porres
Nikaui Parras Destinations International
Producciones Eirl
Caribe Mexicano Convention Malmo Convention Bureau
&Visitors Bureau Lima Convention Bureau
Direccion de Turismo de Santa Parro Producciones ,z , , ,
Catarina, Nuevo Leon Buro de Convenciones de Iquitos
Event Design Collective GmbH
Viajes Chiapas DMC
Expressa Events U n i"to,.o, K i ,,
��>�o�o r �
OCV Chiapas , , F; Visit Belfast
Algarve Tourism Bureau Visit Scotland
Rotterdam Partners ,
NHL Stenden Qiddiya Investment Company
Wellington NZ
Tourism New Zealand ` p`°ir"
Singapore Tourism Board
iDEsTiiNATiioNNExT 2025 IFUTUIREs sm 2493
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M M A
Survey Participants
United States Choose Lansing Discover Green Bay
1000 Islands International Tourism City of Columbia Convention&Vlsitors Discover Jackson
Council Bureau
Discover Kalamazoo
AFAR City of Lufkin
Discover Monroe-West Monroe
AJR Media Group Clermont County Convention&Visitors
Discover Newport
Bureau
Archer Strategic Partners
Daytona Beach Area Convention& Discover Puerto Rico
Auburn-Opelika Tourism Visitors Bureau Discover Saratoga
Aurora Area Convention&Visitors Destination Ann Arbor
Discover The Palm Beaches
Bureau
Destination Ann Arbor Discover Vail
Bellingham Whatcom County Tourism
Destination Augusta Downtown Brookings
Beverly Hills Conference&Visitors
Bureau Destination Bryan Elkhart County Convention&Visitors
Birch Run Area Convention&Visitors Destination Cleveland Bureau
Bureau Destination DC Endless Mountains Visitors Bureau
Black Hills& Badlands Tourism Destination Gettysburg Experience Champaign-Urbana
Association
Destination Madison Experience Grand Rapids
Bloomington Minnesota Travel&
Tourism Destination Mansfield-Richland County Experience Kissimmee
Breckenridge Tourism Office Destination Marketing/Development Experience Olympia& Beyond
Consultant Experience Prince Geor e's
Cabarrus County Convention&Visitors p g
Bureau Destination Media, Inc Explore Brookhaven
Calvert County Economic Development Destination Niagara USA
Explore Butte County
Carbon County Visitors'Council Destination North Myrtle Beach
Explore Evansville
Caribe Hilton Destination Panama City(PCCDC) Explore Fairbanks
Charlotte Regional Visitors Authority Destination Rogers
Explore Houma
Charlottesville Albemarle Convention& Destinations International
eXplore Lawrence
Visitors Bureau
Discover Albany Explore Minnesota
Chattanooga Tourism Co.
Discover Crystal River Florida Explore Newnan-Coweta Inc
Choose Chicago
Discover Durham Explore St. Louis
iDESTiiNATiiONNExT 2025 FUUIREs sw 2494
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Survey Participants
1 n,it e; S t a nt)e d',,, Hancock County Tourism&Visitor Meet Boston
Center
Explore Western Mass Meet Minneapolis
Heritage Corridor Destinations
Finger Lakes Visitors Connection meetNKY I Northern Kentucky Tourism
Hocking Hills Tourism Association
Fort Smith Convention&Visitors Mt. Pleasant Area Convention&Visitors
Bureau Houston First Corporation Bureau
Fox Cities Convention&Visitors Bureau Huntingdon County Visitors Bureau Naples, Marco Island, Everglades
Convention&Visitors Bureau
Fredericksburg Convention&Visitor Huntington Area Convention&Visitors
Bureau Bureau New Orleans&Company
Glacier Country Tourism Regional Huntsville/Madison Convention& North Little Rock Visitors&Convention
Tourism Visitors Bureau Bureau
GO Laurel Highlands Huntsville/Madison County Convention Ocala/Marion County Visitors&
&Visitors Bureau Convention Bureau
Go Providence
Irving Convention&Visitors Bureau Ohio Travel Association
Golden Isles Visitor&Convention
Bureau Janesville Area Convention&Visitors Oklahoma City Convention&Visitors
Bureau Bureau
Go Providence
Kaua'i Visitors Bureau Pierce County Economic Development
Go Rockford Department
Lafayette Convention&Visitors
Great Lakes Bay Regional Convention& Commission Pocono Mountains Visitors Bureau
Visitors Bureau
Livingston Co. Convention&Visitors Port Aransas Tourism Bureau&
Greater Freeport Partnership Bureau Chamber of Commerce
Greater Ontario California Los Angeles Tourism&Convention Punta Gorda/Englewood Beach Visitor
Greater Raleigh Convention&Visitors Board &Convention Bureau
Bureau Louisiana Office of Tourism Regional Office of Sustainable Tourism
Greater Raleigh Convention and Visitors Louisville Tourism Richmond Region Tourism
Bureau
Las Vegas Convention&Visitors River Parishes Tourist Commission
Greater Wilmington Convention& Authority
Visitors Bureau Shelly Green, LLC
Maine Office of Tourism
Greenbrier County Convention and Shipshewana/Lagrange County Visitor
Visitors Bureau, Inc. Marin Convention&Visitors Bureau &Convention Bureau
Gulf Shores&Orange Beach Tourism MediaOneDigital Shores&Islands Ohio
Hamilton County Tourism Inc.
iDEsTiiNATiioNNExT 2025 Fu."rUIREs sw 2495
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Survey Participants
n i,;o, ; , „a i Visit Annapolis&Anne Arundel County Visit Dublin Ohio
Shreveport-Bossier Sports Commission Visit Austin Visit Eau Clire
SoIN Tourism Visit Baltimore Visit Fargo-Moorhead
Somerset County Business Partnership Visit Bellevue Visit Florida
Steamboat Springs Chamer Visit Bellingham Visit Florida Keys/Monroe County TDC
Steuben County Convention&Visitors Visit Beloit Visit Fort Collins
Bureau
Visit Bentonville Visit Fort Wayne
The Happy Valley Adventure Bureau
Visit Bloomington Visit Grand Junction
The Palm Beaches
Visit Boise Visit Greater Lima
Think Iowa City
Visit Boulder Visit Greater Palm Springs
This Is Cooperstown
Visit Brookings Visit Hattiesburg
Tillamook Coast Visitors Association
Visit Buffalo Niagara Visit Haywood
Town of Ocean City Maryland
Visit Camarillo Visit Hendricks County
Travel Butler County
Visit Carlsbad Visit Hot Springs
Travel Juneau
Visit Central Florida Visit Indy
Travel Lane County
Visit Charlevoix Visit Ithaca
Travel Marquette
Visit Cheyenne Visit Joplin Convention&Visitors
Travel Michigan Bureau
Visit Chicago Southland
Travel Santa Ana Visit Kansas City Kansas
Visit Cincy
Traverse City Tourism Visit KC
Visit Clarksville
Trumbull County Tourism Visit Colllege Station Visit Lafayette-West Lafayette
Tulsa Regional Tourism Visit Lake Charles
Visit Colorado Springs
Veneto Collaboratory Visit Lake County
Visit Corpus Christi
Vermont Dept. of Tourism& Marketing Visit Dallas Visit Las Cruces
Visit Alexandria Visit Lauderdale
Visit Dana Point
Visit Anaheim Visit Lenawee
Visit Denver
Visit Anchorage Visit Lodi
iDEsTiiNATiioNNExT 2025 Fu."rUIREs sw 2496
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Survey Participants
1nited , ,,,,,, in) Visit Shreveport-Bossier Ur
Visit Longmont Visit South Bend Mishawaka Ministerio de Turismo de Uruguay
Visit McMinnville Visit Spokane
Visit Mesa Visit Springfield, MO
Visit Milwaukee Visit St. Pete Clearwater
Visit Mobile Visit Stillwater
Visit Mooresville Visit Sun Valley
Visit Muskegon Visit Syracuse
Visit Myrtle Beach Visit Tampa Bay
Visit NC Visit Temecula Valley
Visit Newport Beach Visit The Northshore
Visit Ogden Visit Tri-Cities
Visit Omaha Visit Tucson
Visit Overland Park Visit Virginia's Blue Ridge
Visit Panama City Beach Visit Watertown
Visit Pasadena Visit Wausau
Visit Phoenix Visit Wichita
Visit Quad Cities Visit Winston-Salem
Visit Raleigh VisitLEX
Visit Sacramento VisitPITTSBURGH
Visit Salt Lake Walton County Tourism
Visit San Jose Wert Marketing Group
Visit Sarasota County White Mountains Attractions
Association
Visit Savannah
Wilmington& Beaches Convention&
Visit Seattle Visitors Bureau
Visit Shenandoah Texas Yakima Valley Tourism
iDEsTiiNATiioNNExT 2025 IFUTUIREs sn 2497
2498