Futures Study 2019

A Strategic Road Map for the Next Generation of Global Destination Organizations

FUNDED BY

DestinationNEXT Project Team:

Project Managers

Paul Ouimet – ­MMGY NextFactor Greg Oates – MMGY NextFactor

Team Members

Bruce MacMillan – Bandwidth Management Gregg Talley – Talley Management Group, Inc. Paul Vallee – GainingEdge Ana María Viscasillas – Business Tourism Services Andreas Weissenborn – Destinations International Jordan Young – InterVISTAS Consulting Inc.

Copyright 2019 — Destinations International / MMGY NextFactor

ii © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 iii

Jack JohnsonJack Advocacy Officer, Chief International Destinations Director, Executive International Destinations Foundation

Don Welsh Don President and CEO, International Destinations Dear Reader, a strategic — Study our 2019 DestinationNEXT Futures are pleased to present We of global destination organizations. generation road map for the next pace increasing the our industry are rapidly within advancements technological The leaders must continuously and creating new opportunities. Destination of change organization your will support and this study look to the future to remain relevant, in that effort. in 2014, the Destinations 100th anniversary During Destinations International’s the most released its first DestinationNEXT Futures Study, International Foundation Since history. foundation’s and insightful report of its type in the comprehensive again in 2019 to shape the 2017 and now that release, we updated the report in a clear report has provided Each world. plans of our members around the strategic they are employing. strategies destinations are going and the plan for where opportunities — three transformational focuses on 2019 Futures Study The — to help and digital conversion community alignment destination stewardship, that believe We decisions for the future. destination leaders formulate strategic to these opportunities collectively all three of destination leaders need to leverage lead their organizations. effectively the findings to team and use to read through the report with your you invite We a successful future. destination organization toward guide your Sincerely, Table of Contents

Executive Summary...... vi

Introduction...... 1

Work Plan...... 3

Advisory Panel Takeaways...... 5

Survey Profile...... 9

Top 25 Trends...... 13

Future Map...... 15

Top 25 Strategies...... 17

3 Transformational Opportunities...... 19

1. Destination Stewardship...... 21

2. Community Alignment...... 25

3. Digital Conversion...... 29

Strategy Variances by Region...... 33

Scenario Model & Assessment Tool...... 37

Appendices...... 41

iv © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 v

Greg Oates Greg Oates SVP Innovation, NextFactor MMGY

August 2019 Paul Ouimet President, Partner, NextFactor MMGY Managing Director, DestinationNEXT, International Destinations It is our pleasure to present the DestinationNEXT 2019 Futures Study. Our industry Futures Study. present the DestinationNEXT 2019 It is our pleasure to we face emerging but today and development, of growth years has enjoyed us to adapt are forcing pressures that social and environmental economic, political, to new realities. into the major is a deep dive 2019 Futures Study DestinationNEXT The and management leaders in these opportunities for destination marketing a project intended to provide times. It is an ambitious global changing dramatically heading into the future. roadmap for destination organizations 50 countries. in over more than 500 industry and community leaders surveyed We takeaways The industry. completed in our ever survey the most extensive was This forward. size organization moving direction for any strategic provide Tool Assessment Scenario Model and Supplementing that, the DestinationNEXT has MMGY NextFactor their destinations. evaluate helps stakeholders strategically This of destinations around the world. led more than 200 detailed assessments now present and challenges additional insights into the opportunities many has provided markets. in both the leisure and business event the Destinations the important contributions of like to acknowledge would We possible. funding has made DestinationNEXT whose International Foundation, and advice Their Council. Advisory to our to express our gratitude also want We been invaluable. support have truly, Yours Dear Reader, Executive Summary

DestinationNEXT 2019 Futures Study

Destination organizations today are For 2019, more than 500 destinations in over 50 collaborating more closely with their local countries contributed to this year’s rankings of 52 trends communities to define a shared vision for the and 64 strategies. future that provides long-term benefits for both key stakeholders and residents. The survey data was then used to develop the following three transformational opportunities to help destination There is also a much greater emphasis on leaders formulate strategic decisions heading into the community-driven destination development future. Together, they provide an integrated framework that aligns around the three integrated designed to both grow the visitor economy and support pillars of economic, social and environmental the mandates of local government, industry and sustainability to drive competitive advantage community organizations. in today’s global visitor economy. 1. Destination Stewardship Lastly, the increasingly sophisticated Balancing economic development, sustainable digitization across the industry is connecting tourism and quality of life. destination partners and individual consumers more directly than ever before. 2. Community Alignment Building public support around a shared vision for Those are the primary themes in the DestinationNEXT the destination. 2019 Futures Study, produced by MMGY NextFactor on behalf of Destinations International. 3. Digital Conversion Connecting with visitors on mobile devices to drive The 2019 Futures Study is based on a global survey real-time sales in-destination. that asked destination leaders worldwide to rank a predetermined series of visitor industry trends in terms of their relevance for their specific region. Participants were also asked to rank a number of strategies by importance that destination organizations are using to accelerate or manage visitor growth, based on those trends.

vi © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 Strong Destination Trailblazers vii Mountaineers Since 2015, more than 200 destinations worldwide worldwide destinations 200 than more 2015, Since the assessment. completed have MMGY demand, growing and success that Based on soon be releasing, will and developed, has NextFactor assessment DestinationNEXT dedicated three new for specifically created surveys revised with models cities. small and destinations, luxury cities, global of DestinationNEXT, launch the since years five just In we ways in evolved has economy visitor the global help will here insight The imagined. have could never more the future navigate organizations destination all provided data based the empirical on strategically throughout. Alignment Alignment Weak Community Weak Strong Community o V yagers Explorers Weak Weak Destination Scenario Model Scenario The present DestinationNEXT 2019 Scenario Model Scenario 2019 DestinationNEXT present The That years. previous from unchanged mostly remains bringing for its as effectiveness a platform illustrates and organizations civic leaders, government together road a strategic co-create to stakeholders key other destinations. their of the future for map TheDestinationNEXT 2019 also framework includes a Scenario Model that assesses the destination of strengthlevels and community relation economy, the to in visitor alignment based for each. on 10 variables weighted data fromThesurvey the assessments is used plot to the destination one the in of four quadrants the up making Scenario Model. Each thoseof four specific scenarios have strategies employ should organizations destination that addressto challenges and opportunities. Introduction

A Changing World

From an industry perspective, much of the non-industry community at large (referred to as available insight informing the future direction “community” moving forward). They’re investing of destination marketing and management is time and resources in community-driven destination highly fragmented. development and expanding their networks among a wider breadth of local organizations outside the To help address that, the DestinationNEXT hospitality and tourism industry. 2019 Futures Study is a comprehensive and integrated framework of data-driven This serves many purposes. It accelerates equitable intelligence for destination organizations of all economic development, and it provides more sizes, models and budgets. opportunities for more people in more neighborhoods. It also helps validate public funding, improve The Futures Study is designed to support resident sentiment, build stronger communities, strategic decision-making that aligns with any inspire the next generation of young leaders, protect individual organization’s mandates in almost local resources, support workforce attraction and any region of the world. development, and elevate the destination brand, among many other things. Those mandates are wide ranging. For some destinations, the priority is driving visitor volume and The shift from destination marketing to management spend above all else. For them, room nights, average is not a new conversation. The DestinationNEXT daily rate, per person spend, and citywide event 2019 Futures Study, however, illustrates just how attendance metrics are the key measurements of significantly that trajectory is scaling today, and how success, and everything else is a distant second. organizations worldwide are adapting. The number of new trends and strategies this year, and how others Many other destination leaders, meanwhile, are from previous years have moved up the rankings, expanding the definition of why they do what they validate how many industry leaders are now much do. They measure visitor volume, naturally, but there’s more intentional about destination management. increasing focus on qualitative performance indicators that speak to their organization’s relationship with The most progressive organizations today are local residents and community organizations. positioning themselves as a shared community value, with an integral role in uplifting a greater scope of These destination leaders are prioritizing greater different audiences — both local and global. There’s collaboration and alignment with local government, also a much more focused sense of purpose around key industry stakeholders, civic leaders, and the

1 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 2 destination leaders can embrace this vision, but destination leaders can embrace is coming together around a new the industry clearly, doesn’t mean we’re not creative in how we pursue it. in how not creative mean we’re doesn’t much work to be done to clarify and codify how be done to clarify and codify how to work much shared vision and mission for the future. the visitor experience with stronger community buy- the visitor experience with stronger community a compelling business case because we can improve we can improve a compelling business case because DestinationNEXT 2019 Futures Study. There is still There DestinationNEXT 2019 Futures Study. life as a result of our contributions?” of the leaders shared during the development in. Yes, we have a heads-in-beds mandate, but that a heads-in-beds we have Yes, in. And isn’t that our purpose, to create a better quality of And isn’t That was a consistent theme that destination was That organizations are addressing, collectively, the long- organizations are addressing, collectively, with their local of their decisions in collaboration business development in the region. business development Blount-Canavan, Tammy explains business events,” There’s just feel-goods. aren’t engagement initiatives community building is still very much aligned with much community building is still very community and key stakeholders. the traditional mandates for destination organizations, the traditional term economic, social and environmental impacts term economic, social and environmental an entirely new audience for both consumer and President & CEO of the Monterey County Convention President & CEO of the Monterey County Convention integrated sustainability, where more destination where sustainability, integrated in terms of driving higher visitor spend and new in terms of driving & Visitors Bureau. “The time spent on stewardship and time spent on stewardship Bureau. “The Visitors & This greater emphasis on destination management and This “Our Sustainable Moments initiative has created “Our Sustainable Moments initiative Work Plan

Phase 1: Phase 2: 4 Advisory Panels Strategic Radar Map

The DestinationNEXT 2019 Futures Study The top trends were categorized in a strategic radar includes a ranking of 52 marketplace and map, utilized in previous Future Studies, segmented by industry trends driving shifts in the global trends relating to: Customer, Competition, Economic, visitor economy. There are also 64 strategies Social, Policy and Technological themes that destination organizations are employing today based on those trends. The lowest-ranked trends from DestinationNEXT 2017 were eliminated from the list, leaving a total of 52 Work began in January 2019 to update the trends to be considered for 2019. The lowest-ranked Futures Study. To start, MMGY NextFactor strategies from 2017 were also eliminated, leaving a consulted with four expert advisory panels to total number of 64 strategies for 2019. identify new and ongoing shifts in the global visitor economy. The panels included:

1. I ndustry Disruptors Leaders in the sharing economy, social and digital media, data and mobile technology

2. I ndustry Clients Tour operators, meeting planners and event organizers

3. Community Leaders Municipal and state governments, foundations and nonprofits, and civic and cultural orgranizations

4. Destination Leaders Top advisors and consultants in our industry

Together, the MMGY NextFactor team and the advisory panels defined the top 52 trends and 64 strategies. See Appendix A and B for a full list of 52 Trends each. Some of the trends and strategies are new for DestinationNEXT 2019, while others were rolled 64 Strategies over from 2017 because they’re still evolving and impacting the industry in new ways today.

3 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 xperience rategic alliances St Data harvesting Data unities video)-commerce perience V( I Community engaged management of e Content drives brand drives Content & ex el of Importance Destination brand Destination brand influencing decisions thentic travel experience thentic travel Opportunity Au Customized content Customized 5 Smart technology opport Smart technology erage Lev Av I n rnment Community awareness Community awareness ve with destination urism t Go working with to More personalized More personalized informatio ting Young travelers tourism tourism travelers Young footprint awareness siness events collaboration siness sustainability sustainability secure business to Bu tion Millennials influence marke travel za Destinations looking at 4 ansparency & partnerships ansparency & partnerships Influencer marke 5 Tr Air access Controllable influencing Geotargeting & locali Geotargeting MONITOR Peer-to-peer 4 Personal enrichment travel Social media prominence 4 travel transparent travel Technology makes makes Technology MMGY NextFactor completed a cluster analysis of completed a cluster analysis of MMGY NextFactor for a new Future Map results to develop the survey DestinationNEXT 2019. Map is to categorize the purpose of the Future The of how industry and marketplace trends in terms or monitor destination leaders can control, leverage, mitigate them. of the development Future Map informed The for opportunities the three new transformational based on the specific destination leaders today, organizations marketplace and industry trends that can exploit most effectively. Phase 4: Map and Future 3 Transformational Opportunities 3 n party Third informatio 2 Safety & security 1 E AT 2 clutter MITIG Information Uncontrollable xes vulnerable xes based projects 1 alternative politically alternative Hotel ta Hotel to Threat CONTINGENCIES 521 Participants 55 Countries Phase 3: Global Survey The 52 trends and 64 strategies were used to develop 64 were used to develop strategies and trends 52 The survey, the DestinationNEXT 2019 Futures Study the trends and asked respondents to rank which There and importance. in order of relevance strategies questions, were also a number of additional general Appendix D. are included in which distributed to Destinations was survey The other industry International members and several AACB, ECM, mailing lists, including: UNWTO, among others. Travel, PCMA, IMEX and U.S. leaders in A total of 521 destination and industry results The 55 countries participated in the survey. against were then compared of the 2019 rankings the major DestinationNEXT 2017 data to determine the future of the global visitor economy. shifts driving Advisory Panel Takeaways

Leaders and Disruptors

Here are the primary takeaways and top-line insights culled from the four advisory panels. These were crucial for determining the lists of industry trends and destination organization strategies that populated the DestinationNEXT 2019 survey. Panel members provided much more contextual intelligence around the trends and strategies defining the future of the visitor economy, which has been integrated throughout this document.

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will become imperative.” become will 6 Tourism and destination organization leaders leaders and destination organization Tourism and retain attract to steps take will need to analytical and with the appropriate talent will mean competing skill sets. This developmental for skilled talent with established, more aggressively industries. higher paying and sociological evolution The technological and more is faster industry outside the tourism This industry. within the tourism than pervasive is prompting the need for tourism enterprises of all sizes to consider new forms of business relationships partnerships, etc.) with non- (e.g. joint ventures, entities in order to meet visitor and traditional stakeholder expectations. and virtual reality augmented of use Growing artificial of use and more delivery, in content whole The content. customize to intelligence expectations around engagement issue of generational an impact on both will have and education delivery markets. leisure and business event

social and environmental sustainability sustainability environmental social and “Greater focus on integrating economic, economic, integrating on focus “Greater ndustry Disruptors Panel Disruptors ndustry I uniquely are Destination organizations data key and synthesize capture positioned to economy. the visitor outside for organizations and destination data management Developing collaboration analytical capabilities creates high-value stakeholders opportunities with other destination academic economic development, in government, institutions, etc. demand, especially travel strong Continued and in Asia, India middle classes growing from MENA, destination intentional more will force markets will Emerging source stewardship. York, global iconic destinations (e.g. New challenge quality of life and to balance growth, Paris) Venice, community support. economic, social on integrating focus Greater become will sustainability and environmental Both established and emerging imperative. by advantage competitive destinations can drive with the that align collectively strategies developing long-term viability of profit, people and planet. Industry Clients Panel Community Leaders Panel

Safety, security, climate change, and political/ Destination management is becoming a economic realities are now top considerations for key role for destination leaders. Destination choosing destinations, especially for meetings. organizations are taking on more responsibility to The industry is lacking risk management protocols to lead and facilitate future-oriented planning with help stakeholders mitigate threats. stakeholders in their communities.

Meeting and event planners are seeing the Visitor dispersal is a key strategy to manage impact of consolidation within the industry. Hotel high compression levels. Developing experiences consolidation is leading to concerns about competition, in places beyond the main draws for a destination are pricing and negotiations. helping to alleviate impacts.

Planners are demanding a different valuation of Social impacts of tourism and business events their business than “heads in contracted beds,” are becoming more important. Destinations need given shifts in the business and room-sharing. to better understand and plan for the societal effects The industry is long overdue in developing a new shared their industry is having in their communities. vision of success for the future. Although common trends are impacting It is harder to differentiate what really makes a destinations around the world, many destination and its local experiences “unique.” differences exist on the key issues from region There needs to be greater emphasis on community- to region. Flexible and tailor-made destination driven destination and product development. strategies at a local level are key to success.

Sustainability in the industry is increasingly The rise of emerging destinations will continue top of mind, especially for younger generations. to accelerate. Developing destinations and some The industry can do much better in terms of managing completely new destinations are eagerly being sought overall impacts globally and locally. after by leisure visitors and business event groups.

The balance between business event sales and Risk and crisis management is becoming services is out of whack. The destination organization the norm for destinations around the world. sales model is still too traditional, based on dates, rates Matters of safety and security, climate change and and space. There is increased discussion about event international public health are driving destinations outcomes, intellectual capital and knowledge clusters, and destination organizations to ensure they have but too few cities are delivering on that. mitigation strategies in place.

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8 Advancements in artificial intelligence and live live and in artificial intelligence Advancements consumers delivering are platforms inventory and experiences travel personalized more rise of on-demand, The driving higher conversion. with platforms in-destination mobile booking options Airbnb are providing to TripAdvisor from ranging tour and more business opportunities for independent providers. activity and national budgets are regional City, attacking are declining, and governments before. fundingtourism than ever more to having Destination organizations are increasingly funding due to increasing pressures explore alternative also collaborating They’re different entities. from many with local organizations to address an more much expanding scope of social issues in their communities.

will continue to accelerate.” to continue will Destination Leaders Panel Destination Leaders embracing are destination organizations More destination in sustainable role their evolving economic management and equitable Destination organizations are defining development. stewarding their missions as community leaders, urban and of tourism, community, the convergence residents. for the benefit of economic development much and alignment are advocacy Community for destination critical priorities today more are Destination leaders today organizations. the public and increasingly building coalition among sectors around a shared vision for the future of private diversity, prioritizes inclusivity, the destination, which workforce mobility and connectivity, advanced and higher quality of life. development room-sharing bring new Destinations must mobility options and other emerging platforms, and public the fold. Many into technologies of as being afraid are perceived sector leaders private risk of substantive level and taking any real innovation to try new things. increasingly are Destination organizations learn, positioning their cities as a place to and both in the leisure and be inspired, grow proposition greater value The meetings markets. unique of a destination lies within the community’s the and beyond above DNA, lifestyle and cultural attributes of the destination itself. “The destinations emerging rise of Survey Profile

Survey Profile

An extensive global survey was sent to industry leaders in May 2019. It covered four areas: 1. Business and governance profile of the destination organization 2. Key trends impacting the industry and global visitor economy 3. Destination organization strategies in response to key trends 4. Future-proofing the destination organization to adapt to global socio- economic and environmental shifts

The response was strong, with 521 industry leaders in 55 countries participating in the survey. The survey cast a wide net in terms of international coverage as well as the size, mandate and business model of organizations. A complete list of survey participants is included in Appendix G.

9 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 Ukraine Kingdom United States United Uruguay Venezuela Poland Rwanda Serbia Slovakia South Africa South Korea Spain Sri Lanka Switzerland Thailand Participants 521 55 Countries Mexico Monaco Montenegro Netherlands Zealand New Nicaragua Norway Panama Paraguay Peru 10 Guatemala Honduras Iceland Ireland Israel Italy Japan Jordan Macau Malaysia Cuba Denmark Dominican Rep. Ecuador El Salvador Estonia Finland France Germany Greece Albania Argentina Australia Belgium Brazil Canada Chile China Colombia Rica Costa Survey Responses Survey Organization’s Budget Market Responsibility

Leisure travel More than $20M only Less than $1M 9.5% 8.4% Business 24.7% travel $5M- only $20M 18% 26.2%

18% 73.5% $1M-$2M 21.6% Both market segments $2M-$5M

Business Model

Chamber of commerce 2.4%

Public/private partnership

Public authority 9.4% Government organization 4.8% 20.3% Other 9.4%

21.6% 32% Non-profit, no membership Non-profit, with membership

11 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 84% 80% 60% 12 40% ues en 25% V No 20% ue(s) en 66.6% 7% V 6% 4% 3% 1% 0% Other Theater Stadium Museum 33.4% Yes Visitor Information Center Information Visitor Amphitheater/festival space Amphitheater/festival (Based on those that answered “Yes.” Does not add up to 100% due to multiple answers.) multiple 100% due to Does not add up to “Yes.” (Based on those that answered Type of Community-Based Community-Based of Type Organization Manages or Operates Operates or Manages Organization Community-Based Convention/conference center Convention/conference Top 25 Trends

2019 Trends

These are the top 25 out of 52 ranked industry and consumer trends. The change in ranking from DestinationNEXT 2017, or if the ranking is new this year, is indicated for each. The complete list of trends is included in Appendix A. © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019

New ▲23 ▲10 ▼6 ▲7 ▲1 ▲31 New New ▲2 0 ▼2 ▲2 ▲2 ▼1 ▲10 ▲5 ▼1 0 ▲13 ▲39 ▼2 New ▲1 New

14

Influencer marketing is becoming an increasingly essential component of the destination Influencer marketing is becoming an increasingly essential component More third-party information providers aggregating content about destinations. aggregating More third-party information providers customer purchases. influence driving buyer Peer-to-peer multi-departmental perspective dealing with tourism from an integrated, Governments Air access to a destination is a key factor in attracting business. in attracting Air access to a destination is a key factor encompassing economic, more broadly, much Destinations are looking at sustainability Organizations are increasingly developing strategic alliances across multiple economic strategic Organizations are increasingly developing of tourism to of importance are aware More communities and municipal governments Harvesting data and developing business analytics differentiate successful tourism business analytics differentiate successful data and developing Harvesting platform for travelers. apps becoming the primary engagement Mobile devices and Video becomes the new currency of destination marketing and storytelling. destination marketing and storytelling. of currency becomes the new Video Technology makes travel products and services more transparent to the customer. to the customer. products and services more transparent makes travel Technology More information clutter and noise about destinations occurring in the marketplace. of their impact on the communities and environment are more aware travelers Young social and environmental impacts. social and environmental of a destination becoming a more important factor for destination decisions. brand The that is focused on economic development. they visit. marketing mix. Travelers are seeking more personal enrichment, including wellness and wellbeing. including wellness and wellbeing. are seeking more personal enrichment, Travelers Increasing importance of transparency and building partnerships to secure business and building partnerships Increasing importance of transparency Smart technology creating new opportunities for innovative new services and processes. new services and for innovative creating new opportunities Smart technology more prevalent. Geotargeting and localization becoming and management of the destination Communities more engaged in the development Travelers demanding more information, control, interaction and personalized information. demanding more information, control, interaction Travelers and customized destination content. curated Customers increasingly expect highly Content creation and dissemination by the public across all platforms drives the destination drives the public across all platforms dissemination by Content creation and market. the travel in reaching increasing prominence Social media’s Customers increasingly seeking a unique, authentic travel experience. seeking a unique, authentic travel Customers increasingly brand and experience. brand enterprises and destinations. experience. to a destination. resources. sectors in order to leverage and job growth. local economy

Change Rankings Trend 25. 18. 19. 21. 15. 17. 13. 14. 5. 6. 4. 22. 23. 24. 20. 16. 12. 9. 10. 11. 7. 8. 2. 3. 1. Future Map

2019 Opportunities

The top 20 aggregate trends, plus a selection of other top trends from leisure-only and business event-only destinations, were plotted on a Future Map that assessed each trend based on:

• Degree to which the trend is an opportunity or threat to the destination • Degree of control that a destination organization has to influence or capitalize on this trend

Rather than a conventional SWOT analysis, a Future Map helps destination organizations focus on the trends that they can impact or affect. The analysis identified a significant variety of opportunities to exploit, as illustrated in the upper right quadrant of the grid.

15 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 xperience rategic alliances St Data harvesting Data unities video)-commerce perience V( I Community engaged management of e Content drives brand drives Content & ex EXPLOIT el of Importance Destination brand Destination brand influencing decisions thentic travel experience thentic travel Opportunity Au Customized content Customized 5 Smart technology opport Smart technology erage Lev Av I n rnment Community awareness Community awareness ve with destination urism t Go working with to More personalized More personalized informatio ting Young travelers tourism tourism travelers Young footprint awareness siness events collaboration siness sustainability sustainability secure business to Bu tion Millennials influence marke travel za Destinations looking at 4 ansparency & partnerships ansparency & partnerships Influencer marke 5 Tr Air access opportunities to exploit.” opportunities to Controllable influencing Geotargeting & locali Geotargeting MONITOR 16 Peer-to-peer 4 Personal enrichment travel Social media prominence travel transparent travel Technology makes makes Technology 3 n party Third informatio 2 Safety & security 1 E AT 2 clutter MITIG Information Uncontrollable The analysis identified a significant variety of of variety a significant identified The analysis “A Future Map helps destination organizations organizations destination helps Map Future “A focus on the trends that they can impact or affect. or affect. can impact they that on the trends focus xes vulnerable xes based projects 1 alternative politically alternative Hotel ta Hotel to Threat CONTINGENCIES Top 25 Strategies

2019 Strategies

Following are the top 25 ranked destination organization strategies among the 64 strategies overall. Their change in ranking from DestinationNEXT 2017, or if the strategy is new this year, is indicated for each. The complete list of strategies is included in Appendix B. © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019

▼12 ▲11 NEW NEW ▼10 ▼12 ▲2 0 ▼11 ▼8 ▲5 ▲3 ▼1 ▼3 ▲10 ▲33 ▼4 NEW ▼1 ▲2 NEW ▲19 ▲3 0 ▼8

18 experience from awareness to interest to booking to visiting to post-visit. to interest to booking to visiting experience from awareness sustainable development. broaden our networks. more so than one-directional communication. conversations, two-way economy. in a disruptive visitor experience. community. in my My destination organization will connect visitor experience with the quality of life of residents My destination organization will connect visitor experience with the quality My destination organization will put a greater emphasis on market segmentation. My destination organization will be more involved in economic development initiatives. initiatives. in economic development My destination organization will be more involved customers in My destination organization will place greater emphasis on engaging with compete My destination organization will acquire competencies and skillsets to effectively the improve My destination organization will participate more in building platforms to My destination organization will balance the need for growth with responsible and with responsible My destination organization will balance the need for growth in our local community to programs outreach My destination organization will develop business. priority sectors to generate our region’s My destination organization will leverage My destination organization will form more strategic alliances outside the tourism industry. alliances outside the tourism industry. more strategic My destination organization will form and events attracting while have we what to protect strategies My destination will develop all stages of their to connect with customers through ways My destination will develop My destination will better integrate tourism, economic development and talent attraction. and talent attraction. economic development tourism, My destination will better integrate our to protect and steward a key responsibility have My destination organization and destination to a uniform methodology with other destination My destination organization will agree My destination will focus on developing authentic experiences for the customer. experiences for the customer. authentic My destination will focus on developing long-term destination development. a tourism master plan to define My destination will have digital customer engagement primarily around mobile My destination organization will design destination. will be better understood in my of tourism and conventions economic impact The My destination organization will adopt operating standards and consistent measures of standards and will adopt operating My destination organization among our local as conduit to build social networks My destination organization will act manage future tourism considerations. considerations. manage future tourism destination. in my role in advocacy more of a central will play My destination organization to content creation and will focus significant attention My destination organization dissemination strategies. to market into video content more effort and resources will invest My destination organization the destination. other destination organizations. performance with business community. platforms. characteristics. cultural and our authentic social and environment natural organizations to measure economic impact. visitation to our community. My destination organization will enhance our engagement with the local community to will enhance our engagement My destination organization

24. 25. 20. 21. 22. 23. 17. 18. 19. 14. 15. 16. 11. 12. 13. 7. 8. 9. 10. 5. 6. 2. 3. 4. Change Rankings Strategy 1. 3 Transformational Opportunities

We believe that the future of destination organizations revolves around three transformational opportunities. Destination leaders need to leverage all three of these opportunities collectively to effectively lead their organizations today.

1. Destination Stewardship Building public-sector coalition between the visitor industry, economic development agencies, academic institutions, and civic and philanthropic organizations. The goal is to curate more immersive destination experiences, manage sustainable visitor growth, promote equitable economic development, and elevate quality of life and quality of place.

2. Community Alignment Improving resident sentiment and government support around a shared vision for the future to accelerate important destination development initiatives, protect public funding, and improve hospitality culture. The value of the visitor economy and role of destination organizations must be better understood and appreciated.

3. Digital Conversion Developing more video and personalized digital strategies on mobile platforms to improve marketing effectiveness and drive higher sales in real time. Advancements in artificial intelligence, chat and other technologies are connecting industry and visitor audiences in new ways to accelerate conversion in our on-demand world.

19 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 20 The increasingly intense review of public The models reshaping how funding and governance business and destination organizations drive audiences engage their various All of the new and continually evolving macro All of the new and continually evolving and economic social, political, environmental order issues disrupting the world The critical need to include local community The planning, and key stakeholders in strategic destination management and equitable economic development Digital advancements in search, customer in search, Digital advancements intelligence, targeting and engagement, artificial mobile and text chat, mixed realities, voice and other technologies e-commerce understanding globally of A more comprehensive three-pillar sustainability through an integrated, prism aligning long-term economic, social and imp;acts environmental Changing consumer motivations, behaviors and behaviors Changing consumer motivations, marketplace expectations in a highly disruptive economy impacting all facets of the global visitor

6. 5. 4. 2. 3. 1. Together, the three transformational opportunities the three transformational Together, to formulate strategic framework an integrated provide destination organization decision-making in any since evolved have They size or budget. of any DestinationNEXT 2017 based on: “Destination leaders are collaborating more strategically with local organizations to develop more community-driven visitor experiences.”

Destination Stewardship

The most significant shift overall for destination Likewise, destination leaders are collaborating more organizations worldwide is the expanding role from strategically with local organizations and residents to destination marketing to destination management. develop more community-driven visitor experiences. According to the UNWTO in May 2019, “Destination In addition, destination organizations are stewarding management addresses the interactions between their cities through many political, social, economic visitors, the industry that serves them, the community and environmental challenges disrupting the global that hosts them, and the environment (natural, built visitor industry. They’re expanding resources dedicated and cultural).” to developing inclusivity and diversity initiatives; A growing number of destination leaders prefer improving workforce development and customer the term “destination stewardship,” which speaks service training; increasing partner education more to the growing role they have in influencing around emerging technologies and consumer trends; how government, the industry, visitors and residents addressing myriad social issues impacting both the interact, rather than directly “managing” the community and the visitor experience; and a host of destination in any literal sense. other non-sales and marketing responsibilities.

Today, destination organizations are focusing That said, destination stewardship is not about more intentionally on developing new destination distracting destination organizations from their experiences and stakeholder networks that incorporate traditional roles of promoting the region and driving a wider breadth of local companies and organizations, higher visitor volume and spend. including many outside tourism and hospitality. Rather, by expanding their organization’s role in This is because there’s greater awareness today destination development and community building, about how the visitor economy can be leveraged destination leaders can increase sales and marketing more effectively to drive equitable and sustainable opportunities because there’s a more immersive, economic development that benefits a broader connected, multidisciplinary visitor experience, and a spectrum of communities in a destination. more layered brand story to promote to the world.

21 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 The brand of a destination is becoming of The brand destination for factor important a more decisions. dealing with tourism are Governments multi-departmental an integrated, from on economic focused perspective development. of aware more are travelers Young and their impact on the communities experience. they environment looking for are customers event Business with destinations collaboration better business greater achieve to and suppliers outcomes.

22 20. 21. 24. 26. Destinations are looking at sustainability looking at sustainability Destinations are encompassing broadly, more much economic, social and environmental impacts. Air access to a destination is a key factor factor a destination is a key to Air access business. in attracting personal seeking more People are including enrichment in their travels, and well-being. wellness Customers are increasingly seeking a increasingly are Customers experience. travel authentic unique, transparency of importance Increasing secure and building partnerships to a destination. to business

17. 15. 16. 1. 12. Destination Stewardship to Related Trends Redefining Sustainability

Destination stewardship is about embracing a more However, for most people both within and outside comprehensive definition of integrated sustainability, the visitor economy, the concept of sustainability which collectively addresses the long-term economic, is still typically used in relation to environmental social and environmental viability for a destination. stewardship. As the front door to the global visitor It’s about balancing new business opportunities, economy, destination organizations worldwide must visitor growth, environmental responsibility and unite around a more comprehensive definition of quality of life while ensuring that residents across the sustainability in order to guide the future of how region participate in, and benefit from, community- they connect with global citizens more successfully, driven tourism and destination development. inclusively and responsibly.

This is not new. As far back as 2005, the UNWTO The vision statement for the Yukon Government defined sustainable tourism as “tourism that takes full Department of Tourism and Culture in Canada account of its current and future economic, social expresses this long-term perspective well: “Our vision and environmental impacts, addressing the needs is for tourism to be a vibrant, sustainable component of visitors, the industry, the environment and host of the Yukon’s economy and society for the benefit of communities.” future generations.”

Strategies Related to Destination Stewardship

7. My destination will focus on developing 17. My destination organization will balance authentic experiences for the customer. the need for growth with responsible and sustainable development. 8. My destination will have a tourism master plan to define long-term destination 19. My destination organization will leverage development direction. our destination’s priority industry sectors to generate business. 11. My destination will take steps to better integrate tourism, economic development 20. My destination organization will be more and talent attraction. involved in broader economic development projects and initiatives. 12. My destination organization and destination have a key responsibility 22. My destination organization will acquire to protect and steward our natural competencies and skillsets to effectively environment and our authentic social and compete in a disruptive economy. cultural characteristics.

15. My destination will develop strategies to protect what we have while attracting events and visitation to our community.

23 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 24 “My destination organization will enhance our engagement with the local community to manage future tourism considerations.”

Community Alignment

The most effective destination organizations have the destination stewardship initiatives that benefit locals support of government officials and area residents who and visitors. believe that the visitor industry positively impacts the Strong community alignment also helps destination local economy and elevates the overall quality of life organizations protect their public funding, which is for a diverse range of communities. being attacked more aggressively than ever before, Clearly, more destination leaders are aware of this. often, but not always, for politically motivated The #1 and #2 strategies in the 2019 Futures Study reasons. That’s why it’s more critical than ever for are, respectively: 1) My destination organization will destination leaders to show how their organizations enhance our engagement with the local community are engaging and understanding their local to manage future tourism considerations; and 2) My community with the same level of intention directed destination organization will play more of a central at elected officials and industry stakeholders. role in advocacy in my destination. Today, some successful destinations are doing this This is not easy to accomplish in the short term. by changing their key performance indicators and Building coalition among the public and private replacing traditional metrics such as room nights sectors to move a destination toward a common booked. The Hawaii Tourism Authority, for example, goal requires engaging many different audiences calculates resident sentiment as one of its four key with opposing agendas. Therefore, destination measures of success (along with visitor satisfaction, organizations are focusing more on community per person spend, and total visitor expenditure). advocacy to serve their residents. Progressive destination organizations are visionary, This increases buy-in and improves community innovative and aspirational, with the best interests of alignment, which helps drive competitive advantage their communities at heart. But without a high level for the destination. When government and residents of community alignment, support and engagement, agree on the value of the visitor industry to accelerate it can be challenging to implement new strategic long-term economic and community development, initiatives that elevate the destination experience for then it’s much easier to build support for new travelers and improve livability for residents.

25 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 Governments dealing with tourism from from tourism dealing with Governments multi-departmental an integrated, on economic focused perspective, development. shifting increasingly events Business long-term as agents of be regarded to communities. for economic development

26

21. 28. More communities and municipal and municipal communities More the of aware are governments local to tourism of importance job growth. and economy Organizations are increasingly increasingly are Organizations alliances across strategic developing to in order economic sectors multiple resources. leverage Communities more engaged in the more Communities the of and management development destination experience.

14. 13. Trends Related to Community Alignment Community to Related Trends 11. “The economic impact of tourism and conventions will be better understood in my destination.”

Strategies Related to Community Alignment

1. My destination organization will enhance 11. My destination organization will connect our engagement with the local community visitor experience with the quality of life of to manage future tourism considerations. residents in my community.

2. My destination organization will play 13. My destination organization will agree to a more of a central role in advocacy in my uniform methodology with other destination destination. organizations to measure economic impact.

5. My destination organization will adopt 14. My destination organization will form more operating standards and consistent strategic alliances outside the destination measures of performance with other organization industry. destination organizations. 18. My destination organization will develop 6. My destination organization will act as outreach programs in our local community conduit to build social networks among to broaden our networks. our local business community. 24. My destination organization will connect 10. The economic impact of tourism and visitor experience with the quality of life of conventions will be better understood residents in my community. in my destination.

27 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 28 “AI is the personalization engine powering digital conversion across all industries, giving brands the ability to deliver the right message to the right customer at the right time to drive purchase behavior.”

Digital Conversion

The majority of the top trends in DestinationNEXT 2019, algorithms – the building blocks of AI. Destinations are once again, relate to existing and emerging technologies now embracing those technologies and developing new that connect visitors and destinations in new ways. content and partnerships with third-party platforms to engage consumers more as individuals. The goal of personalized, real-time, digital connectivity with travel and other consumer brands is much more of This evolution is a primary catalyst for the surge of a reality than it was two years ago. The big shift has been investment activity and mergers during the last few the growing sophistication of artificial intelligence (AI) years in the tours and activities sector. Companies like and its more complex subset, machine learning. AI is TripAdvisor, Booking.com, Expedia, Marriott, Accor the personalization engine powering digital converison and Airbnb, which traditionally operated primarily across all industries, giving brands the ability to deliver in the hospitality sector, are now major platforms for the right message to the right customer at the right time booking travel experiences. Meanwhile, global investors to drive purchase behavior. are pumping millions of dollars into many other tour providers, such as GetYourGuide, Ctrip and Klook. Some of the primary use cases for AI in travel include destination and product search, social media targeting, This growth is driving the future of on-demand, in- the sharing economy, conversational commerce (voice destination mobile booking. Consumers are not always and text chat), augmented reality, autonomous systems, ready to commit to booking activities weeks before live inventory management, dynamic pricing, and all traveling, and previously, booking on mobile in- kinds of hyper-personalized brand messaging. destination was limited to mainly mass tourism products.

Like all industries, travel and tourism is shifting from Now, travel suppliers of all sizes have more opportunities a product-centric approach to a customer-centric to increase e-commerce sales. Therefore, destination approach, where companies customize their digital organizations can drive higher traffic to those engagement around the personal preferences of companies, helping increase conversion for a wider and the individual consumer using a complex series of more equitable breadth of local travel providers.

29 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019

Influencer marketing is becoming an is becoming an Influencer marketing the component of essential increasingly mix. destination marketing Smart technology is creating new new is creating Smart technology services new innovative for opportunities and processes. are and localization Geotargeting prevalent. becoming more are providers information third-party More about destinations. content aggregating influence is driving Peer-to-peer buyer purchases. customer and products travel makes Technology the customer. to transparent services more and noise clutter information More in the occurring about destinations are marketplace.

30 25. 9. 10. 18. 19. 22. 23. Customers increasingly expect highly expect increasingly Customers content. and customized curated Mobile devices and apps are becoming and apps are Mobile devices for the primary engagement platform travelers. demanding more are Travelers and interaction control, information, information. personalized Harvesting data and developing and developing data Harvesting analytics differentiate business and enterprises tourism successful destinations. Social media’s increasing prominence prominence increasing Social media’s market. the travel in reaching of currency Video becomes the new and storytelling. destination marketing Content creation and dissemination by by and dissemination creation Content drives all platforms the public across and experience. the destination brand

8. 6. 7. 5. 3. 4. 2. Trends Related to Digital Conversion Digital to Related Trends “Mobile devices and apps are becoming the primary engagement platform for travelers.”

Strategies Related to Digital Conversion

3. My destination organization will focus 21. My destination organization will place significant attention on content greater emphasis on engaging with creation and dissemination strategies. customers in two-way conversations more so than one-directional 4. My Destination Organization will invest communication. more effort and resources into video content to market the destination. 23. My destination organization will participate more in building platforms to 9. My destination organization will improve the visitor experience. design digital customer engagement primarily around mobile platforms. 25. My destination organization will put a greater emphasis on market segmentation. 16. My destination will develop ways to connect with customers through all stages of their experience, from awareness to interest to booking to visiting to post-visit.

31 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 32 Strategy Variances by Region

Strategy Variances by Region

The growth in DestinationNEXT survey responses from all regions of the world is a testament to the increasing sophistication of the global tourism industry. Unique regional perspectives and different levels of industry evolution contribute to varied focuses, leading to provocative interregional differences in strategic priorities.

The survey also highlighted a number of significant differences by organization mandate. See Appendix C.

33 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 1st 4th 3rd 2nd Asia Pacific 1st 4th 3rd 2nd Latin America 34 1st 4th 3rd 2nd Europe mportance by Region by mportance I 1st 4th 3rd 2nd Canada/U.S. organizations based on geographic location.” on geographic based organizations variances in strategic priorities for destination destination for priorities in strategic variances “DestinationNEXT survey data shows significant significant shows data survey “DestinationNEXT Community Engagement Destination Management Strategic Category Strategic Destination Marketing Organization Operations Strategic Priorities – Ranking of of – Ranking Priorities Strategic DestinationNEXT survey data shows significant variances in strategic priorities for strategic variances in significant data shows DestinationNEXT survey the top clustered have We location. destination organizations based on geographic in four categories: they compare region to determine how for each 20 strategies Engagement, Destination Management and Destination Marketing, Community Organization Operations. focus in strategic the how comparing by the divergence illustrates table below The Middle East are not reported Africa and the region compares with the others. each of statistical data. due to a lack Canada & U.S. Europe

16.5 5% 5%

30% 21% 25% 32%

40% 42%

Destination Community Destination Organization Marketing Engagement Management Operations

# Percentage of top 20 trends

Marketing strategies make up the largest portion of the Destination marketing and stronger alliances with key top 20 strategies for North America, with a continued economic clusters made up the largest portion of the focus on mobile channel visitor engagement, content top 20 European strategies, with a primary focus on marketing and video development. generating business event development.

The second top priority for Canadian and U.S. Reflecting growing concerns in Europe about high destination organizations is enhancing engagement visitor compression, four of the top six strategic with their local communities to manage future tourism imperatives for European destination organizations considerations. This is a testimony to the growing focused on destination management. Environmental need for destination leaders to prioritize community sustainability and quality of life for local residents engagement strategies that connect the local tourism were ranked extremely high, and there is widespread industry with all stakeholders. interest in creating tourism master plans.

Canadian and U.S. organizations are also investing European organizations have responded to rising more resources in destination management, such public and political commentary about the impact as developing a tourism master plan to balance of the visitor economy by prioritizing community economic growth and quality of life. They are also engagement strategies. They’re also prioritizing increasingly leveraging their industry economic investments in data analysis tools and competencies, clusters to develop business event opportunities and particularly as they relate to the generation of business expand strategic alliances. intelligence about their destination.

35 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 Organization Organization Operations 30% 25% 10% 35% Destination Management 36 Asia Pacific Asia Pacific destination organizations prioritized Asia Pacific on most, with an emphasis marketing strategies their customers establish helping business event long-term legacies and connect with local knowledge networks. Community engagement priorities focused on of opportunities between business the integration and talent attraction. economic development events, Destination leaders also called for more advocacy measures to further reduce barriers to travel. organizations are leaning into destination Asia Pacific primary The more. destination management strategies focus is on responsible and sustainable development, as well as ensuring visitor experiences contribute to Asia includes This the quality of life for local residents. in involved getting more actively organizations Pacific projects. broader economic development Community Community Engagement 35% 15% 15% Destination Marketing 35% Percentage of top 20 trends of top Percentage # Latin American organizations prioritized destination American organizations prioritized destination Latin with an equally, marketing and management strategies security. and emphasis on sustainable development projects also prioritized destination development They of to ensure the delivery development and policy authentic destination experiences. primary marketing and management strategies The a role in plays their national brand included how building stronger alliances with growth, driving national airlines, and increasing relationship with local economic clusters. Latin development American leaders also prioritized operational including the use of digital systems to strategies, business intelligence. source the lowest ranked Community engagement strategies of all categories, although the use of economic impact identified as a key imperative. studies was Latin America Latin DestinationNEXT Scenario Model & Assessment Tool

We believe that these two success drivers are even more relevant today. (The second success driver in Destination Strength and DestinationNEXT 2017 was Community Support & Community Alignment Engagement. It has been modified to Community Alignment in 2019.)

The DestinationNEXT Assessment Tool is a data-driven The DestinationNEXT Scenario Model and framework to help destination organizations and key Assessment Tool measures the two key stakeholders identify challenges and opportunities in success factors for any destination: their destination. They do so by ranking 20 variables across the two independent axes that determine the Destination Strength success of a region’s visitor economy. Relates to the overall quality of infrastructure in the The survey results from the assessment are then destination, as well as the visitor experience, brand, used to plot the destination in the DestinationNEXT capacity, access, technology, etc. Scenario Model, consisting of four distinctly Community Alignment different scenarios. Every destination organization fits into one of these four quadrants. The premise of Relates to how local government, non-tourism DestinationNEXT is that the priorities and strategies for business industry stakeholders and the residential destination organizations should vary depending on community support the goals and initiatives of the where they plot in one of the scenarios. destination organization.

37 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 Strong Strong Destination Trailblazers Mountaineers 38 Alignment Alignment Weak Community Weak Strong Community Strong o V yagers Explorers Scenario Model Scenario Weak Weak Destination Assessment Variables

DESTINATION STRENGTH

COMMUNITY ALIGNMENT

39 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 Transportation and mobility Transportation space capacity Meeting and convention Air access Workforce Funding support and certainty Resident support

40 Destination Strength: • • • Alignment:Community • • • forum for community engagement.” for forum help destination organizations leverage the the leverage organizations help destination “The Scenario Model and Assessment Tool Tool and Assessment “The Scenario Model DestinationNEXT Futures Study and provide a a provide and Study Futures DestinationNEXT The Scenario Model and Assessment Tool Tool Assessment Scenario Model and The the helps destination organizations leverage a and provide DestinationNEXT Futures Study regional forum for community engagement and More than 200 destinations worldwide collaboration. assessment. completed a detailed already have proceeded from communities that have feedback The Also, positive. through the assessment has been very confirms data from the 2019 Futures Study the survey success drivers: the critical importance of the two Alignment. Destination Strength and Community faces a different set of issues that destination Each the most common need to be addressed. However, are: destinations today facing many challenges Findings to Date Findings to Appendices

A. Full List of 52 Trends

B. Full List of 64 Strategies

C. Strategy Variances by Mandate

D. Additional Survey Questions

E. DestinationNEXT Advisory Council

F. Advisory Panel Members

G. Survey Participants

41 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 42 Appendix A 52 Trends

1. Customers increasingly seeking a unique, authentic travel experience. ▲2 2. Content creation and dissemination by the public across all platforms drives the destination 0 brand and experience. 3. Social media’s increasing prominence in reaching the travel market. ▼2 4. Video becomes the new currency of destination marketing and storytelling. ▲2 5. Harvesting data and developing business analytics differentiate successful tourism ▲2 enterprises and destinations. 6. Mobile devices and apps becoming the primary engagement platform for travelers. ▼1 7. Travelers demanding more information, control, interaction and personalized information. ▲10 8. Customers increasingly expect highly curated and customized destination content. ▲5 9. Smart technology creating new opportunities for innovative new services and processes. ▼1 10. Geotargeting and localization becoming more prevalent. 0 11. Communities more engaged in the development and management of the destination ▲13 experience. 12. Increasing importance of transparency and building partnerships to secure business ▲39 to a destination. 13. Organizations are increasingly developing strategic alliances across multiple economic ▼2 sectors in order to leverage resources. 14. More communities and municipal governments are aware of importance of tourism to New local economy and job growth. 15. Air access to a destination is a key factor in attracting business. ▲1 16. Travelers are seeking more personal enrichment, including wellness and wellbeing. New 17. Destinations are looking at sustainability much more broadly, encompassing economic, New social and environmental impacts. 18. More third-party information providers aggregating content about destinations. ▲23 19. Peer-to-peer buyer influence driving customer purchases. ▲10 20. The brand of a destination becoming a more important factor for destination decisions. ▼6 21. Governments dealing with tourism from an integrated, multidepartmental perspective ▲7 that is focused on economic development. 22. Technology makes travel products and services more transparent to the customer. ▲1 23. More information clutter and noise about destinations occurring in the marketplace. ▲31

43 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019

New New ▼3 ▼12 New ▼2 ▼9 ▼2 New New New New New New New ▼15 ▲7 ▲4 ▼8 ▲25 ▼5 New 0 ▼17 ▼10 New ▲19 New ▼2

44

More destinations see bike/scooter-sharing platforms as viable options for visitor transportation. More destinations see bike/scooter-sharing concerns. to address high traffic Destinations are increasingly looking at autonomous vehicles Visa waiver programs reducing barriers to entering some countries. programs waiver Visa the visitor experiences in the near future. reality will elevate Augmented expected. America are impacting the type of experiences Aging populations in Europe and North is becoming a significant local issue. Overtourism Artificial intelligence will become increasingly important in managing customer relationships. Artificial intelligence will become increasingly important in managing customer from country-to-country. of travel policies creating more restrictions to the flow Government Subsidies and incentives being required to attract new air routes/services. new air being required to attract Subsidies and incentives funds. subvention Meeting planners are asking more for decisions. Safety and security risks hampering destination Customers going directly to suppliers for goods and services. Customers going directly to suppliers Combined business and leisure travel becoming more popular. Combined business and leisure travel becoming increasingly popular. trips and mini vacations Short-stay on the market. boomers influence the baby Millennial segment takes over Influencer marketing is becoming an increasingly essential component of the destination is becoming an increasingly essential Influencer marketing and supplier to with destinations looking for better collaboration customers Business event to the tourism sector. to reduce or eliminate financial subsidies facing pressure Governments Young travelers are more aware of their impact on the communities and enviornment they visit. they and enviornment on the communities of their impact aware are more travelers Young Political instability creating a growing threat to destination appeal in certain markets. instability creating a growing Political housing. impact on declining long-term workforce a growing Short-term rentals are having Short-term rentals are increasingly attracting event attendees and diminishing use of room blocks. attendees and diminishing use of room event Short-term rentals are increasingly attracting Hotel taxes increasingly vulnerable to alternative politically based projects. politically to alternative Hotel taxes increasingly vulnerable with assets being rented or bartered, outside a “shared economy” towards market moving The markets. opportunities for global consumer providing Rising middle class in emerging economies Meeting planners are increasingly booking smaller midsize cities for business events. Meeting planners are increasingly booking Business events increasingly shifting to be regarded as agents of long-term economic shifting to be regarded as agents increasingly Business events of the tourism industry. increasingly being felt in sectors Labor and skill shortages disasters, models, terrorism, pandemics, or natural business Disruption, in the form of changing marketing mix. greater business outcomes. achieve for communities. development think and act. destinations will increasingly impact how arrangements. commercial of traditional

51. 52. 47. 48. 49. 50. 45. 46. 40. 41. 42. 38. 31. 32. 34. 25. 26. 27. 24. 43. 44. 39. 35. 36. 37. 33. 28. 29. 30. Appendix B 64 Strategies

1. My destination organization will enhance our engagement with the local community to ▲5 manage future tourism considerations. 2. My destination organization will play more of a central role in advocacy in my destination. ▲3 3. My destination organization will focus significant attention to content creation and ▼1 dissemination strategies. 4. My destination organization will invest more effort and resources into video content to market ▼3 the destination. 5. My destination organization will adopt operating standards and consistent measures of ▲10 performance with other destination organizations. 6. My destination organization will act as conduit to build social networks among our local ▲33 business community. 7. My destination will focus on developing authentic experiences for the customer. ▼4 8. My destination will have a tourism master plan to define long-term destination development. NEW 9. My destination organization will design digital customer engagement primarily around mobile ▼1 platforms. 10. The economic impact of tourism and conventions will be better understood in my destination. ▲2 11. My destination will better integrate tourism, economic development and talent attraction. NEW 12. My destination organization and destination have a key responsibility to protect and steward our ▲19 natural environment and our authentic social and cultural characteristics. 13. My destination organization will agree to a uniform methodology with other destination ▲3 organizations to measure economic impact. 14. My destination organization will form more strategic alliances outside the tourism industry. 0 15. My destination will develop strategies to protect what we have while attracting events and ▼8 visitation to our community. 16. My destination will develop ways to connect with customers through all stages of their ▼12 experience from awareness to interest to booking to visiting to post-visit. 17. My destination organization will balance the need for growth with responsible and ▲11 sustainable development. 18. My destination organization will develop outreach programs in our local community to NEW broaden our networks. 19. My destination organization will leverage our region’s priority sectors to generate business. NEW 20. My destination organization will be more involved in economic development initiatives. ▼10

45 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019

▼1 ▲12 ▼20 ▼12 ▲3 ▼21 ▲2 ▼14 ▼7 ▼12 ▼12 ▲2 0 ▼11 ▼8 ▲6 ▼1 ▼17 ▲1 ▼11 ▼10 ▲4 ▲1 ▼12 ▼10

46 community stakeholders. disruptions and opportunities. tourism promotions. less emphasis on more traditional placing while funding levels. impacting events. issues legislative My destination organization will have strategies to address a new generation in the workforce. to address a new generation strategies My destination organization will have destination organization. for my will be a core strategy technology Collaborative My destination organization and industry will take a more active role in political and My destination organization and industry will take a more active objectives. their legacy closely with associations to help them achieve My destination will work makers to reduce barriers to travel. policy encourage My destination organization will actively My destination organization will take on a greater role as cultural champion of my destination. of my champion My destination organization will take on a greater role as cultural experience, of the destination My destination organization will build our capacity as curators to maintain current sources to secure new revenue My destination organization will have My destination organization will place a greater emphasis on connecting business event a greater emphasis on connecting business event My destination organization will place on behalf of content across digital channels My destination organization will manage prepared for future My destination organization will engage in scenario planning to help be My destination organization will invest in tools and talent to manage/analyze large and complex in tools My destination organization will invest of people. to diversity and policies related strategies My destination organization will have in our consideration security as a strategic close attention to safety and My destination will pay My destination organization will develop new business development strategies to refocus on strategies business development new My destination organization will develop systems and services to keep pace with customer demand. My destination will put in place digital in scanning markets for business intelligence. more effort My destination organization will invest stakeholders. more closely with non-traditional My destination organization will engage My destination organization will put a greater emphasis on market segmentation. will put a greater emphasis My destination organization and social, cultural to measure the longer-term will consider ways My destination organization development. and product a greater role in policy My destination organization will have two-way conversations, more so than one-directional communication. than one-directional more so conversations, two-way compete and skillsets to effectively will acquire competencies My destination organization economy. in a disruptive the platforms to improve will participate more in building My destination organization visitor experience. with the quality of life of residents will connect visitor experience My destination organization community. in my events. impacts of tourism and business environmental the millennial market. destination. data for my future planning. destination. in my networks and knowledge customers with intellectual capabilities My destination organization will place greater emphasis on engaging with customers in with customers emphasis on engaging will place greater organization My destination

44. 45. 41. 42. 43. 38. 39. 40. 35. 36. 37. 32. 33. 34. 28. 29. 30. 31. 25. 26. 27. 22. 23. 24. 21. 46. My destination organization will increasingly collaborate with local community organizations New to address social issues. 47. My destination organization will partner with a greater number of competitive destinations. 0 48. My destination organization will have more non-industry representatives providing direction ▲4 and expertise to our planning. 49. My destination organization will work more closely with airlines to generate business for ▼9 my destination. 50. My destination organization will play a greater role in the creation of events, to animate 0 the destination. 51. My destination organization will implement visitor dispersal strategies to spread tourism New benefits to a broader region. 52. My destination organization and destination will become increasingly involved in capacity ▲1 management, delivering high quality experiences to fewer guests 53. My destination organization will take a lead role in our community on working with the ▼11 sharing economy, including participating in discussions on regulatory matters. 54. My national tourism organization will encourage local destination brands in my country. ▼8 55. My destination will encourage my national brand to play a bigger role than it does today in ▼17 marketing the country as a place to visit and hold meetings. 56. Place marketing entities will come together under a singular approach in my destination. ▼11 57. My destination organization will hire destination managers, as well as those with backgrounds ▼16 in sales and marketing. 58. My destination will link funding for my destination organization to performance criteria. ▼10 59. The brand of my destination will be defined by the community. ▼8 60. My destination will develop products and experiences for an older market demographic. New 61. My destination organization will develop organization skills in event design. New 62. My destination organization will lead and support initiatives to address hospitality industry New workforce shortages. 63. My destination organization will take a more direct involvement risk assessment and mitigation ▼8 strategies for business events. 64. My destination will proactively develop strategies to mitigate the impact of overtourism. New

47 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 48

Appendix C Strategy Variances by Mandate

Leisure Travel and Business Events

The DestinationNEXT 2019 survey asked destination organizations to categorize their primary market segment(s) in one of three categories: 1) leisure travel and business events, 2) primarily leisure travel, or 3) primarily business events. From the latter two categories, the top 20 strategies for destination organizations with a singular market focus are listed in this section. © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019

50 My destination organization will balance the need for growth with responsible and sustainable with responsible My destination organization will balance the need for growth development. customers in two- My destination organization will place greater emphasis on engaging with more so than one-directional communication. conversations way experience of the destination My destination organization will build our capacity as the curator tourism promotions. less emphasis on more traditional placing while My destination organization will agree to a uniform methodology with other destination My destination organization will agree to a uniform methodology with other organizations to measure economic impact. of my champion My destination organization will take on a greater role as the cultural destination. My destination will develop ways to connect with customers through all stages of their to connect with customers through ways My destination will develop to post-visit. to interest to booking to visiting experience, from awareness digital customer engagement primarily around mobile My destination organization will design platforms. in our local community to programs outreach My destination organization will develop broaden our networks. My destination will develop strategies to protect what we have while attracting events and events attracting while have we what to protect strategies My destination will develop visitation to our community. on behalf of content across digital channels My destination organization will manage community stakeholders. destination. in my in advocacy role a more central My destination organization will play My destination will have a tourism master plan to define a long-term destination development a long-term destination development a tourism master plan to define My destination will have direction. significant attention on content creation and My destination organization will focus dissemination strategies. and talent tourism, economic development integrate My destination will take steps to better attraction. My destination organization will enhance our engagement with the local community to manage with the local community to manage will enhance our engagement My destination organization future tourism considerations. for the customer. authentic experiences focus on developing My destination will among our local as a conduit to build social networks My destination organization will act business community. My destination organization will adopt operating standards and consistent measures of standards and will adopt operating My destination organization destination organizations. performance with other and steward a key responsibility to protect and destination have My destination organization characteristics. authentic social and cultural and our environment our natural My destination organization will invest more effort and resources into video content to market into video content more effort and resources will invest My destination organization the destination.

18. 19. 20. 16. 17. 13. 14. 15. 10. 11. 12. 7. 8. 9. 4. 5. 6. 2. 3. Top 20 Strategies for Leisure Travel-Focused Organizations Travel-Focused for Leisure Strategies 20 Top 1.

51 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 52 My destination will pay close attention to safety and security as a strategic consideration in our consideration close attention to safety and security as a strategic My destination will pay future planning. customers in two-way My destination organization will place greater emphasis on engaging with more so than one-directional communication. conversations prepared for future My destination organization will engage in scenario planning to help be disruptions and opportunities. My destination will develop strategies to protect what we have while attracting events and visitation events attracting while we have to protect what strategies My destination will develop to our community. our local business among My destination organization will act as a conduit to build social networks community. destination. will be better understood in my economic impact of tourism and conventions The My destination organization will enhance our engagement with the local community to manage My destination organization will enhance future tourism considerations. to a uniform methodology with other destination My destination organization will agree impact. organizations to measure economic My destination organization will balance the need for growth with responsible and sustainable the need for growth My destination organization will balance development. standards and consistent measures of performance operating My destination organization will adopt with other destination organizations. projects and economic development in broader more involved My destination organization will be initiatives. My destination organization and destination will become increasingly involved in capacity will become increasingly involved My destination organization and destination fewer guests. high-quality experiences to management, delivering organization alliances outside the destination more strategic My destination organization will form industry. a compete in competencies and skill sets to effectively My destination organization will acquire economy. disruptive My destination organization will play a more central role in advocacy in my destination. in my role in advocacy a more central will play My destination organization customers on connecting business event will place a greater emphasis My destination organization destination. in my networks and knowledge with intellectual capabilities sectors to generate priority industry our destination’s My destination organization will leverage business. My destination will have a tourism master plan to define long-term destination development development plan to define long-term destination a tourism master have My destination will direction our and steward a key responsibility to protect and destination have My destination organization characteristics. social and cultural and our authentic environment natural My destination organization will consider ways to measure the longer-term social, cultural and social, cultural to measure the longer-term will consider ways My destination organization tourism and business events. impacts of environmental

18. 19. 20. 15. 16. 17. 13. 14. 10. 11. 12. 7. 8. 9. 4. 5. 6. 2. 3. Top 20 Strategies for Business Event–Focused Organizations Event–Focused for Business Strategies 20 Top 1. Appendix D Additional Survey Questions

Average Scores Rank Defining the Future of Brand/marketing 1.65 1 Destination Marketing Meetings and conventions sales 1.82 2 and Management Other 1.88 3

Leisure sales (tour/independent) 1.89 4

Venue manager/operator 2.00 5 Please describe your organization’s primary roles five years from now Destination/product development 2.15 6

Industry advocate 2.16 7

Destination information resource 2.21 8

Convention services 2.22 9

Broader economic development 2.23 10

Major event partner/developer 2.43 11

Visitor experience servicing 2.44 12

53 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 6 3 1 1 7 5 4 9 8 11 10 12 Business 3 2 3 1 6 3 9 7 7 12 10 10 Leisure Organizational Role Organizational 9 1 3 4 4 2 6 8 7 11 10 12 Both 3 1 2 3 3 3 7 9 8 10 11 12 States United United 7 4 1 2 3 9 5 6 8 10 11 12 Latin America 54 3 4 1 2 0 4 7 8 9 4 10 11 Europe Region/Location 3 1 5 4 0 7 2 5 9 8 10 11 Canada 9 2 2 6 4 0 1 8 7 5 10 11 Asia Industry advocate Broader economic development experience servicing Visitor Brand/marketing sales Meetings and conventions Other Leisure sales (tour/independent) manager/operator Venue Destination/product development Destination information resource services Convention partner/developer Major event If you were to start/establish a new Average Overall destination organization, what would Scores Rank the primary roles be? Brand/marketing 1.56 1

Leisure sales (tour/independent) 1.86 2

Destination/product development 1.94 3

Convention services 2.00 4

Meetings and conventions sales 2.04 5

Industry advocate 2.17 6

Destination information resource 2.18 7

Venue manager/operator 2.18 8

Other 2.22 9

Major event partner/developer 2.22 10

Broader economic development 2.27 11

Visitor experience servicing 2.51 12

How would you see the revenue sources Average Overall in your organization’s annual budget Scores Rank change five year’s from now? Sponsorship/partnerships/programs 3.90 1 (1 - Significantly Decrease; 5 - Significantly Increase) (Rank: 1 - Largest Increase; 12 - Largest Decrease) Room Tax 3.86 2 Tourism Improvement District Funding 3.83 3 (Business Levy) Destination Marketing Services 3.72 4 (e.g. research, event management)

Other 3.64 5

Destination Marketing Fee 3.48 6 (Consumer Levy)

Venue Rentals/Associated Revenues 3.46 7

Membership Dues 3.40 8

Sales Commissions 3.33 9

Food & Beverage Tax 3.31 10

Car Rental Tax 3.30 11

Direct Government Budget Allocation 3.30 12

55 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 5 5 5 4 5 3 1 2 5 11 12 10 1 8 4 2 9 3 5 6 7 11 12 10 Business Business 0 7 8 0 2 1 3 4 4 6 9 10 3 4 5 1 8 7 6 9 9 1 11 12 Leisure Leisure Organizational Role Organizational Organizational Role Organizational 9 7 1 2 3 6 5 8 4 2 1 3 5 4 8 6 7 9 12 11 10 10 11 12 Both Both 2 3 1 5 4 6 8 9 7 9 7 1 2 3 8 5 6 4 11 12 10 12 11 10 States States United United United United 2 3 6 1 5 7 4 8 9 8 9 1 2 5 5 3 4 7 12 10 11 11 12 10 Latin Latin America America 56 2 6 3 4 1 7 8 5 9 10 10 12 2 1 9 6 4 4 7 2 8 12 11 10 Europe Europe Region/Location Region/Location 2 1 5 4 5 8 3 5 9 9 9 12 7 3 3 8 1 3 2 3 9 12 11 10 Canada Canada 2 1 7 4 5 9 8 3 9 6 12 11 Asia 1 5 5 3 4 5 5 2 9 10 12 11 Asia Visitor experience servicing Visitor Other partner/developer Major event Broader economic development Venue manager/operator Venue Brand/marketing Leisure sales (tour/independent) development Destination/product services Convention sales Meetings and conventions Industry advocate resource Destination information Room Tax District Funding Improvement Tourism (Business Levy) Destination Marketing Services management) event (e.g. research, Other Destination Marketing Fee (Consumer Levy) Rentals/Associated Revenues Venue Membership Dues Sales Commissions Sponsorship/partnerships/programs Food & Beverage Tax & Beverage Food Car Tax Rental Allocation Budget Direct Government What will your organization’s primary expected measure of success be five years from now?

Average Scores Overall Rank

Room-nights generated 1.61 1

Number of delegates 1.71 2

Overnight visitation 1.81 3

Leads/referrals to business 1.86 4

Economic Impact of Tourism 1.86 5

Hotel Performance Metrics 2.05 6

Marketing ROI 2.07 7

Media stories 2.15 8

Visitor satisfaction 2.22 9

Conversion metrics 2.29 10

Social impacts/Quality of life 2.34 11

Venue operating profits 2.38 12

Other 2.44 13

Social Media Metrics 2.44 13

Visitor servicing 2.50 15

Membership satisfaction 2.55 16

Environmental impacts 2.63 17

Direct Government Budget Allocation 3.30 12

57 Appendix E

DestinationNEXT Advisory Council

Destinations International and MMGY NextFactor would like to thank the members of the DestinationNEXT Advisory Council, which was established to lead this important industry initiative. Special thanks to Advisory Council co-chairs: Scott Beck and Lyn Lewis-Smith.

Scott Beck - Co-Chair Bryan Grimaldi President & CEO Greenberg Traurig, LLP Visit Salt Lake (Former NYC & Company)

Lyn Lewis-Smith – Co-Chair Andrew Hiebl CEO CEO BESydney Association of Australian Convention Bureaux

Jaime Andrés Alfaro de Castro Anja Loetscher Director, Office of Tourism, Former Director Barranquilla, Colombia Geneva Convention Bureau

Tammy Blount-Canavan Marsha Massey President & CEO Executive Director Monterey County CVB Olympic Peninsula Visitor Bureau

David Dubois David Peacock President & CEO CEO IAAE Regional Tourism Organization 4, Ontario

Dan Fenton Annette Rummel Global Tourism Director President & CEO JLL Great Lakes Bay Regional CVB

Dario Flota Martha Sheridan Director General President & CEO Quintana Roo Tourism Board Greater Boston Area CVB

Maura Gast Karen Williams Executive Director President & CEO Irving Texas CVB Louisville Tourism

Shelly Green Berkeley Young President & CEO Owner & President Durham CVB Young Strategies Appendix F

Advisory Panel Members

Industry Disruptors Sherrif Karamat PCMA Cree Lawson Arrivalist David Dubois IAEE Darren Dunn Adara Kelly Covato Facebook Dan Berger Cvent/Social Tables Mike Gamble SearchWide Dan Burress Burress Research

Sue Dykema Industry Clients American Society for Aesthetic Plastic Surgery Lisa Astorga Int’l. Society on Thrombosis & Haemostasis Hari Nair Expedia Inc. Valerie Guillet Societe Internationale d’Urologie Luca Segantini International Society of Nephrology Robin Preston American Chemical Society Nelson Fabian Center for Priority Based Budgeting Institute Nisan Bartov CongressMed Douglas Olover South African Pharmacology Society Ben Hainsworth K.I.T. Group Shannon Stowell Adventure Travel Trade Association Melissa Rawak Association for Financial Professionals John Folks Minding Your Business Tracy Bury World Confederation for Physical Therapy Michael Payne SmithBucklin Stuart Ruff RIMS David Peckinpaugh Maritz Travel Company

59 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 enet V 60 Steve Paganelli Steve TripAdvisor Julie Hart Design CFO by Joe o Collaboratory Veneto Schaefer Mickey The EXPERIENCE Institute Brian Payne Foundation Community Indiana Central Edwards Deborah Sydney Technology of University Leinberger Christopher University Washington George Helen Marano Council & Tourism Travel World

Brian Grimaldi LLC Traurig Greenberg MMGY Global MMGY Sacks Adam Economics Tourism Destination Leaders John Lambeth Civitas Yesawich Peter United Nations World Tourism Organization Tourism Nations World United United Nations World Tourism Organization Tourism Nations World United Denton González Terestella Ana G Mendez Universitario Sistema Lamm Harmony Jeff Finkle Jeff Council Development Economic International Omar Nawaz Community Leaders Community Leigh Barnes Karyl International Counsellors Development Appendix G

Survey Participants

Albania Instituto Federal da Bahia DMO Albania itaipu binacional LCB Consultoria Argentina Martin Travel Alegra Consulting Parque das Aves Andrea Juncos & Asoc. Recife Convention & Visitors Bureau AOCA Rio Convention & Visitors Bureau Buenos Aires Convention & Visitors Bureau Salvador Destination Córdoba Convention & Visitors Bureau Sebrae Iguazu Convention Bureau SENAC Rosario Convention & Visitors Bureau Canada Australia Banff & Lake Louise Tourism Adelaide Convention Bureau Cariboo Chilcotin Coast Tourism Association BESydney Discover Halifax Brisbane Marketing Edmonton Tourism Business Events Tasmania Haliburton Forest and Wild Life Reserve Ltd. Destination Gold Coast Lanark County Mackay Entertainment and Convention Centre Meetings + Conventions Calgary Melbourne Convention Bureau Haliburton County Northern Territory Convention Bureau Ottawa Tourism Tourism Tropical North Queensland Ottawa Valley Tourist Association Parksville Qualicum Beach Tourism Belgium Perth Museum visit.brussels RTO4 Inc. Tourism Abbotsford Brazil Tourism Barrie Alvo Eventos Tourism Burlington Arx Eventos Tourism Burnaby Cataratas do Iguaçu S.A Tourism Jasper Convention & Visitors Bureau de João Pessoa Tourism Kamloops Convention Bureau de Maringá Tourism Kelowna Espirito Santo Convenction e Visitors Bureau Tourism Richmond Federação de Convention & Visitors Bureaux do Tourism Saskatoon Estado do Rio de Janeiro Tourism Toronto FIERGS Exhibition & Convention Center Tourism Windsor Essex Pelee Island Gramado, Canela Convention & Visitors Bureau Travel Alberta Região das Hortênsias Travel Manitoba Guarujá Convention &Visitors Bureau Waterloo Regional Tourism Marketing Corporation ICMBio Ifah Consulting

61 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 reland srael celand 62 Meet in Reykjavík I Bureau Dublin Convention I Global Aviv Tel Greece Bureau & Visitors Convention Athens Bureau Convention Thessaloniki TCB Guatemala de Guatemala de Convenciones Buró Independiente Consultora Grupo Gala INGUAT S.A. Organizacion, Honduras de Convenciones Buró EVENTIA de Honduras de Turismo Secretaria I El Salvador DMC Eco Mayan Independiente Estonia Bureau Convention Estonian Finland Bureau Finland Convention Helsinki Marketing France Bureau & Visitors Convention Lyon Germany Gesellschaft Marketing Dresden GmbH Marketing Düsseldorf Bureau German Convention Tourism Stuttgart Office visitBerlin Berlin Convention Turenlaces del Caribe, S.R.L del Caribe, Turenlaces Ecuador Turismo Quito Denmark VisitAarhus Copenhagen Wonderful Dominican Republic Costa Rica Costa de Turismo Costarricense Instituto Cuba de la Habana Universidad de Turismo Facultad Colombia 3K Events SAS RRPP y Management Ágata cartagena Baluarte SA BC Hoteles Bogotá de de Convenciones Bureau de Barranquilla de Comercio Camara de Cartagena de Comercio Cámara and Visitors de Indias Convention Cartagena Bureau de Negocios Turismo Clúster Efectivas Comunicaciones ESENTTIA Bureau & Visitors Medellín Convention Greater Colombia Incentivamos ProBarranquilla S.A. Soundwalkrs Todomar del Magdalena Universidad Cartagena of University China SMG Chile CMC Event Magix Group SERNATUR Bureau Viña del Mar Convention Italy Universidad de Quintana Roo Bologna Convention Bureau Universidad del Valle de México, Veracruz Destination Florence CVB Italian Exhibition Group Monaco Tourism Board Bolzano Bozen Monaco Convention Bureau

Japan Montenegro Chiba Convention Bureau National Tourism Organisation of Montenegro/ Montenegro Convention Bureau Okinawa Convention & Visitors Bureau Osaka Convention and Tourism Bureau Netherlands Sapporo Convention Bureau Netherlands Board of Tourism & Conventions Suruga Marketing & Tourism Bureau The Hague Convention Bureau Jordan New Zealand Jordan Tourism Board Auckland Convention Bureau Tourism New Zealand Macau Macau Government Tourist Office Norway VisitOSLO Convention Bureau Malaysia Sarawak Convention Bureau Panama Asociación Panameña de Profesionales en Mexico Congresos, Exposiciones y Afines Admission Organizacion de Eventos Arena Turismo y Transporte Paraguay Buró de Convenciones y Visitantes de Ciudad Asunción Convention Bureau Juárez Cancun International Convention Center Peru Casona De San Miguel de Allende Canatur Perú Centro de Información Turística el Chamizal Lima Convention and Visitors Bureau Clúster de Turismo de Nuevo León (Monterrey) Comite de Turismo y Convenciones de Tijuana Poland Consejo de Promocion Turistica de Quintana Roo Polish Tourism Organisation - Convention Bureau Convenciones Puebla Corporación para el Desarrollo Turístico de Nuevo León Rwanda DMC Monterrey Rwanda Convention Bureau Fideicomiso de Turismo de Los Cabos Fidetur San Luis Potosi Serbia Universidad de Monterrey Serbia Convention Bureau Grand Velas Riviera Maya Los Cabos Tourism Board Slovakia OCC Queretaro Bratislava Tourist Board OCV Chiapas OCV Puerto Vallarta South Africa OFVC Guadalajara South African Tourism Secretaría de Turismo de Guanajuato Goyang CVB

63 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 64 Butler County Visitors Bureau County Visitors Butler Inc. Bureau, County Visitors Cass CVB PA Central Network Tourism CincinnatiUSA Regional City Cathedral City of Columbia CVB City of Tourism and Business of - Office Montrose City of Beach CVB Pismo City of Mississippi Coastal CVB Springs Colorado Office Tourism Colorado Visit Charlotte Bureau & Visitors Convention Dayton CVB Beach Area Daytona Commission County Visitors Decatur CVB Dekalb Group Destination Consultancy Destination DC Destination Irvine Destination lancaster Destination Madison USA Destination Niagara Destination Panama City Edge Digital Durham Discover Lehigh Valley Discover Long Island Discover Rico Puerto Discover Schenectady Discover The Palm Beaches Discover Bureau Door County Visitor Bureau & Visitors Dublin Convention Center Dubois County Visitor DuPage CVB Inc Tourism Dutchess NJ- DMO Elizabeth, IN CVB Elkhart County, CVB Evansville College Station Experience Bryan Experience Columbia SC Rapids Experience Grand Experience Kissimmee Experience Olympia & Beyond Experience Scottsdale Asheville Explore Charleston Explore United States United CVB Arlington CVB Athens Bureau Visitors & Convention Augusta Commission Nelson County Tourism Bardstown Boulder CVB Office Tourism Breckenridge CVB Brookhaven County CVB Brown United Kingdom United Bureau and Events Convention Aberdeen Bureau Convention Glasgow Conferences Hull & East Yorkshire Bureau Convention Liverpool London & Partners Edinburgh Marketing VisitBrighton VisitBritain Thailand & Exhibition Bureau Thailand Convention Ukraine Odessa of and Tourism Department Culture of DINADIS Bern Welcome Bureau Lucerne Convention Bureau Convention Riviera Montreux dei Congressi Palazzo Bureau & Incentive Convention Switzerland Sri Lanka Sri Lanka MICE Sri Switzerland Barcelona Convention Bureau Convention Barcelona Bureau Malaga Convention Bureau Convention Sevilla de Barcelona Turisme Turismo Zaragoza Gyeongju Hwabaek Convention Bureau Convention Hwabaek Gyeongju & Exhibition Management Convention of Institute Spain Explore Fairbanks Monroe-West Monroe CVB Explore Minnesota Monterey County CVB Explore St. Louis Mt. Pleasant Area CVB Explore Utah Valley Myrtle Beach CVB eXplore Lawrence Naples, Marco Island, Everglades CVB Fox Cities CVB New Orleans & Company Galveston Island CVB New Smyrna Beach Area Visitors Bureau GFLCVB Newport Beach and Company Gilroy Visitors Bureau, dba Visit Gilroy Noble County CVB Glacier Country Tourism North Myrtle Beach Chamber and CVB Global Meetings and Tourism Specialists, LLC Ocean City, MD Department of Tourism Great Falls Montana Tourism Ohio County Convention, Tourism and Visitors Great Lakes Bay Regional CVB Commission Greater Green Bay CVBGreater Lansing CVB OKC CVB Greater Miami CVB Oklahoma City CVB Greater Newark CVB Oregon’s Mt. Hood Territory Greater Palm Springs CVB Paducah CVB Greater Raleigh CVBu Pahrump Tourism Greater Wilmington Convention Palm Beach County TDC Greensboro CVB Palm Coast and the Flagler Beaches Hamilton County Tourism Pasadena CVB Hancock County Tourism & Visitor Center PHLCVB Hawaii Visitors and Convention Bureau Plymouth County CVB Hilton Head Island VCB Pocono Mountains Visitors Bureau Hocking Hills Tourism Association Providence Warwick CVB Houma Area CVB Pulaski County Tourism Bureau Huntingdon County Visitors Bureau Quad Cities CVB Indiana Dunes Tourism Quinault Indian Nation Indiana State Festivals Association Roseville Visitors Association Irving CVB RSCVA Jackson County TDA Ruston Lincoln Parish CVB Johnston County Visitors Bureau San Francisco Travel Association Judy Wood Solutions, LLC San Juan Islands Visitors Bureau Lake Erie Shores & Islands San Mateo County/Silicon Valley CVB Little Rock CVB Seattle Southside Regional Tourism Authority Los Angeles Tourism Sedona Chamber of Commerce Louisville Tourism Senior Sales Manager Maryland Office of Tourism Shreveport-Bossier CTB Mat-Su CVB Snohomish County Tourism Bureau MC&A Inc Snowmass Tourism Meet Minneapolis SoIN Tourism Meeting Incentive Experts Sonoma County Tourism meetNKY Springfield CVB Memphis Tourism Switzerland County Tourism Minneapolis Northwest Tourism The Beaches of Fort Myers & Sanibel MMGY Global Travel Juneau

65 © DESTINATIONS INTERNATIONAL / MMGY NEXTFACTOR • AUGUST 2019 ene 66 Uruguay AUDOCA V Venezuela CA The Meeting Planners zuela Visit Longmont County Visit Marshall Visit McMinnville VISIT Milwaukee Visit Mobile County Visit Morgan Visit Napa Valley Visit Oakland Visit Omaha Park Visit Overland Visit Oxnard Visit Pensacola Visit Plano Visit Quad Cities Visit San Antonio Rosa Visit Santa County Visit Sarasota Visit Seattle CAL Visit SLO Southlake) of (City Visit Southlake Visit Spokane Visit Springfield Visit Stillwater Visit Stockton Bay Visit Tampa Visit Topeka Visit Tri-Cities Visit Tri-Valley Visit Tucson Visit Vacaville Forge Visit Valley USA Visit Vancouver Visit Wichita County Visit York VisitErie VisitPITTSBURGH Park Visit Overland CVB Wrangell County CVB York Travel Lane County Lane Travel Oregon Travel Paso Travel Portland Travel City Tourism Traverse County Tourism Trumbull Bureau County Visitors Tuolumne Association Travel U.S. Partnership Valley VAIL Visit Rochester CVB Beach Virginia Visit Albuquerque Visit Anaheim Visit Anchorage Visit Augusta Visit Aurora Visit Austin Visit Baltimore Rouge Visit Baton Visit Beloit Visit Billings Visit Bloomington Niagara Visit Buffalo Visit Cape Visit Carlsbad Visit Casper Florida Visit Central Visit Cheyenne Springs Visit Colorado Visit Concord Visit Conroe City Visit Elizabeth Park Visit Estes Collins Visit Fort Wayne Visit Fort Worth Visit Fort Visit Franklin Baden Lick West Visit French County Visit Hendricks Visit Indy Visit Jacksonville Visit KC Lafayette Visit Lafayette-West Charles Visit Lake Texas Visit Laredo, Visit Las Cruces

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