Traditional models for promoting destinations must be rethought

The tourism industry stands at a crossroads, as traditional models fall short in addressing today’s emerging challenges.

In an increasingly complex industry shaped by geopolitical tensions and rapid technological innovation, destination organisations must adopt a multidisciplinary approach, fostering collaboration across sectors while striking a careful balance between leveraging technology and preserving authenticity.

Destinations International, the world’s leading membership association for destination organisations, recently released new data in the 2025 Destinations International DestinationNEXT Futures Study (“DNEXT Futures Study”).

Conducted bi-annually, this year’s study is sourced from 37 countries with 537 participants and five global advisory boards. The data showcases the rapidly evolving landscape of destination management and offers actionable strategies for destination organisations operating on the global stage. 

Underscoring the transformative period of destination leadership in 2025 and beyond, the study identifies several key trends and opportunities for the travel and tourism industry as destination leaders navigate evolving traveller preferences, growing community expectations and rapid technological advancements.

The importance of destination advocacy and expanding organisational capacity

Funding remains one of the most persistent challenges facing destination organisations today. Indeed, in the 2025 DNEXT Futures Study survey, 42% of destination organisations reported their funding is at risk of being reduced or eliminated in the next three years, an increase from 37% in 2023.

To secure sustainable investment, destination organisations must evolve from passive recipients of funding to assertive advocates, confident in the value they create for communities and economies worldwide.

This proactive approach begins with strengthening stakeholder relationships and positioning tourism as a community shared value and an industry that delivers returns in jobs, sector growth, tax revenue, small business growth and community wellbeing. From liaising with government stakeholders to cultivating business partnerships, destination organisations must adopt an entrepreneurial mindset to build resilient support systems and ensure long-term funding stability.

By safeguarding existing revenue streams, exploring innovative funding mechanisms and strengthening public-private collaboration, destination organisations can take charge of their own futures and standing in the industry. By telling their own story with credibility and consistency, destination organisations can demonstrate that advocacy is no longer just a communications strategy, but a core function of destination leadership.

As destination organisations become increasingly interconnected with the wider community, their role has evolved as well. In 2017, the DNEXT Futures Study examined 11 core functions of destination organisations, while in 2025 that number has grown to 24 distinct roles across marketing, development, research, policy, community engagement and economic strategy. The study also found that 84% of destination organisations are actively involved in destination development.  

Advancing regeneration and building long-term resilience has also been identified as essential for a thriving and sustainable future. Indeed, developing and implementing sustainable tourism practices to protect the natural environment has moved up to #18 from #28. The report further highlights that destinations look to sustainability to not only encompass environmental impact, but economic and social dimensions as well.

At #2 in industry trends is the need for performance indicators to measure this triple bottom line of environmental, economic, and social regeneration; destination organisations will therefore be well served by continuing to define and advance regenerative tourism in a way that aligns with the UN Sustainable Development Goals. Through this holistic understanding of sustainability, destination organisations can effectively contribute to achieving the world’s climate, social, and economic targets.

Looking ahead, success will depend on both strategy and structure. Destination organisations must invest in skills and systems that support multi-stakeholder collaboration, policy engagement, data-driven planning and organisational agility to effectively uphold the wants and needs of the communities they represent.

Reimagining destination marketing in the age of AI and authenticity

The foundation of destination marketing is also experiencing significant change, undergoing a complete overhaul in strategy and objectives to adapt to today’s evolving market. With the next generation making up a digitally native, socially conscious and experience-driven demographic of travellers, technology – and especially generative AI – is revolutionising how content is created, decisions are made, and travel is discovered.

Young travellers expect destinations to lead with dynamic, tailored content that prioritises personalised storytelling and seamless digital touchpoints while upholding the values that are important to them.

At the same time, authenticity has never been more valuable as travellers seek real, human-centred experiences and stories they can trust. Destination organisations are therefore tasked with the challenge of operating at the intersection of these two powerful forces: leveraging new technologies to enhance agility and personalisation while deepening their connection to community voices and values.

The most effective destination marketers of tomorrow will not just master emerging tools, they will also earn trust through transparency, promoting visitor and resident values and embracing AI as a collaborator – not a crutch. In this new landscape, competitive advantage comes from a blending of technological adaptability and human authenticity.

As we look to the future of this rapidly evolving industry, the 2025 DNEXT Futures Study underscores that innovation, collaboration and sustainable growth provide the path for destination organisations to effectively serve visitors, residents and communities alike.