The global travel and events landscape is growing more complex, and with it, the roles of destination organizations.
This is decidedly clear in the 2025 DestinationNEXT Futures Study, a comprehensive research initiative from Destinations International (DI) in partnership with MMGY NextFactor, which was released at DI’s Annual Convention July 9-11 in Chicago. Conducted every two years and funded by the DI Foundation, the study provides insights as the landscape of destination management quickly evolves.
For meeting planners, destination organizations are critical partners in both the destination selection and event planning processes, and understanding how their priorities and work strategies are shifting can help discern if a particular place is the right fit for their programs. The study found that destination organizations are being more intentional about what events they are pursuing as well, putting community values at the forefront of their work.
“This year’s study underscores the transformative period destination organizations are navigating, shaped by rapid technological advancements, geopolitical uncertainties, evolving traveler preferences and growing community expectations,” said Don Welsh, president and CEO of DI.
“Destination organizations are fundamentally transforming,” said Cassandra McAuley, managing director at MMGY NextFactor. “Ten, 15 years ago, our roles were about marketing outward and bringing visitors into our destinations, and that's no longer the case.”
She explained that resident sentiment is rising in importance, underscoring the value of community buy-in on major development projects, events and tourism initiatives.
“The 2025 DestinationNEXT Futures Study reflects a pivotal moment for destination organizations—one defined by complexity, but also by opportunity,” she added. “This year’s findings offer a clear call to action: destination leaders must embrace innovation, advocate boldly and redefine success in broader, more inclusive terms.”
Four Key Findings From the Study
The 2025 DestinationNEXT Futures Study surveyed more than 530 respondents from 36 countries and territories via quantitative research and focus groups. The study identified four core results and key findings critical to destination success:
- Funding vulnerability and advocacy: 42% of destination organizations foresee funding risks within three years, emphasizing the need for proactive advocacy and innovative funding strategies such as Tourism Destination Marketing Districts.
- Expanded organizational roles: 84% of destination organizations are actively involved in destination development, whether that’s advocacy, stakeholder engagement or other strategies to enhance the destination. That’s a big shift—these projects aren’t pursued with just the visitor in mind, but also the resident, reflecting broader community engagement, comprehensive strategic planning and product development.
- Generative AI's impact: The report highlights how generative AI is transforming destination marketing—driven by digital native travelers—and at the same time, maintaining authenticity and building trust with travelers as they seek personalized, human-centered content.
- Redefinition of success metrics: Just as a destination organization’s role is more complex, so are their KPIs. Increasingly, they are adopting multidimensional performance indicators focused on resident sentiment, community well-being, environmental sustainability and inclusivity.
Business Events Trends
The ever-changing role of destination organizations also affects how these crucial partners book events and collaborate with planners. As destination organizations put a greater emphasis on their local communities, their events strategy follows.
“Success in this space requires more than bidding for big-name events,” the report states. “It demands a purposeful, whole-of-community approach that considers brand alignment, infrastructure readiness, community impact and long-term legacy.”
It’s all to say, destinations are approaching events with more intention. The study suggests that destinations leading in this space aren’t just asking, “Can we host this event?” but, also, “Should we?” In addition, the region’s priority sectors, identity and long-term objectives should align with their events strategy. This might mean targeting industries that match intellectual capital available in their destinations, for example.
The importance of community trickles into business events strategy, too. As destination organizations become more involved in driving public and private investment toward upgrading venues and other destination infrastructure, the report finds that there is also growing scrutiny over the real costs and benefits of hosting major events, “making transparency, evaluation and community consultation essential.”
“The role of destination organizations is evolving in parallel,” the report asserts. “No longer limited to event marketing or logistics, leading organizations are acting as conveners and catalysts, bringing together rights holders, venues, businesses and government to co-create event strategies that reflect shared goals.”
What’s Next?
DI plans to use findings from the study to inform resources it creates for its members. It’s also embarking on a new strategy with MMGY NextFactor to launch quarterly deep dives into the data rather than wait another two years to release the next iteration of the study as it has in years past.
“In today’s fast-moving and unpredictable world, two years between studies is significant,” McAuley said. “To stay ahead, we are committed to providing quarterly ’deep-dives’ into segments of our findings, ensuring the industry remains informed, agile and ready to adapt.”
