Destinations International
Event planning in a time of rapid change
DESTINATIONS INTERNATIONAL SHARES INSIGHTS FROM ITS 2025 DESTINATIONNEXT FUTURES STUDY
T he global meetings and
events sector is navigating a period of profound uncertainty. Political instability, shifting traveller behaviours, rising costs, climate pressures and accelerating technological change are reshaping how, where and why people gather. Geopolitical tensions and visible social challenges affect perceptions of safety and destination appeal, while evolving work patterns, from hybrid offices to the“ anytime, anywhere traveller,” alter the rhythms of demand.
For event planners, these changes present a dual challenge: staying agile in the face of disruption, while ensuring events remain relevant, impactful and well-supported by their host communities. Compounding this is the reality that 42 % of destination organisations anticipate funding risks in the next three years, potentially affecting infrastructure investment, event support and destination marketing. In North America specifically, the Destinations International Reputation Study underscores how public perception of the industry can directly influence political support, making advocacy and transparent communication even more vital.
A global compass for change Amid these shifts, Destinations International, has launched, in partnership with MMGY NextFactor, the 2025 Destinations International DestinationNEXT Futures Study(‘ DNEXT Futures Study’). Developed with insights from a global advisory council, case studies, five targeted industry panels and a global
survey of 593 destination professionals, the report distils eight forces shaping the future of destination leadership and their direct implications for business events.
While earlier editions of the biannual study focused on marketing and visitor growth, the 2025 edition underscores a more complex mandate: destination organisations are becoming multi-dimensional leaders engaged in community development, policy advocacy, environmental stewardship and workforce development. For meeting planners, this means destination partners are increasingly influential in areas that directly shape event success, including air service access, venue investment, urban activation and long-term sustainability planning.
Events as strategic catalysts One of the most relevant themes for planners is the shift toward intentional event strategies.
“ Destination organisations are becoming multidimensional leaders engaged in community development, policy advocacy, environmental stewardship and workforce development”
Destination organisations are targeting events that align with local identity, leverage regional economic strengths and create measurable legacy impacts beyond immediate economic returns. In North America, this is especially visible in cities investing in cultural festivals, sports tourism and sectorfocused conventions to diversify markets and drive off-season visitation. For planners, these approaches can translate into stronger community buyin, tailored incentive programmes and more coordinated support across sectors.
Technology, authenticity and personalisation The study also identifies generative AI as a major disruptor of destination marketing and event communications. Destinations are using AI to deliver hyper-personalised messaging, streamline content production and analyse attendee behaviours. For planners this means richer data insights, multilingual content capabilities and more adaptive engagement strategies balanced with an emphasis on authenticity and place-based storytelling.
Broader success measures Success is no longer measured solely in room nights or delegate spending and the DNEXT Futures Study highlights the growing importance of resident sentiment, environmental health, inclusivity and social impact. These align closely with the Reputation Study’ s findings in North America that demonstrating community benefit is key to sustaining support. For planners, this opens opportunities to design events that leave meaningful benefits for host communities.
By understanding the forces shaping the industry and the evolving capabilities of destination organisations, meeting planners can better align event goals with community priorities, leverage new tools and ensure that the gatherings they design are relevant, resilient and resonant. n
ISSUE 139 / CONFERENCE & MEETINGS WORLD / 19