Alistair Turner chaired a conversation between destinations and suppliers, and found shifting expectations …

Last year, Meet In Wales asked a question that resonated with destination marketeers within the business events industry. Why is it so hard to be a destination these days?

The ensuing conversation - first explored with DMOs (destination marketing organisations) and CVBs (convention bureaux) at IMEX America and continued through discussions and forums at ICCA and IBTM - painted a complex picture.

In short, destinations are navigating economic uncertainty, funding pressures, changing buyer behaviour, geopolitical instability and increasingly competitive markets. And most of these forces sit beyond the control of any DMO, CVB or venue.

At IMEX Frankfurt, Meet In Wales instigated a further discussion, this time taking in the opinions of a diverse group of event organisers, agencies, association leaders, destination experts and venue representatives. The aim was to add a new dimension to the conversation, exploring how organisers’ own expectations are evolving and the role destinations can play within that changing landscape.

Heledd Williams, head of business events, Meet In Wales, reflected the journey of these discussions over the last six months in her opening remarks.

“Destinations continue to hide in plain sight within the events industry, and we often only hear a distorted, one-sided and disproportionately positive story from them.

“These conversations are fresh and exciting, as we’re looking to break the model and do something different. As destinations, we’re identifying the problems and the solutions, but we want to keep our customers in the loop, involve them in the process; they have so much to gain from this.”

Universally, the conversation endorsed those that had preceded it; the challenges facing destinations remain as real as ever. Yet throughout the discussion, one theme surfaced repeatedly. Increasingly, organisers are looking for destinations that are useful. Not simply destinations that market themselves well, but those that help solve problems, create connections, open doors, and make events better. For those who seek their services, DMOs/CVBs are an important link in the event planning process, however the scope of their utility is evolving.

From promotion to partnership

For many years, DMOs/CVBs were primarily viewed as promoters of place. Their role was to showcase venues, accommodation, attractions and accessibility. While those fundamentals remain important, many around the table felt destinations are increasingly expected to offer something more.

Jane Cunningham, director of European engagement at Destinations International, described how destination organisations were evolving beyond traditional marketing functions.

"How do we connect you with intellectual capital? How do we make sure that you're connecting with the local community?" she asked. "That's really what it's all about."

That sentiment was echoed by Tracy Clark, client services director at MCI UK, who argued that organisers increasingly value destinations that act as strategic partners.

"As a global agency, we work as consultative strategic partners to our clients," she explained. "Having that strategic relationship with the destination is very important."

The discussion suggested that destinations are at their most valuable when they become facilitators rather than simply promoters. Organisers are looking for help finding local experts, identifying sector strengths, creating delegate experiences and making meaningful connections within a destination. The destination itself becomes part of the event proposition rather than simply the location in which it takes place.

Craig Bingham, managing director of ICC Wales, highlighted the challenge this creates. Reflecting on a recent conversation with the chief executive of a major retailer, he recalled being surprised by how little awareness there was of the wider offer surrounding his venue. "He told me how fabulous it was and didn't realise what we had to offer," said Bingham, referring not only to ICC Wales itself but the wider experience available through the surrounding destination.

Trust, relationships and experience

If usefulness was one recurring theme, trust was another. Several contributors highlighted that destination decisions are rarely made through objective criteria alone. Relationships, experiences and confidence continue to play a significant role.

For Sammy Connell, head of events at NASUWT – The Teachers’ Union and Co-Chair of ABPCO, in the UK, this is particularly evident within associations, where decision-making often involves boards, committees and elected representatives whose priorities may shift over time. "If they've had a good relationship with a destination, where they’ve opened doors, made links and offered really practical support, that's when the magic happens," she said.

The discussion also highlighted the increasingly important role destinations play in helping organisers create meaningful experiences beyond the conference room. For many associations, events are no longer attended by delegates alone. Families often travel too, creating a wider set of expectations around destination experiences and activities. Connell explained how destinations frequently become critical partners in helping associations build programmes that extend beyond the formal event itself.

Lucy Nicholls, founder and creative director of The PS Events Group, took the argument further, suggesting that experiences are often what people remember long after the practical details have faded.

"People rarely remember information," she noted. "They remember how something made them feel. In today’s experience economy, creating meaningful, tangible human connections is essential. Every memorable experience starts with a clear purpose, the ‘why’ that gives every touchpoint meaning. Destinations need to do the same." e

That observation felt particularly relevant in a marketplace where destinations often compete using similar messages around sustainability, accessibility and infrastructure. Experiences, and the emotions they create, remain much harder to replicate.

Different buyers, different challenges

One of the most valuable insights from the discussion was that not all buyers engage with destinations in the same way.

Anita Howard, founder of the International Corporate Events Network (ICEN), shared research conducted among corporate event planners which suggested that awareness of convention bureaux remains relatively low within that audience. "Two thirds of our audience basically don't know what convention bureaux do," she explained.

Howard was speaking specifically about the corporate market, which often follows different decision-making processes to associations. While association planners frequently engage with convention bureaux and destination organisations as part of established event planning processes, corporate teams often rely on internal databases, existing supplier relationships and broader organisational priorities.

For Sarah Fleming, whose consultancy supports destinations with lead generation and ambassador programmes, this distinction is increasingly important. “In the association market, destinations have clearer routes to intelligence, influence and access,” she observed. “With corporates, decision-making is less transparent, and there's a big communication gap there.”

That does not mean destinations are failing. Rather, it highlights an opportunity. If destinations are evolving into partners, connectors and facilitators, they must ensure that value is understood by audiences who may never have traditionally engaged with them.

The discussion suggested that corporate buyers could potentially benefit enormously from the expertise, networks and support that destinations provide. The challenge is ensuring those buyers understand where and how that value can be accessed.

The challenge of clarity

As the discussion progressed, attention turned towards how destinations communicate their value. If usefulness is increasingly important, how should destinations position themselves?

The question reflected a wider frustration shared around the table. Most destinations can point to sustainability credentials, accessibility, cultural experiences and strong infrastructure. Increasingly, these are expected rather than differentiating. The challenge is identifying what genuinely makes a destination distinctive.

This point resonates with the wider objective of these discussions, which is to deep dive into how destinations both talk about themselves and how they talk to the market. As Heledd Williams suggested, “At Meet In Wales we’re looking at new ways to present ourselves that break away from what we’ve always done, and what seems to be an accepted way of operating across the industry.”

“We do really feel like there is a need for something new and exciting. Something that does reach and engage new audiences, with a new voice, one with a little more empathy, honesty, but retaining that love of who we are and what we do.”

Sam Bushell, head of buyer relations at Worldwide Events, described how his team actively seeks destinations that know exactly who they are and what they stand for.

"We really want them to be niche," he explained. Rather than attempting to be everything to everyone, organisers increasingly value destinations that understand their strengths and communicate them clearly.

Bushell shared an example from Gothenburg, where the destination's growing pharmaceutical sector became a central part of the story being told to buyers. Rather than relying on generic destination messaging, the city built its proposition around something tangible and relevant. It was perhaps one of the most revealing moments of the discussion. Destinations are not brands in the traditional sense. They are ecosystems. Aligning venues, hotels, suppliers, local authorities and industry partners behind a single narrative.

Continuing the conversation

The discussion in Frankfurt did not provide a definitive answer to the question that inspired it. The challenges facing destinations remain significant, and many of the pressures identified during earlier conversations continue to shape the industry today.

What the discussion did provide was perspective. Across different sectors, different business models and different buyer groups, participants repeatedly returned to similar themes. Organisers value destinations that are useful, trusted, connected and clear about the role they play.

If there was one conclusion to draw from the discussion, it was that there remains a desire for evolution in this crucial sector of the industry. From the proposition itself to the way it is communicated and the way it adds value to events. The tone from event planners is supportive; they want innovation, ambition and betterment. But they still want that warm feeling of being wrapped up in a destination, being made to feel a part of a community while hosting an event there. These intangible benefits are a big part of how destinations add value and capturing it could be exciting for the industry.

These conversations are hosted by Meet In Wales. AMI is the exclusive media partner.