You Can't Market Your Way Out of This
'Never let a good crisis go to waste.'
Wildfires. War. Social injustice. Anti-tourism protests. These are just a few examples of the challenges that destinations all over the world face on a day-to-day basis.
And while most tourism boards weren't directly involved in the events, one thing is clear: destinations are no longer neutral. They are frontlines - intersecting global conflict, climate disasters, social inequality, and yes, the growing resentment around tourism itself.
From war headlines to overtourism protests, this moment calls for a dramatic shift in how we define leadership in place. The days of separating tourism from politics, community from strategy, or crisis from brand are over.
This isn't about doom and gloom—it's about being real, future-focused, and learning how to truly steward your destination through disruption.
At Place Generation, we've seen this shift firsthand. We've supported clients through wildfire evacuations and public backlash. We've worked with risk and hazard experts in the Juan de Fuca corridor before development ever began. We've helped communities build trust through transformation, sometimes amid deep disruption.
What we've learned is this: crisis management is no longer a "when." It's a "how."
It's not about preparing for if it happens. It's about recognizing it's already here.
The Reality on the Ground: Tourism Is Becoming a Target
It's not just geopolitical instability shaking destinations. It's the residents themselves.
In cities like Barcelona, Venice, Amsterdam, Lisbon, and Maui, locals are no longer simply voicing concern, they're fighting back. From verbal abuse to street-level protests and property damage, we're seeing an alarming trend: tourists becoming scapegoats for broken systems.
This is what happens when economic models prioritize short-term visitor revenue over long-term resident well-being. When housing is unaffordable, services are stretched thin, and local culture is reduced to a photo op.
You cannot drive a destination's economy through tourism while ignoring the pain it causes.
This is the central paradox facing place leaders right now:
How do you promote travel in places where the locals don't want tourists?
How do you build trust in communities that feel excluded from tourism benefits?
How do you tell a destination's story when that story is full of conflict?
The answer isn't found in more marketing. It's found in rethinking the role of the DMO itself.
Here's an example of what NOT to do:
In early 2023, France faced massive nationwide protests and strikes over President Macron's controversial pension reform. Paris became the epicentre of unrest, with transit shutdowns, fires in the streets, and clashes between police and demonstrators.
Yet, tourism authorities maintained a "business as usual" message, continuing polished promotions while the city burned. With little communication from official channels, tourists were left confused and unprepared, and locals viewed the silence as a failure to acknowledge the crisis.
Why it matters:
This was a missed opportunity for place leaders to show transparency, preparedness, and solidarity, not just with visitors, but with their communities. The attempt to protect Paris's image instead appeared tone-deaf and dismissive. It's a clear reminder: when destinations prioritize perception over truth, they lose trust. Stewardship, not optics, must be at the core of destination leadership.
What Crisis Leadership Requires Today
Here's what effective crisis-ready leadership looks like in this new era of destination management:
1. Shift from Promotion to Stewardship
The most resilient destinations are led by stewards, not marketers. A steward sees tourism as a tool, not a goal. They ask:
Is this benefiting our residents first?
Is our infrastructure prepared for disruption?
Do we have the social license to invite visitors here?
DMOs must move beyond KPIs focused solely on visitation and spending. Instead, integrate metrics around resident sentiment, visitor behaviour, and carrying capacity.
TIP: Build a "Resident Trust Index" to track local perception over time. Use it to guide marketing, not just surveys or sentiment reports after a crisis erupts.
2. Plan for Overlap, Not Silos
Today's crises don't arrive one at a time. Climate disasters, political instability, housing protests, and cultural flashpoints happen simultaneously. That means siloed plans are outdated.
TIP: Create a multi-scenario risk response framework. Combine emergency management, communications, and community relations into one living document. Train your staff and tourism partners on it. Don't leave crisis coordination to chance.
3. Lead With Transparency, Not Damage Control
When things go wrong, don't default to vague statements or hiding behind legal teams. Today's audiences, especially Gen Z and Millennials, demand transparency and accountability.
You don't need to have all the answers. But you do need to own the truth and share how you're responding. Even saying "we're listening and adjusting" can go further than silence.
TIP: In moments of tension, release resident-first communications before visitor statements. Show your people you're working for them, not just the tourism economy.
4. Make Crisis a Catalyst for Regeneration
Crisis reveals what's broken. But it also opens a door for something better.
Whether it's rebuilding after a wildfire or rewriting your tourism strategy post-protest, don't rebuild what wasn't working. Use this moment to ask:
What needs to be different?
Who needs to be at the table now?
How can we use this to align tourism with our long-term vision?
TIP: Launch a Community Co-Design Lab—a short-term working group of residents, local businesses, Indigenous voices, and cultural leaders tasked with reimagining one core aspect of the visitor experience.
This Is the Future of Place Leadership
Gone are the days when you could say, "We're just here to market the destination."
Gone are the days when visitor numbers alone were the measure of success.
Gone are the days when DMOs could afford to be reactive.
The new era of place leadership is responsive, resident-centred, and ready for complexity. It demands courage, collaboration, and above all, care.
Because destinations don't operate in a vacuum, they exist in the middle of a volatile world. And the question isn't if your place will face a crisis, it's how you'll show up when it does.
At Place Generation, we're working with clients across North America, Europe, and beyond to embed this thinking into destination strategies, governance models, and brand narratives. Whether you're facing fire, protest, or political pressure, we can help you lead with clarity, build community trust, and move forward with purpose.
Want to talk crisis-readiness for your destination? Let's start a conversation.
- SHANNON LANDRETH