Destination On The Left

Nicole Mahoney
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  • Marketing
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Destination On The Left is a travel and tourism industry podcast hosted by Travel Alliance Partnership. Each episode explores successful collaborations, creative marketing ideas and best practices for both consumer and travel trade marketing programs. Interviews are a mix of Destination Marketers, Industry Leaders, Consultants and businesses in the industry.

  1. 2d ago

    Developing Air Routes Through Data, Strategy, and Collaboration, with Siobhan Chrétien

    On this episode of Destination on the Left, I talk with Siobhan, a destination marketing and route development expert at Development Counsellors International (DCI). Drawing on nearly 20 years of experience in destination marketing, Siobhan shares how destinations and regional airports can make a compelling business case for new air service. We discuss the importance of data-driven strategy, long-term airline relationships, and collaboration among airports, destination marketing organizations, and local tourism partners. Siobhan also explores emerging travel trends and how destinations can communicate their unique value to airlines while creating more opportunities for both visitors and residents. What You Will Learn in This Episode: How destinations and regional airports can use data and market analysis to build a compelling case for new air service  Why understanding airline priorities, route profitability, and the right carrier is essential to successful route development  How collaboration among airports, DMOs, and local tourism stakeholders can strengthen a destination's appeal to airlines  What regional travel trends, including domestic travel, business travel, and shorter-haul flights, mean for smaller markets  How creative marketing, loyalty programs, and targeted promotions can help airlines and destinations reach new audiences  Why packaging bookable travel experiences and coordinating with industry partners can help turn interest in a destination into demand  How destinations can build lasting airline relationships through patience, shared investment, and a clear understanding of their unique strengths  Building a Business Case for Regional Air Service Route development involves much more than convincing an airline to add a destination to its network. As Siobhan explains, airlines make decisions based on profitability, passenger demand, and how a potential route fits into their broader network. Destinations need to understand those priorities and translate their own strengths into a clear business case supported by data. That means identifying where visitors are coming from, understanding underserved markets, and demonstrating why a community has the potential to support new or expanded service.  For regional airports, this process begins with bringing the right people together. Airports, destination marketing organizations, and local stakeholders can work collaboratively to share market intelligence, communicate the destination's unique selling propositions, and demonstrate how tourism investment supports demand. Siobhan also emphasizes the importance of pursuing the right airline partners. Not every carrier will be a good fit for every destination, and understanding an airline's business model and network priorities helps communities focus their efforts where they have the strongest opportunity for success.  Turning Collaboration and Creative Marketing Into Opportunity A compelling business case is only one part of route development. Siobhan describes how destinations must also bring their stories to life for airline decision-makers, many of whom may have limited firsthand knowledge of the places they are evaluating. Pairing market analysis with a thoughtful marketing narrative helps airlines understand not just where a destination is, but what makes it distinctive and why travelers might want to go there. Building these relationships takes time, often involving repeated conversations, industry meetings, and destination visits before a new route becomes a reality.  Collaboration also creates opportunities to make marketing investments go further. Siobhan discusses how destinations, airlines, and local tourism businesses can work together through digital campaigns, content creators, loyalty marketing, sports activations, and other targeted promotions. Behind these efforts, DMOs can coordinate with hotels, restaurants, attractions, tour operators, and destination management companies to create cohesive, bookable experiences. By connecting air service with a strong destination story and products travelers can actually purchase, partners can build a more complete proposition for both airlines and potential visitors.  Understanding Travel Trends and Planning for Long-Term Growth Changing traveler preferences continue to shape the opportunities available to regional airports. Siobhan explores how domestic travel, shorter-haul flights, and demand for convenient direct connections can create openings for smaller markets. Business travelers also play an important role in route economics, helping support flight profitability and, in turn, creating opportunities that benefit leisure travelers. Understanding the relationship between passenger demand, route yield, and airline capacity allows destinations to make more informed decisions about where to focus their efforts.  Siobhan also highlights the importance of recognizing what travelers value beyond simply reaching a destination. Families are adjusting when they travel, business travelers may extend their trips for leisure, and visitors are seeking experiences that offer meaningful value, whether through local food and culture, outdoor activities, or opportunities to disconnect from everyday pressures. For destination marketers, these shifts create opportunities to communicate more specific and compelling reasons to visit. Her central message is that route development requires patience, sustained investment, and a shared commitment across the community. When partners work together with a clear strategy and a long-term perspective, they can strengthen air access and expand opportunities for the destinations they serve.  Resources: Website: https://aboutdci.com/ LinkedIn: https://www.linkedin.com/in/siobhan-chr%C3%A9tien-9ab40a16/

  2. 4d ago

    Building A Better Group Tour: Preparing Destinations for Group Travel with Patrick Keyes and Amy Larson

    On this episode of Destination on the Left, I continue our special series in partnership with the American Bus Association with co-host Fred Ferguson, CEO of ABA, and guests Patrick Keyes of Rainbow Air Helicopter Tours in Niagara Falls, New York, and Amy Larsen of the Wyoming Office of Tourism. Together, they explore what it takes for attractions and destinations to welcome group travel, from investing in the right infrastructure to helping local businesses recognize the potential of motorcoach visitors. Through examples from Niagara Falls and Wyoming, Patrick and Amy share how strong destination partnerships, thoughtful planning, and creative approaches to visitor experiences can help communities develop compelling group tour products while preserving what makes them unique. What You Will Learn in This Episode: How attractions can assess their readiness for motorcoach groups and invest in the infrastructure that makes visits easier Why communication, operational details, and understanding tour operator needs are essential to creating a smooth group experience  How destination marketing organizations can help attractions recognize their potential and build confidence in serving larger groups  What it takes to turn local history, culture, and existing community activities into distinctive group tour experiences  How partnerships between attractions, restaurants, tour operators, and destination organizations can solve capacity and logistical challenges  Why familiarization tours and sustained relationship-building help tour operators discover and sell new experiences  How destinations can balance practical constraints, such as travel distances and lodging availability, with authentic experiences that encourage visitors to explore more  Building the Infrastructure and Experience for Group Travel Welcoming motorcoach groups involves much more than having an attraction worth visiting. As Patrick Keyes explains, Rainbow Air Helicopter Tours' recent $26 million investment transformed its operation from a small seasonal helicopter business into a more comprehensive visitor experience. The new tourism center includes expanded helicopter capacity, a virtual reality experience, interactive historical exhibits, retail, refreshments, and restrooms. Just as importantly, its design considers the practical needs of motorcoach operators, including convenient bus parking and easy access to the entrance. These details help create a more comfortable experience for visitors while making the attraction easier for tour operators to include in an itinerary.  Patrick emphasizes that readiness also depends on planning and communication before a group arrives. Attractions need to understand group size, timing, capacity, safety requirements, and the steps required to move visitors through an experience efficiently. At Rainbow Air, coordinating arrival times, passenger groups, safety briefings, and alternative activities when weather prevents flights helps make the visit more predictable. For attractions considering this market, the lesson is to build on processes that already work, learn from experienced industry partners, and adapt operations gradually rather than assuming a successful individual visitor experience will automatically translate to a successful motorcoach visit.  Helping Local Partners Turn Their Stories Into Group Experiences Amy Larsen shares how the Wyoming Office of Tourism works with attractions and businesses across a large, rural state where communities have distinctive stories but may have limited staffing, dining options, or capacity for larger groups. A key part of her role is helping partners recognize what they can offer and how their existing capabilities might translate to group travel. A business that regularly serves a large private event, for example, may have more potential than its owners initially realize. With thoughtful planning, buffet service, smaller rotating groups, or partnerships with nearby businesses, an attraction can often create a workable experience without having to reinvent its entire operation.  The opportunity is also to make the experience more meaningful by bringing local character into the itinerary. Amy describes examples that include a meal in a historic ghost-town setting, local ranching stories shared over dinner, and a private rodeo experience paired with food from a local caterer. These ideas work because they build on what already exists in the community, turning local knowledge, traditions, and relationships into experiences visitors cannot easily find elsewhere. Amy's approach highlights the importance of knowing each partner's real capabilities, helping them tell their stories with confidence, and ensuring that the experience meets the expectations of both the tour operator and the travelers.  Strengthening Partnerships That Make Destinations Easier to Sell Both guests underscore that group travel depends on relationships across the tourism ecosystem. Patrick describes working closely with the Niagara region's destination organization and other local businesses to build awareness, identify complementary offerings, and create more complete visitor experiences. He sees consistent communication and a willingness to participate in collaborative opportunities as essential to that work. His philosophy of saying yes when possible reflects the value of being an active partner: opportunities such as familiarization visits, itinerary planning, and last-minute requests can introduce an attraction to new operators while strengthening the wider destination.  Amy brings a similar perspective to Wyoming, where long distances, limited lodging, and fewer conventional dining options can make itinerary planning challenging. Rather than dismissing a location because it does not fit a standard travel pattern, she works with partners and tour operators to find creative solutions that respect travel times and deliver an authentic experience. She also stresses that trust takes time. Tour operators may plan their catalogs years in advance, so destinations need to keep nurturing relationships, demonstrating their understanding of the market, and bringing partners and operators together through familiarization tours. Across both conversations, the broader lesson is that group-ready destinations are built through shared effort: understanding operational needs, recognizing local strengths, and helping each partner see how their contribution can become part of a memorable, well-planned journey.  Resources: Research: https://www.buses.org/foundation/reports/economic-impact-of-motorcoach-group-travel-in-the-united-states-2025/ Patrick Keyes Website: https://www.rainbowairinc.com/ LinkedIn: https://www.linkedin.com/in/patrick-keyes-1001186/ Contact:  keyesp@rainbowairinc.com  Amy Larsen Website: https://travelwyoming.com/ LinkedIn: https://www.linkedin.com/in/amy-larsen-mtm-b0034856/

  3. Oct 28

    Reimagining DMO Digital Strategy and the Visitor's Journey, with Kelly Blazosky

    In this episode of Destination on the Left, I talk with Kelly, a long-time tourism industry leader who has spent over 26 years working across both destination marketing organizations and the technology side of the visitor economy. Now serving in the vendor space with Tourism Exchange USA, Kelly brings a unique dual perspective on how destinations can evolve their digital strategy in an AI-driven world. We explore how DMOs can move beyond inspiration and into full-funnel booking capability, the role of live inventory in simplifying distribution, and why education and collaboration are essential as tourism continues to shift toward a more connected, data-informed ecosystem. What You Will Learn in This Episode: How AI is changing the way travelers search, plan, and book trips—and what that means for destination marketing organizations  Why DMOs need to think beyond inspiration and clicks to create a full "continuous journey" that includes booking capability  How live inventory technology is transforming distribution by connecting suppliers, DMOs, and consumers in real time  What it means for DMOs to act as a distribution channel for local businesses and how that shifts stakeholder relationships  How Tourism Exchange USA helps destinations support both digitally connected and offline tourism businesses  Why attribution and real booking data are becoming essential tools for demonstrating tourism impact and campaign success  How travel trade connectivity expands destination reach through curated, bookable itineraries and discovery tools  AI, Digital Strategy, and the Evolution of the Visitor Journey A major theme in the conversation is how quickly AI is reshaping traveler behavior. Kelly shares how people are already using tools like ChatGPT to plan complex trips end-to-end, signaling a shift in how destinations must think about visibility and relevance. In this environment, DMOs are no longer just storytellers or inspiration hubs—they need to ensure they are structured to be found, interpreted, and prioritized by AI-driven systems. This requires a shift in digital strategy from isolated campaigns and content to an integrated ecosystem where inspiration, information, and booking are connected. Kelly emphasizes that DMOs who can provide a seamless path from discovery to booking are better positioned to remain relevant as AI increasingly mediates how travelers make decisions.   Live Inventory and the DMO as a Distribution Channel At the core of Tourism Exchange USA's approach is live inventory integration, which allows suppliers to connect their booking systems so availability and pricing are always up to date. This removes the need for allocation models or manual coordination and ensures that what a traveler sees is what is actually available in real time.  Kelly explains how this fundamentally changes the role of the DMO, turning it into a true distribution channel for local businesses. Rather than simply driving traffic to external booking sites, DMOs can now facilitate transactions directly through curated destination pages, helping keep users within a controlled environment that reduces friction and improves conversion.  She also highlights the "matchmaker" role DMOs can play—connecting consumers with local businesses while enabling direct booking relationships that benefit both parties and keep more revenue local. This shift not only improves the visitor experience but also strengthens the economic impact within the destination.  Travel Trade, Education, and the Power of Attribution Beyond consumer-facing strategy, Kelly discusses the importance of supporting the travel trade through a dedicated B2B marketplace that helps operators discover and book destination product. Through destination discovery pages and curated itineraries, tour operators can better understand what a region offers and confidently build it into client programs.  A key benefit of this system is improved clarity around geography, itinerary planning, and bookable experiences, which helps reduce friction in the sales process. Kelly also notes that these tools allow destinations to provide structured, evergreen itineraries that can be easily accessed, updated, and shared with trade partners over time.  Education emerges as a critical theme throughout the conversation. Kelly emphasizes that both stakeholders and new tourism businesses require ongoing onboarding and support to fully engage with digital distribution systems. Ultimately, the combination of education, live inventory, and attribution tools gives DMOs a clearer picture of campaign performance and strengthens their ability to demonstrate real economic impact to stakeholders.  Resources: Website: https://tourismexchangeusa.com LinkedIn: https://www.linkedin.com/company/tourism-exchange-usa

  4. Oct 26

    Building A Better Group Tour: Marketing Tours Through Authenticity, Innovation, and Stronger Industry Partnerships

    In this special episode of Destination on the Left, produced in partnership with the American Bus Association, I am joined by Fred Ferguson, CEO of ABA, for two conversations with tour operators taking thoughtful, strategic approaches to marketing their businesses. Richard Arnold of Atlantic Tours shares how authentic branding, meaningful customer relationships, and a commitment to understanding traveler behavior have helped his company build lasting loyalty. Jason Murray, President of Southwest Adventure Tours, offers a different perspective, exploring how digital marketing, emerging AI tools, distribution partnerships, and immersive outdoor experiences can help a tour operator reach new audiences and grow sustainably. Together, these conversations highlight the importance of balancing innovation with human connection, using data to guide decisions, and building partnerships that strengthen both individual businesses and the destinations they serve. What You Will Learn in This Episode: How authentic branding and a strong sense of place can help tour operators stand out and build lasting customer relationships  Why nurturing past travelers can be an effective marketing strategy and a source of future bookings  How customer feedback and more accurate data can help operators understand their audiences and allocate marketing resources more effectively  What tour operators need to consider as AI, search behavior, and digital discovery reshape how travelers find experiences  Why diversifying marketing channels and distribution partnerships can build business resilience and reduce dependence on a single source of revenue  How collaboration with destination marketing organizations, industry associations, and local businesses can accelerate growth  What economic impact research and modern motor coach experiences reveal about the broader value of group travel to communities  Authenticity and Relationships as the Foundation of Tour Marketing Richard Arnold of Atlantic Tours has spent decades building a business grounded in personal connections, regional identity, and memorable travel experiences. As the company has evolved from traditional print advertising to a more digitally connected marketing environment, Richard has continued to prioritize the qualities that make Atlantic Tours distinctive. His signature Nova Scotia tartan kilt, worn at industry events and incorporated into the company's guide uniforms, is more than a visual identifier. It creates opportunities for conversation, reinforces a sense of place, and gives potential customers a memorable introduction to the business.  Richard also shares how the company's strong repeat-customer base reflects the value of delivering a quality experience and maintaining relationships long after a trip ends. Rather than relying exclusively on conventional advertising, he describes bringing past travelers together through a reunion event that combined social connection with opportunities to explore future travel offerings. The approach illustrates how customer loyalty can become an active part of a marketing strategy, creating opportunities to reconnect with existing travelers while encouraging future bookings and referrals.  Using Customer Insights and Digital Innovation to Guide Growth For Atlantic Tours, understanding the customer is just as important as reaching them. Richard explains how gathering traveler feedback has helped the company develop a more accurate picture of where its customers actually live, rather than relying solely on the booking location recorded by reservation systems. This information, combined with evaluations of tour components such as hotels, helps the company make more informed marketing decisions, strengthen supplier relationships, and identify opportunities to improve its product. His experience demonstrates how even established businesses can use better data to make more strategic decisions about limited resources.  Jason Murray brings a complementary perspective through his work growing Southwest Adventure Tours, which specializes in small-group travel and immersive experiences across the Western United States. He describes how the company has built its marketing approach around compelling imagery, storytelling, search engine optimization, and word of mouth, while adapting to new opportunities created by AI and evolving digital discovery. A recently redesigned website and increased attention to tools such as Google Business and Google Things to Do reflect his recognition that tour operators need to think beyond traditional search strategies. Jason also emphasizes the value of working with knowledgeable technology partners who can help translate new tools into practical business results, rather than investing time and money in solutions that do not deliver.  Building Resilient Businesses Through Partnerships and Community Impact Jason's experience also highlights the importance of building a diversified business model. By gradually expanding from direct-to-consumer sales into relationships with travel advisors, tour operators, and other distribution partners, Southwest Adventure Tours has developed multiple revenue streams. Jason reflects on how this approach helped the business navigate the challenges of the pandemic and why he encourages other operators to invest in industry associations, develop relationships with destination marketing organizations, and build a strong understanding of their finances. His advice reinforces that sustainable growth depends not only on marketing visibility but also on sound business practices, trusted networks, and the willingness to learn from others.  The conversations also explore how tour operators contribute to the wider tourism economy. Fred shares research demonstrating the direct spending generated by group travel in Nova Scotia, illustrating how operators can use economic impact data to make the case for collaboration with local businesses and destination partners. Jason's work with national parks and public lands offers another perspective on the value of partnerships, showing how tour experiences can connect visitors more deeply with a destination's natural and cultural assets. From strengthening cross-border relationships to developing experiences alongside local partners, both interviews underscore the importance of working collectively to build a more resilient tourism industry.  Resources: Research: https://www.buses.org/foundation/reports/economic-impact-of-motorcoach-group-travel-in-the-united-states-2025/ Richard Arnold Website: https://www.atlantictours.com/ LinkedIn: https://www.linkedin.com/in/richard-arnold-597ab536/ Jason Murray Website: https://www.southwestadventuretours.com/ LinkedIn: https://www.linkedin.com/in/jason-murray-585426219/

  5. Oct 21

    Celebrating 500 Episodes: Ten Years of Creativity, Collaboration, and Lessons from the Tourism Industry

    On this milestone episode of Destination on the Left, I reflect on ten years and 500 episodes of conversations with tourism leaders, destination marketers, entrepreneurs, and changemakers. What began as an idea to give the tourism industry a stronger voice has evolved into a platform for sharing ideas, building relationships, and exploring what makes collaboration work. Looking back at the show's most-listened-to episodes and the experiences that have shaped my own professional journey, I share the lessons that have stayed with me: the importance of authentic connections, the value of strategy over tactics, the power of focusing on what we can control, and the unexpected opportunities that emerge when we stay curious and open to learning. This special episode celebrates not only how far Destination on the Left has come, but also how the people and ideas of the tourism industry can shape the way we think, lead, and work together. What You Will Learn in This Episode: Why giving the tourism industry a stronger voice was the idea that sparked Destination on the Left, and how that original vision has evolved over ten years  What the show's most-listened-to episodes reveal about the importance of authentic connection, practical expertise, and personal storytelling  Why strategy must come before tactics, and how a clear understanding of your audience and goals helps organizations make better marketing decisions  How strong relationships and collaboration can help businesses navigate challenges, build collective influence, and accomplish more together  What the tourism industry's response to the pandemic teaches us about service, preparation, and focusing on what we can control  How curiosity and unexpected connections can reveal new opportunities for destinations, businesses, and tourism professionals  How five hundred conversations have helped me grow as a leader and speaker, pursue original research on collaboration, and shape the evolution of my work  The Lessons Hidden in the Most-Listened-To Episodes Looking back at Destination on the Left's most-listened-to episodes, I discover that the conversations listeners connect with most are not necessarily the ones focused exclusively on industry expertise. From a personal solocast about life lessons to discussions about marketing strategy, travel advisors, crisis management, and novel tourism, the top episodes reflect the many different ways people learn from one another. I explore why sharing personal experiences can build meaningful connections with an audience and how the willingness to be authentic can be just as valuable as sharing professional knowledge. I also reflect on the importance of staying curious, recognizing that some of the most useful ideas come from conversations that challenge our assumptions or introduce us to an entirely new perspective.  These episodes also reinforce lessons that apply across the tourism industry. Effective marketing starts with strategy, not simply the latest platform or tactic. Strong relationships can be a business's most enduring asset, particularly during uncertain times. And when circumstances are beyond our control, focusing on what we can influence helps us continue moving forward. Together, these conversations have helped me identify recurring themes and translate individual experiences into insights that tourism professionals can apply to their own organizations.  How Collaboration Became a Defining Part of the Journey When I launched Destination on the Left, creativity and collaboration were the two themes I wanted to explore with every guest. Over hundreds of interviews, I heard stories of destinations aligning stakeholders around shared goals, competitors joining forces to address common challenges, and organizations combining their resources and expertise to achieve results they could not accomplish alone. One conversation with travel industry leader James Ferrara particularly reinforced the importance of relationships and the role collaboration can play when businesses face a shared challenge. These recurring examples encouraged me to look beyond individual success stories and investigate what makes partnerships effective.  That curiosity eventually led to original research on collaboration, a keynote, and my book, Stronger Together: Building World-Changing Business Collaborations. I reflect on how the podcast became an unexpected foundation for this work, giving me access to perspectives, experiences, and patterns that I might never have discovered otherwise. The journey illustrates how consistently asking questions and listening to others can lead to new areas of expertise and professional growth. It also reflects the evolution of TAP into a strategic partner for the tourism industry, helping organizations design, organize, and sustain collaboration.  Growing Through Consistency, Curiosity, and Connection Reaching 500 episodes has also changed my approach to leadership, public speaking, and professional development. I share how hosting the podcast pushed me beyond my comfort zone, helped me become a more confident speaker, and taught me to value authenticity over perfection. Listening back to interviews became an important part of that growth, allowing me to reflect on my own communication while identifying ideas and patterns that could inform future conversations. Over time, what began as an unfamiliar undertaking became a regular part of my professional rhythm and a source of continued learning.  As Destination on the Left celebrates 500 episodes and ten years of conversations, I invite listeners to reflect on the people, ideas, and unexpected connections that have shaped their own professional journeys. What began as an effort to give the tourism industry a stronger voice has become a reminder of what we can learn when we listen to one another, stay curious, and make room for collaboration. I close this milestone episode with deep appreciation for the guests who have shared their stories, the listeners who have become part of the community, and the team that has helped bring every episode to life. And as the next chapter begins, the invitation remains the same: keep asking questions, keep sharing what you learn, and keep looking for opportunities to build something stronger together.  Resources: Ep 209 Maintaining Focus Through the Hurdles of 2020, with Pascale Bernasse  Ep 389 5 Powerful Life Lessons for Graduates, with Nicole Mahoney  Ep 397 The Evolution of the Travel Advisor, with James R. Ferrara  Ep 426 Novel Tourism and Place-Based Storytelling, with Marilyn Higgins  Ep 439 Social Media and Shared Tactics, with Adrienne Currie and Brittany Lynn

  6. Oct 19

    Building a Better Group Tour: Understanding Economic Impact and Destination Readiness, with Lew Myers and Todd Read

    On this special series of Destination on the Left, created in partnership with the American Bus Association (ABA), I'm joined by ABA CEO Fred Ferguson for a conversation about the economic impact of motorcoach and group travel and the opportunities it creates for destinations. Lew Myers, Director of Government Relations and Research at ABA, shares findings from the organization's latest economic impact research and explains how local-level data can help tourism leaders make a stronger case for investing in group travel. Todd Read, Director of Sales and Services for SOIN Tourism in Southern Indiana, brings the destination perspective, exploring how relationship-building, thoughtful preparation, and collaboration with local businesses can help communities compete for group business. Together, these conversations highlight how better data and stronger partnerships can help destinations build a more sustainable and valuable group travel market. What You Will Learn in This Episode: What ABA's latest economic impact research reveals about the scale of motorcoach and group travel and its contribution to jobs, wages, taxes, and local businesses How county-level economic data can help destinations demonstrate the value of group travel and advocate for greater investment  Why translating research into a compelling local business case can change how community leaders view motorcoach tourism  What it takes to prepare attractions, hotels, restaurants, and other local partners to welcome motorcoach groups successfully  How group travel can help destinations fill seasonal gaps, support local businesses, and strengthen their tourism economy  Why consistent relationship-building, responsive service, and well-designed itineraries are essential to earning tour operators' trust  Making the Economic Case for Group Travel Understanding the economic contribution of motorcoach and group travel is essential to elevating its role in the broader tourism industry. Lew Myers shares findings from ABA's latest research, which estimates that motorcoach travel generated $161 billion in total economic activity in the United States, supported nearly 900,000 jobs, and generated $28 billion in taxes. The research also highlights the significant contribution of organized group travel, which generated $92 billion in economic impact and supported approximately 524,000 jobs in 2025.  One of the most important developments is the availability of economic impact data at the county level. Rather than relying solely on national or state figures, destinations can now better understand how motorcoach travel contributes to their own communities through business activity, employment, wages, and tax revenue. Lew and Fred discuss how this information can help tourism organizations make a more compelling case for investment, from marketing resources to bus parking, visitor facilities, and infrastructure. The conversation also explores how destinations can use this research as a baseline to understand their existing group travel business and identify opportunities to grow it strategically.  Preparing Destinations to Welcome Group Travel For Todd Read, the opportunity to grow group travel in Southern Indiana began with recognizing that a smaller destination could offer experiences that tour operators would find valuable and marketable. Located across the Ohio River from Louisville, Southern Indiana combines convenient access with group-friendly attractions, distinctive local businesses, and experiences that can be packaged into appealing itineraries. Todd explains that destinations need to look beyond their size and assess what they can offer groups, while ensuring their local partners are ready to deliver a positive experience.  That preparation requires practical coordination. A motorcoach may bring 40 to 50 visitors to a business at once, creating opportunities as well as operational challenges. Todd shares how working directly with local attractions and businesses can help address capacity limitations and create experiences that accommodate everyone. Whether that means coordinating smaller groups, building in time to explore downtown businesses, or ensuring adequate coach parking, the details matter. He emphasizes the importance of taking an honest inventory of a destination's readiness, developing a realistic itinerary, and understanding logistics before investing heavily in sales and promotion. When destinations prepare thoughtfully, they can create experiences that work for visitors, operators, and local businesses alike.  Building Relationships That Turn Opportunity Into Growth Both conversations reinforce that group travel is a relationship business. Todd explains that attending a trade show or making an initial introduction is only the beginning. Destinations need to keep showing up, develop their product, listen to tour operators, and build confidence through consistent, dependable service. Smaller destinations may not have the marketing budgets or anchor attractions of larger markets, but they can compete by being responsive, creative, and easy to work with. For tour operators assembling complex itineraries from a distance, a knowledgeable destination partner who can help solve problems is an important asset.  Strong relationships also extend beyond the destination's sales team. Hotels, restaurants, attractions, and local businesses all have a role in creating a cohesive group experience, and their participation helps ensure that tourism spending benefits the wider community. Todd discusses how group travel can help fill softer periods, particularly in the winter months, by giving destinations an opportunity to develop themed itineraries and bring reliable business to local partners when leisure visitation slows. Lew adds a complementary perspective, identifying overnight stays, international visitation, and stronger industry partnerships as opportunities for future growth. Ultimately, the goal is not simply to attract more buses, but to give groups more reasons to visit, stay longer, and contribute to the economic vitality of destinations.  Resources: Research: https://www.buses.org/foundation/reports/economic-impact-of-motorcoach-group-travel-in-the-united-states-2025/ Lew Myers Website: https://www.buses.org/ LinkedIn: https://www.linkedin.com/in/lew-myers-iii-38b605126/ Todd Read Website: https://www.gosoin.com/ LinkedIn: https://www.linkedin.com/in/todd-read-cdme-182ab73a/

  7. Oct 14

    Exploring Truth, Perspective, and Experience at the Museum of the Bible, with Matthias Walther

    On this episode of Destination on the Left, I talk with Matthias, Chief Marketing Officer at the Museum of the Bible in Washington, DC. With a career spanning journalism, aviation, and travel technology, Matthias brings a unique perspective to leading a museum experience rooted in one of history's most influential texts. We explore how the museum navigates complex perceptions, creates an inclusive and immersive visitor experience, and uses collaboration and storytelling to invite people from all backgrounds into meaningful exploration. This conversation highlights the power of clear brand identity, intentional design, and partnerships in shaping transformative visitor experiences. What You Will Learn in This Episode: How Matthias's diverse career journey shaped his approach to tourism, storytelling, and leadership  Why defining a clear value proposition is essential to standing out in a destination filled with options  How the Museum of the Bible positions itself as an inclusive, apolitical space for exploration and dialogue  What role brand archetypes like "sage" and "explorer" play in shaping visitor engagement  How intentional guest experience design, including ambassadors, enhances visitor connection and understanding  Why collaboration across sectors, faiths, and even competitors strengthens storytelling and impact  How evolving through experimentation and learning from mistakes supports long-term growth and innovation  Defining Identity to Cut Through the Noise In a destination like Washington, DC, where visitors have endless options, standing out requires clarity of purpose and message. Matthias shares that the Museum of the Bible focuses on a strong value proposition rooted in connection—helping visitors understand the broader cultural, historical, and societal impact of the Bible. By framing the museum experience around history, narrative, and impact, the organization creates multiple entry points for diverse audiences.  Equally important is defining what the museum is not. Matthias emphasizes that the organization cannot be everything to everyone, and clarity around identity helps attract the right audience. By positioning itself as both a "sage" and an "explorer," the museum balances intellectual depth with immersive storytelling, allowing visitors to engage at their own level of curiosity and interest.  Designing a Purposeful and Transformational Visitor Experience The Museum of the Bible has evolved its experience design with intention, focusing on how visitors move through and interact with the space. Matthias explains that early learnings revealed how overwhelming the museum could feel, leading to the introduction of ambassadors—staff members positioned throughout the museum to guide, answer questions, and support exploration.  This human-centered approach reflects a broader commitment to hospitality and mission alignment. Every team member, especially those interacting directly with guests, plays a critical role in shaping the visitor experience. By prioritizing warmth, openness, and dialogue, the museum creates an environment where guests feel welcomed regardless of their background or beliefs, allowing for deeply personal and sometimes transformative moments.  Collaboration as a Catalyst for Storytelling and Growth Collaboration is central to how the Museum of the Bible expands its reach and deepens its impact. Matthias shares how partnerships span a wide spectrum—from faith-based organizations and technology platforms to academic institutions and even other museums. These collaborations enable the museum to present diverse perspectives and enrich the narrative around the Bible's influence.  Exhibits and initiatives often emerge from these partnerships, bringing global artifacts and stories to Washington, DC. Matthias highlights the importance of approaching collaboration with openness and a shared commitment to exploration rather than a fixed agenda. By embracing multiple viewpoints, the museum strengthens its ability to tell a more complete and nuanced story, reinforcing its role as a space for dialogue, learning, and discovery.  Resources: Website: https://www.museumofthebible.org/ LinkedIn: https://www.linkedin.com/company/museumofbible/ Facebook: https://www.facebook.com/museumofBible/ Instagram: https://www.instagram.com/museumofBible X: https://x.com/museumofBible TikTok: https://www.tiktok.com/@museumofbible

  8. Oct 7

    Community Conversation: From Data to Decisions

    On this episode of Destination on the Left, I lead a dynamic panel discussion with Frida Bahja, James Sauter, Sondra Shannon, and Todd Aaronson on how tourism organizations can move beyond simply collecting data to making smarter, more strategic decisions. Each of my guests brings a unique perspective—from destination marketing organizations to technology providers and attractions—on how to identify the data that truly matters, connect insights across teams, and use emerging tools like AI to enhance decision-making. Together, we explore how data is shaping strategy, improving the visitor experience, and driving meaningful impact across the tourism ecosystem. What You Will Learn in This Episode: How to shift from collecting data to using it as a strategic decision-making tool  Why understanding your organization's key challenges should guide your data strategy  What types of data sources—from visitor insights to economic indicators—can inform smarter tourism decisions  How collaboration across teams and partners unlocks greater value from data  Why consumer behavior and sentiment are critical to shaping marketing, products, and experiences  What common challenges exist with data quality, integration, and interpretation—and how to navigate them  How AI is beginning to transform tourism workflows, insights, and operational decision-making  Moving from Data Collection to Decision Intelligence One of the central themes of this conversation is the importance of shifting from data accumulation to actionable insight. We explore how having access to more data than ever before does not automatically lead to better outcomes. Instead, we emphasize the need to start by identifying core challenges and the questions we're trying to answer. From there, it becomes much easier to determine which data sources are actually meaningful.  We also discuss how many organizations still default to reporting rather than interpretation. While dashboards and reports are valuable, we talk about how the real opportunity lies in connecting insights across multiple data points—such as visitor behavior, economic trends, and marketing performance—to guide strategy. This shift requires a new mindset, where data becomes a strategic asset embedded into everyday decision-making rather than a standalone function.  Breaking Down Silos and Strengthening Collaboration Throughout our discussion, I hear a consistent message about the need to break down data silos within organizations and across the broader tourism ecosystem. Too often, valuable insights remain isolated within specific departments, limiting their potential impact. By fostering cross-departmental conversations and sharing data more intentionally, we can better align efforts and respond more effectively to changing market conditions.  We also talk about the importance of collaboration beyond internal teams. My guests share how partnerships between DMOs, attractions, and even neighboring destinations can unlock shared insights and reduce the cost of accessing data. This kind of collaboration not only strengthens individual organizations but also elevates the destination as a whole by creating more cohesive and informed strategies.  The Future of Data: AI, Strategy, and Evolving Roles As we look ahead, we spend time exploring how artificial intelligence is beginning to transform the way our industry uses data. While AI has been around for some time, I hear from my panelists that its growing accessibility is accelerating how quickly we can analyze large datasets, identify patterns, and generate insights. At the same time, we recognize the importance of thoughtful governance, clear policies, and intentional implementation.  This evolution is also changing the role of data professionals. Rather than focusing primarily on reporting, researchers and analysts are becoming strategic advisors within their organizations. As I reflect on this conversation, it's clear that the ability to interpret data, provide context, and guide decision-making will be essential as tourism continues to shift toward a more holistic model of destination management and stewardship.  Resources: Website: https://travelalliancepartnership.com/ Frida Bahja Website: https://www.experiencekissimmee.com/ LinkedIn: https://www.linkedin.com/in/fridabahja/ James Sauter Website: https://rovemarketing.ca/ LinkedIn: https://www.linkedin.com/in/jamessauter/ Sondra Shannon Website: https://gatemaster.com/ LinkedIn: https://www.linkedin.com/in/sondrashannon/ Todd Aaronson Website: https://visitmodesto.com/ LinkedIn: https://www.linkedin.com/in/toddaaronson/

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About

Destination On The Left is a travel and tourism industry podcast hosted by Travel Alliance Partnership. Each episode explores successful collaborations, creative marketing ideas and best practices for both consumer and travel trade marketing programs. Interviews are a mix of Destination Marketers, Industry Leaders, Consultants and businesses in the industry.

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