2026年旅游胜地营销报告：全球旅游胜地数字营销变革解析

A look at how digital marketing is changing fordestinations across the globe in 2026 R E S E A R C HB Y Table of Contents A Message From The CEO. . . . . . . . . .3 A Note on the Data. . . . . . . . . . . . . .4A B O U TT H E S T U D Y A New Marketing Reality. . . . . . . . . . .5 The Push and Pull of Marketing Budgets. .11C H A P T E RT W O Personalization Stalls. . . . . . . . . . . .44 The AI Disruption. . . . . . . . . . . . . .51 Co-Op Marketing. . . . . . . . . . . . . .60C H A P T E RN I N E Unlock the Full Value of Your Data. . . . .37C H A P T E RS I X Appendix. . . . . . . . . . . . . . . . . . .68 A Message fromthe CEO To ensure this report reflects a trulyglobal perspective, we collaboratedwith some of the industry’s mostrespected voices: Brand USA, U.S.Travel Association, DestinationsInternational, Destination Canada, theEuropean Travel Commission, City DNA,the Caribbean Tourism Organization,and PATA. Their insights helped usunderstand how trends are playing outacross markets. After a year of significant change,from economic shifts to evolvingtraveler behaviors, I’m proud to sharethe third edition of Sojern’s State ofDestination Marketing 2026 Report.Built in collaboration with our researchpartner, Dynata, this year’s edition is ourmost insightful yet. It brings togetherthe voices of over 350 destinationmarketers around the world, with freshdata and practical takeaways to helpyou navigate what’s next. I hope you’ll find this report valuableas you shape your strategies for 2026and beyond. At Sojern, we remaincommitted to helping travel marketersconnect with travelers in smarter,more meaningful ways, becausewhen destinations thrive,communities do too. We know the pressure DMOs areunder. Budgets are tightening, fundingstability is uncertain, and there’s moreurgency than ever to show measurableeconomic impact. At the same time, fast-movingtechnologies, especially AI, arechanging how people plan and booktravel. It’s a dynamic moment forthe industry, and one that calls forinnovation, agility, and accountability. Cheers, Mark RabeCEO, Sojern About the Study Surveys were conducted online byDynata, one of the world’s largestmarket research providers. Responseswere gathered through Dynata’sproprietary panels as well as DMO listsprovided by Sojern from September toOctober 2025. A total of 359 travel and tourismprofessionals completed the survey.To qualify for the study, participantshad to be actively employed in travelor tourism-focused marketing andrepresent or promote a specificdestination or region. This report was made possibleby our fielding partners: A Note on the Data Many charts in this report highlight insightsfrom a subset of the total respondentbase, specifically those from Sojerncustomers and partners. These responsesoften reflect more advanced digitalmarketing practices and tools, offering alook at how leading DMOs are navigatingthe evolving digital landscape. C H A P T E R1 The New MarketingReality:Pressure,Change, and Possibility This chapter explores how DMOs are meetingthe moment. We explore how they’re navigatingpressure, embracing change, and finding newways to grow in a landscape that refuses toremain constant. Traveler behaviors are evolving.Budgets are under strain. AI is changing howpeople discover and plan. Expectations from both travelers andstakeholders are rising fast. The old ways ofworking—long timelines, fixed funnels, and broadcampaigns—aren’t always keeping up with howquickly things are evolving. Strategy IsUnder Pressure and Evolving In Europe, DMOs tend to operate atthe national level, with longer planningcycles and public sector mandates.Their focus leans more toward buildingsustainable brands and long-term value. Eliza Ferguson from London & Partnersshares, “We’ve shifted toward ownedand earned channels, prioritized ROI,and built authentic brand partnershipsthat deliver long-term value.” DMOs are entering 2026 underpressure, withconsumer behavior(80%), destination developments(65%), and economic volatility (59%)emerging as the top strategic influencesthis year. In North America, DMOs often workclosely with local partners and tourismtax stakeholders, focusing on what’shappening in-market, with more thanhalf (52%) naming local economicconditions as a key influence in theirmarketing strategies, compared to just15% in Europe. As Tom Loftus, VP of MarketingCommunications at Richmond RegionTourism, puts it, “You know whathotel owners want? They don’t careabout impressions or vanity metrics.They want hotel room nights and hotelrevenue. That’s all they want… whensomeone calls me now… I say, ‘Canyou drive not only hotel room nightsand hotel revenues but midweekhotel room nights?’” “You know what hotel ownerswant? ... They want hotel roomnights and hotel revenue.” — Tom Loftus, Richmond Region Tourism Structure, Scope, and Regional Identity In North America, the majority of DMOs(82%) operate at the local, municipal, orregional level. These t