Three Pathways to Growth
Lac du Bois Grasslands. Destination BC/Andrew Strain.
Pathway 1: Stronger Tourism Brand
As global competition intensifies, our new family of destination brands will strengthen awareness of Super, Natural British Columbia and ensure that the benefits of tourism are shared across the province, across more seasons, across more communities.
Why this is important:
Destination BC must continue to step forward with bold, strategic leadership. A globally compelling brand is essential to compete in an increasingly crowded international market. Super, Natural British Columbia continues to be one of the world’s most powerful destination brands. Our next three years focus on expanding awareness of the full brand family to inspire travel in more seasons and across more places in BC.
The results we want to achieve:
- The Super, Natural British Columbia brand family is recognized worldwide.
- Travelers who care about communities and the environment choose BC and choose to return.
- Responsible travellers find compelling reasons to visit during off-peak times or to new-to-them places.
To deliver on this, we will:
- Leverage major events to ignite province-wide excitement and accelerate future visitation by international visitors.
- Increase global brand awareness and affinity for Super, Natural British Columbia and its brand family.
- Accelerate growth in demand across seasons and places among responsible travellers.
- Support a diversified approach based on the needs and opportunities of different areas in BC.
- Elevate British Columbia’s diverse cultures and communities.
- Ensure authentic representation of Indigenous voices and perspectives through co-created storytelling with partners.
- Evolve go-to-market approaches through AI-informed, integrated, and personalized strategies that meet travellers where they are.
Pathway 2: Enabling the Development of Iconic Brand-Aligned Experiences
We will continue to work with partners to bring the brand to life and ensure the visitor experience matches the global marketing message. This is how the tourism industry collectively ensures BC is positioned for long-term, sustainable growth.
Why this is important:
To reshape BC’s visitation curve, the visitor experience must match the promise of the brand. Creating globally competitive Iconic places and routes that are inspiring, well-managed, and investment-ready are the foundation of our long-term approach.
The results we want to achieve:
- The visitor’s experience matches the marketing promise.
- More brand-aligned, market-ready experiences are created and sold in key markets.
- More tourism opportunities are ready to attract investment.
To deliver on this, we will:
- Partner with Indigenous Tourism BC, the six Regional DMOs and others to identify and prioritize experience gaps to influence investment and development, where it will have the greatest impact.
- Enable experience development through partnerships to grow high-potential Iconic-aligned experiences.
- Encourage quality experience development and seasonal growth by providing data, insights and tools for partners to support operators to improve products and extend visitation.
Pathway 3: Uniting BC’s Tourism Sector for Shared Success
By uniting our efforts, we are all better positioned to thrive in a competitive global environment. When we come together, we create something far greater than any of us could achieve alone—a unified destination that competes and wins on the global stage, delivering a stronger market presence that benefits everyone.
Why this is important:
British Columbia’s collaborative tourism sector is one of its strongest competitive advantages. To achieve our long-term goals, we must deepen alignment, expand shared systems, and create greater effectiveness across programs and decision-making.
The results we want to achieve:
- BC’s tourism partners value working with Destination BC
- Partnerships with us help businesses, sectors and organizations achieve better results.
- Our partnerships and platforms increase efficiency for all.
- BC tourism partners are supported to make data-informed decisions.
To deliver on this, we will:
- Collaborate with partners, using an Iconics-based approach, to guide engagement and partnerships for the greatest impact.
- Adapt programs and tools to help ITBC, CDMOs and RDMOs deliver Iconic-aligned growth opportunities.
- Build a data-led culture with industry partners and expand data sharing, applied analytics, and training.
- Expand shared digital marketing tools through the Tourism Data Hub and align programs to common systems and shared audiences.
- Grow recognition of the true value of tourism with residents, employers, and policymakers, through shared storytelling.
Corporate Strategy
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