Issue link: https://digital.copcomm.com/i/1541144
22 B M & T ••• November/December 2025 ••• www.blackmeetingsandtourism.com lenge or division. They heal, unite, and help us move forward together. While these challenges are substan- tial, they could benefit smaller destina- tions like Jackson. Tier 2 and 3 destina- tions are generally not perceived as sig- nificant political players in internation- al politics; this is an advantage. We at Visit Jackson also utilize marketing strategies that remind planners that once they arrive in Jackson, our desti- nation is centrally located in the south- eastern U.S. (the only intersection of Interstate 55 and 20). This enhances opportunities to execute hub-and- spoke tour partnerships, with less than a three-hour motorcoach ride to other southern destinations like Memphis, New Orleans, Baton Rouge, and Birmingham. Jackson also has a lower average lodging daily rate, making the destination attractive. At Visit Jackson, we recognize that lower international visitation is part of a broader global travel trend. Still, we see it as an opportunity to strengthen our strategy and position Jackson for long- term growth. To address this, we have implemented several key policies and initiatives: DIVERSIFYING OUR TARGET MARKETS: While we continue to engage interna- tional audiences, we have expanded our focus on regional and domestic markets that show strong potential for leisure and business travel. By attracting nearby vis- itors, we help offset declines in overseas arrivals while sustaining economic impact. STRENGTHENING PARTNERSHIPS AND AIRLIFT: We're working closely with Visit Mississippi, Brand USA, Destinations International, Travel South USA, Southeast Tourism Society, the U.S. Civil Rights Trail, and other travel partners to enhance international awareness and create new pathways for access; working together works, i.e., digital campaigns, travel trade relationships, or improved air connectivity through nearby hubs. STORYTELLING AND CULTURAL MARKETING: Jackson's story resonates globally. We are amplifying our narrative around civil rights, culinary excellence, and musical heritage to attract travelers seeking authentic and meaningful experiences. These campaigns help distinguish Jackson in a competitive marketplace. INVESTMENT IN EXPERIENCE AND SERVICE QUALITY: We are collaborating with local hospi- tality partners to improve visitor readi- ness, ensuring that guests encou-nter exceptional service, safe environments, memorable experiences that inspire return visits and positive word-of-mouth when guests arrive. AND we amplify our unique experience that cannot be repli- cated anywhere! Ultimately, our goal is not only to rebound from lower international visita- tion but to build a stronger, more resilient destination brand that wel- comes the world, even as it grows from within. While we have not experienced signif- icant growth in our international tourism market share, fortunately, we have not experienced a considerable decline. We use data-driven insights to identify changing traveler behaviors, allowing us to adjust marketing efforts and allocate resources where they have the most sig- nificant impact. We are cautiously optimistic and anticipate that by 2026, meetings and tourism in Jackson will return to, and in some segments even exceed, pre-pan- demic levels. Several indicators point in that direc- tion. Meeting planners and leisure travel- ers are showing renewed confidence in the marketplace. We are seeing stronger lead generation, increased hotel book- ings, and growing interest in Jackson's authentic cultural experiences, particu- larly in the "SMERF" markets, civil rights heritage, culinary tourism, and music genres. Strategic investments in infrastruc- ture and experience development, including new downtown development projects, will enhance our convention district and public spaces, improving Jackson's competitiveness as a meeting and leisure destination. Our partnerships with statewide tourism entities, local economic devel- opment partners, regional organiza- tions, and local stakeholders are stronger than ever. We are aligning mar- keting efforts and sharing resources, which is expanding event programming and leveraging data to attract high- value visitors. While we recognize that global condi- tions and traveler behaviors continue to evolve, Jackson's foundation of hospital- ity, culture, and community resilience positions us well for sustained growth. Our focus remains ensuring that when people choose Jackson for a meeting, an event, or a getaway, they leave inspired to return. SANTIAGO C. CORRADA, PRESIDENT/CEO, VISIT TAMPA BAY The meetings and tourism indus- try is facing a mix of challenges. Visa delays, limited air- line capacity, tighter corporate budgets, and the shift to remote work have all played a role in slowing inbound visi- tation. Added to that, global uncertainty and economic pressures have made trav- elers and meeting professionals more cautious with commitments. As a result, many destinations are experiencing slower growth in international and asso- ciation business compared to the stead- ier pace of domestic travel. Hillsborough County's taxable hotel revenue for Fiscal Year 2025 surpassed $1.06 billion by June, nearly matching last year's record with more months to report. Our strong position reflects both the resilience of our industry and the value of the meetings sector. We have hosted seven Divine Nine organizations, generating more than 43,000 room nights and leaving a meaningful cultural and economic impact. Conventions and meetings in FY25 is set to produce over 575,000 room nights and an estimated