St. Maarten’s tourism brand is strong, but its marketing budget is surely not

GREAT BAY--The 2026 Country Budget lists approximately Cg. 3.7 million for marketing under the St. Maarten Tourism Bureau, a figure that raises serious concerns about whether the country is adequately funded to compete in an increasingly aggressive Caribbean tourism market. Which makes it even more impressive, that St. Maarten still ranks among the top destinations in the Caribbean considering that it cannot compete dollar-for-dollar against its competition.

Of the Cg. 3.7 million budgeted, approximately Cg. 2 million is tied to inherited marketing contracts. This leaves approximately Cg. 1.7 million available for new or flexible marketing activity during the budget year. In U.S. dollar terms, the full marketing allocation is approximately US$2.07 million, while the estimated flexible portion available for new marketing activity is approximately US$950,000.

The allocation is significant because St. Maarten’s economy depends heavily on tourism. Tourism supports employment, government revenue, transportation, accommodations, restaurants, retail, entertainment, events, taxis, tour operators and many small businesses. As such, the amount available for destination marketing has direct implications for visibility, visitor demand and long-term competitiveness.

St. Maarten continues to perform strongly as a tourism destination, supported by its geographic location, international airport, cruise port, beaches, restaurants, nightlife, regional connectivity and dual-nation appeal. However, the 2026 marketing allocation shows that the destination is operating with limited resources compared to several regional competitors that are investing more heavily in tourism promotion, market development and destination visibility.

In Bermuda, the 2026/2027 budget increased the grant to the Bermuda Tourism Authority to US$19.5 million, including a US$4 million increase aimed at strengthening visitor demand outside the summer season and supporting sales and marketing activity. Bermuda’s increase alone is more than double St. Maarten’s total 2026 tourism marketing allocation and more than four times St. Maarten’s estimated flexible marketing room after inherited contracts.

The Cayman Islands’ 2026 tourism budget also shows the scale of regional investment. The Cayman Islands Department of Tourism budget for 2026 is listed at CI$27.9 million, with funding directed to global campaigns, digital advertising, airline partnerships, product development, industry development initiatives, statistics and research, and international marketing. The budget remains near CI$28 million for 2027.

Jamaica, one of the region’s most established tourism brands, has also maintained significant tourism promotion resources. Public reporting on Jamaica’s 2026/2027 tourism marketing budget identified approximately J$4.8 billion for marketing, along with additional funding for airline and cruise support. Jamaica’s tourism model is supported by sustained promotion in major source markets, a strong travel trade presence, airlift support and ongoing brand development.

Campaign-level examples from around the region further demonstrate the scale at which Caribbean destinations and major tourism brands invest in market visibility.

A Bermuda Tourism Authority advertising campaign valued at US$1.3 million was independently assessed as generating an estimated US$17 million in visitor spending, representing a reported return of US$15.30 for every advertising dollar spent. That single campaign cost more than St. Maarten’s estimated flexible marketing room for 2026.

In The Bahamas, a national tourism advertising campaign known as “Bahamavention” was launched as a US$12 million campaign. Although older, it remains a useful example of the level of investment larger Caribbean tourism brands have used to position themselves in the marketplace.

The Bahamas also provides private-sector examples that show how large tourism-related marketing investments can be. Baha Mar launched a US$25 million global advertising and marketing campaign to introduce the integrated resort destination internationally. In another example, an independent Bahamas tourism campaign targeting Asian visitors was reported at US$13 million.

These figures do not all represent identical budget categories. Some reflect tourism authority grants, some reflect department budgets, some reflect national campaigns and others reflect private-sector tourism campaigns. However, together they show the level of investment being made across the region to attract visitors, support airlift, strengthen destination brands and compete for market share.

The comparison places St. Maarten’s 2026 marketing allocation in sharper focus. With approximately US$2.07 million budgeted in total and less than US$1 million estimated to be available for new or flexible marketing activity, St. Maarten has limited room to expand campaigns, respond to market changes, deepen digital promotion, support events, increase travel trade engagement, strengthen source-market visibility or develop new market opportunities.

Caribbean tourism competition is no longer based only on beaches, accommodations and airlift. Destinations are competing through digital advertising, streaming platforms, social media, travel advisors, airline partnerships, influencer content, destination storytelling, market intelligence, events, public relations, visitor analytics and targeted campaigns in specific source markets.

This requires predictable and sufficient funding.

St. Maarten remains a recognized and attractive Caribbean destination, but reputation alone is not a substitute for sustained marketing. The country’s strong visitor appeal has allowed it to remain competitive despite limited resources, but the regional comparison shows that continued success will require a more deliberate and better-funded destination promotion strategy.

The 2026 budget therefore presents an opportunity for a broader policy discussion about tourism financing. A more stable and adequately funded marketing framework would allow St. Maarten to better protect market share, support airlift, promote events, strengthen shoulder-season travel, expand digital reach and compete more effectively with destinations that are investing heavily in visibility and brand positioning.

Tourism marketing should be viewed as a core economic investment. It supports demand for the airport, the cruise port, hotels, villas, taxis, restaurants, shops, events and local services. It also helps keep St. Maarten present in the minds of travelers at a time when the region is competing more aggressively than ever.

The 2026 budget allocation of Cg. 3.7 million, with approximately Cg. 1.7 million available for new or flexible marketing activity, highlights the need to reassess whether current funding levels are sufficient for a tourism-dependent country.

St. Maarten continues to deliver strong results with limited marketing resources. That performance reflects the strength of the destination and the work of the Ministry and tourism stakeholders. However, the comparison with regional competitors shows that long-term competitiveness cannot depend only on location, reputation and resilience.

As Caribbean destinations continue to increase their investment in tourism promotion, St. Maarten’s ability to remain visible, competitive and resilient will depend on matching the quality of the destination with the level of investment needed to promote it.

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