The next big tourism challenge is not attracting visitors, it's preparing for change by chaos

GREAT BAY--Tourism is growing across the world, airports are busy, cruise ships are sailing, and millions of people are spending money on vacations. On the surface, the industry appears to be enjoying another successful period. But behind those encouraging numbers, a more complicated reality is emerging. Climate change, rising travel costs, geopolitical conflicts, workforce shortages and changing visitor expectations are creating challenges that even the world's most popular destinations cannot afford to ignore.

For St. Maarten, where tourism influences almost every corner of the economy, these developments deserve attention. A successful tourism industry means more than attracting visitors, filling hotel rooms or welcoming cruise ships. It also means ensuring that the country can withstand unexpected disruptions, remain competitive and deliver benefits that residents can actually experience.

A new analysis published by the World Economic Forum, drawing on its 2026 Travel & Tourism Development Index, identifies five priorities that destinations should address to protect their tourism industries. The findings are particularly relevant to Caribbean islands, where economic fortunes can shift with airline decisions, international events, extreme weather and changes in consumer spending.

The world is travelling, but the risks are growing

According to the World Economic Forum, international tourist arrivals reached approximately 1.5 billion in 2025, while travel and tourism contributed an estimated $11.6 trillion to the global economy. Yet 2026 has also brought airspace closures, grounded aircraft, heatwaves and wildfires. The contradiction is striking: more people are travelling, but the systems supporting that travel are facing growing uncertainty.

The message from the report is that destinations must prepare for disruption rather than assume continued growth will protect them. For an island such as St. Maarten, which has experienced the economic consequences of hurricanes and the COVID-19 pandemic, that lesson is familiar. The challenge is turning those experiences into policies and investments that make the tourism industry less vulnerable.

Five priorities that could shape tourism's future

First, stop depending too heavily on the same visitors. The World Economic Forum emphasizes the importance of diversifying tourism markets. Depending on a limited number of countries, travel seasons or visitor categories can leave destinations exposed when economic conditions change. St. Maarten's Department of Statistics reported that North America accounted for approximately 68 percent of air passenger arrivals during the first quarter of 2026. That demonstrates the importance of the market, but it also raises questions about how the country can strengthen existing relationships while attracting visitors from additional regions.

Second, make destinations easier to reach and easier to find. Reliable air connections remain essential, but accessibility now extends into the digital world. Travellers increasingly use online booking platforms, search engines and artificial intelligence assistants to choose destinations. That means accurate information about hotels, attractions, transportation and activities must be readily available. For St. Maarten, improving the visitor experience involves both maintaining strong airlift and ensuring the country's tourism offerings are represented accurately across digital platforms.

Third, compete on value rather than simply lowering prices. The report challenges the assumption that cheaper destinations are automatically more competitive. Travellers are willing to spend more when they believe the experience justifies the cost. For St. Maarten, this makes the quality of public spaces, service, transportation, cleanliness, attractions and overall visitor satisfaction important economic considerations. A destination can charge premium prices, but it must consistently deliver an experience that visitors believe is worth paying for.

Fourth, make sure tourism growth benefits the people who live there. This may be one of the most important lessons in the report. Tourism can generate impressive revenue while residents continue struggling with housing costs, inadequate infrastructure and limited economic opportunities. The World Economic Forum warns that public support can weaken when communities fail to share meaningfully in tourism's success. For St. Maarten, this raises questions about how much visitor spending reaches local businesses, workers, entrepreneurs and communities, and whether tourism development is improving everyday life.

Fifth, invest in the people who make tourism work. The global tourism industry could face a shortage exceeding 43 million workers by 2035, according to projections cited in the report. Hotels, restaurants, transportation companies and other tourism businesses depend on people who can deliver reliable service. Training, career development, competitive employment conditions and opportunities for young people are therefore essential. Tourism cannot remain successful over the long term if workers see little prospect of building rewarding careers within the industry.

What should St. Maarten take from this?

The report presents a broader challenge than simply increasing visitor arrivals. It asks destinations to consider whether their tourism industries are building long-term economic strength or becoming more exposed to risks beyond their control. More visitors do not automatically mean greater prosperity, particularly when infrastructure, the environment and local communities must absorb the pressures associated with growth.

For St. Maarten, the questions are practical. Are tourism benefits being shared widely enough? Is the country investing adequately in the people who sustain the industry? Can infrastructure accommodate continued growth? Are new markets being developed, and is the destination prepared for another major disruption?

The World Economic Forum's findings offer no single formula for success, but they point toward a change in how tourism performance should be measured. Visitor numbers and spending remain important, yet they tell only part of the story. The real test is whether tourism can continue creating opportunities, supporting livelihoods and strengthening the destination even when conditions become difficult.

For a country that depends so heavily on tourism, the question is no longer simply how many people we can attract. It is how much lasting value we can create from the visitors who come, and how well prepared we are when the world changes.

‍