Destination Canada is a Crown corporation and the country’s national tourism marketing organisation, headquartered in Vancouver and Ottawa, responsible for promoting Canada as a global travel destination. It drives the visitor economy by marketing Canada internationally, providing data and insights to industry partners, and supporting long-term sector growth through partnerships with provincial, territorial, municipal and industry partners and its 2030 tourism strategy that strives to position the sector to achieve the highest return on investment for Canadians.
Tourism is one of Canada’s leading service exports, yet it is often framed in terms of visitor volumes rather than economic impact. How is that impact reflected in the country’s broader trade and growth strategy?
Pre-pandemic in 2019, the sector’s value in total revenues was about $105 billion. We set a target to get to $160 billion by 2030, and we now know we will reach that two years early — by 2030, we will be a $177 billion sector. Tourism is growing faster than the Canadian economy as a whole, and that’s true globally as well.
Tourism is an export service for international visitors, and it is tariff-free.
If Destination Canada invests a dollar today, we see a $24 return, usually within 12 to 18 months, because most investments are in marketing, and travel decisions happen within six to 18 months. With goods, returns can take five to 10 years, so tourism is a real opportunity for Canada to grow fast and receive high returns in a market that is uncertain right now.
You have prioritised “highly engaged” travellers over volume. What does that mean in practice?
We target what we call highly engaged guests — travellers who not only have the financial means to visit Canada, but whose values align with engaging in local culture. We want people to experience more of the country.
For example, a traveller with $10,000 can either spend in local restaurants, buy artisanal goods and stay in Canadian-owned hotels, or stay in a downtown core and spend $8,000 in duty-free on the way out. Those two types of travellers have very different impacts on GDP, and the first is far more valuable to us as a nation. Everyone is welcome, but if we are investing to attract a certain type of traveller, we prioritise those who go farther afield and invest in a true Canadian experience.
Data and AI are becoming central to destination strategy. What role do these tools play in how you approach markets and opportunity?
We have defined segments, and through our data collective, you can see the specific groups we target. We have new tools like Traveler Twin and Aurora AI, where businesses can ask questions and get answers in plain language— what travellers like, how much they spend, who they travel with — making data easier to understand and use.
We do not expect everyone to be data experts; we want them to converse with the data. We currently focus on nine key markets, but also diversify strategies as disruption shifts opportunity. We also believe that tourism can contribute 9–10% of Canada’s target to generate an additional $300 billion in non-U.S. exports by 2035, so we are positioning it as a key and very real economic solution to Canada’s economic challenges right now.
With uneven growth across regions, diversification is becoming more important. How is Destination Canada adapting its market strategy?
Different regions are growing at different rates. The U.S. was more or less flat, with growth coming from higher-value air travellers rather than lower-value drive traffic. In 2025, the UK and Germany led European growth while France held steady. Looking ahead, double-digit search growth and record bookings point to sustained demand into 2026.
The UK and Germany drove growth momentum in 2025, while France remained stable. The YOY annual growth in overnight air arrivals was 5.9% for the UK and 4.7% for Germany. Markets like China, South Korea and Japan saw double-digit growth, which we expect to continue into 2026. We are shifting toward a strategy focused on tourism flows and corridors — prioritising frequent global travellers seeking unique experiences, rather than focusing solely on the country of origin.
Business travel is often seen as a high-value segment within tourism. Where does it fit in your broader approach to economic impact?
Business travellers are of very high value. As a rule of thumb, a Canadian traveller spends one dollar, an American two, an international traveller four, and a business traveller five. That gives a sense of how valuable certain segments are.
We target international conferences and conventions to come to Canada. Beyond immediate economic impact, there are strong legacy benefits — strengthening sectors like ocean science in Halifax or attracting talent and investment. We focus on six key sectors, including life sciences, natural resources, agribusiness and digital industries, aligning tourism with broader economic priorities.
Global uncertainty is reshaping travel behaviour and investment decisions. What pressures are you watching most closely as you plan for growth?
We track an Uncertainty Index going back two decades, and uncertainty has now surpassed pandemic levels. Events in the U.S. and global conflicts have pushed it higher than ever.
This affects both consumer and business decision-making. Stability, safety and openness have become more important, which play to Canada’s strengths. It is one reason Canada is currently tied with Switzerland as the number one nation brand, and we aim to leverage that advantage.
In a more uncertain global environment, how is Canada’s positioning as a travel destination evolving?
Openness, authenticity and stability have always been our core strengths, and these are foundations we are building on.
Canada as a brand is having a moment as these foundational aspects of our brand have now risen in importance to consumers and business decision makers, in the face of geopolitical shifts and global tariffs. Our Prime Minister’s speech at Davos helped reinforce that positioning. For tourism, we lean into “Canada, naturally” — the strength of our natural assets, authentic experiences, and the stability underpinning them.
Travel demand is shifting across regions and behaviours. Where are you seeing growth, and how is traveller behaviour evolving?
We are seeing strong demand from Asia, particularly after Canada regained approved destination status from China. Visitor Spend from China projected to grow 22% from 2024 to 2030— along with strong growth from Japan, South Korea and Australia. Europe remains strong, with more travellers choosing Canada as a full trip rather than combining it with the U.S.
We are also benefiting from reduced travel to the U.S., with Canadian travel there down 20–30%, depending on the month. That has redirected spending domestically, adding $1.5 billion last year, with similar expectations this year.
Canada offers a wide range of experiences across regions and cultures. How would you guide travellers in deciding what to prioritise?
I always dodge that question a little. No tastes are alike, and no mother wants to admit which child she loves best. But wherever you go, you will have an amazing experience.
If you are into wildlife, go polar bear or whale watching, or see the bison in northern Manitoba and Saskatchewan. For nature, Vancouver Island cannot be beat. For culture, go to the Maritimes or Quebec — both very different but beautiful expressions of Canada. And do not miss an Indigenous experience —the real rich fabric of Canada. There are 600 nations across our land, and it is not to be missed. In the heart of winter, there is Igloo Fest in Montreal, where there are top DJs dancing in minus 25 or minus 30. And if you want to see the Northern lights, you have a good shot in Whitehorse or Yellowknife.
