For seasoned group travel professionals, the industry is often a hunt for the next "untapped potential." It is a common professional instinct to walk through a historic district, a boutique museum, or a vibrant local neighborhood and immediately recognize its suitability for a tour group. Yet, bridging the gap between identifying an opportunity and turning it into a polished, revenue-generating itinerary is a complex endeavor that requires more than just a good eye—it requires the soul of an entrepreneur and the patience of a diplomat.
As the travel industry continues to evolve, the challenge for operators is to move beyond "cookie-cutter" destinations. But how does one successfully bring these untapped assets to the forefront of the group travel market? The answer lies in a delicate blend of vision, persistence, and, most importantly, the cultivation of deep-rooted trust.
The Foundation of New Business: Vision and Trust
"Building group business in a destination that doesn’t yet have a strong group presence requires vision, persistence, relationship-building, and trust," says Kris Hoff, President of Distinctively Detroit Tours and Happy Times Tours. Hoff has become a trailblazer in the Motor City, proving that even destinations with deep industrial roots can be transformed into immersive, exclusive experiences.
According to Hoff, the key to success isn’t just selling a destination; it’s selling an economic vision to partners who may never have considered themselves "tourist-ready." "You have to help partners see the economic opportunity while also protecting what makes their attraction authentic and special," Hoff explains. "When done correctly, everybody wins—the destination, the attraction, the tour operator, and most importantly, the traveler."
Chronology of an Immersive Experience
The development of a successful new tour offering is rarely a linear process. It typically follows a trajectory of discovery, partnership, and operational refinement.
Phase 1: Discovery and Curating the Narrative
The most successful tours often begin not with a market analysis spreadsheet, but with a conversation. Hoff notes that some of the most effective tour concepts were born from "casual conversations" with local historians, restaurant owners, or even preservationists. These individuals often hold the keys to the "magic" that isn’t found in a traditional guidebook.
Phase 2: Cultivating Partnerships
Once a concept is identified, the operator must act as a bridge between the local personality and the logistics of group travel. This often involves working with venues that have never hosted a motorcoach. In the early stages, resistance is common. Many potential partners worry that large groups will overwhelm their capacity or compromise the "vibe" of their establishment.
Phase 3: The "Proof of Concept"
The most effective way to dispel these fears is to facilitate a trial run. By bringing the right group—one that is engaged, curious, and respectful—the operator demonstrates the value of tourism. When a supplier sees travelers spending money, asking insightful questions, and sharing their experiences on social media, the skepticism usually dissolves.
Phase 4: Operational Integration
This is where the "heavy lifting" occurs. Adjusting for staffing, marketing, and logistical realities is essential. Operators must work with partners to ensure that the transition to a group-friendly model is sustainable, acknowledging that for many small businesses, this is a significant risk.
Supporting Data: Why Group Travel is an Economic Engine
While the romance of travel is often the hook, the argument for group travel is rooted firmly in economic impact. For destinations trying to build a brand, group travel provides more than just foot traffic; it provides consistency.
"I’ve found the best way to prove value is simply to bring the right group and let the experience speak for itself," Hoff says.
When a destination moves from a "day trip" location to a "group tour stop," the economic ripples are immediate:
- Revenue Stability: Group tours provide a predictable stream of visitors, allowing local attractions to forecast staffing needs and inventory requirements more effectively.
- Multiplier Effect: When groups stay, they eat, shop, and use local services, distributing wealth across the entire local ecosystem rather than just the primary attraction.
- Brand Advocacy: A group of 40 travelers creates 40 unique digital footprints. Through photos, testimonials, and word-of-mouth, they provide a level of organic marketing that many local venues could never afford to purchase.
Perspectives from the Field: Navigating the Industry
The Tour Operator’s Lens: Kim Marshall
Kim Marshall, General Manager of U.S. Tours, approaches the challenge of "untapped potential" through a macro-lens. Because her firm manages a vast portfolio across the country, conducting site visits for every potential stop is a logistical impossibility.
"We rely heavily on local CVBs for their insight and expertise," Marshall says. She emphasizes that while digital communication is key—often through newsletters and tourism board updates—nothing replaces the personal connection fostered at major trade shows like the American Bus Association (ABA) or the National Tour Association (NTA).
Marshall’s advice to the industry is rooted in a culture of exploration: "Never be afraid to try something new." Her approach highlights the necessity of a feedback loop between operators, who understand the logistics, and CVBs, who hold the local knowledge.
The Destination’s Perspective: Jim Coggin
From the other side of the desk, Jim Coggin, Tourism Sales Manager at the Virginia Beach CVB, deals with the challenge of perception. Many operators hold outdated stereotypes about destinations, pigeonholing them into narrow categories.
"There are always tour operators who think of Virginia Beach only as a ‘beach’ destination," Coggin notes. "I have to tell and show them that Virginia Beach is much more than just a beach destination."
Coggin’s solution is the "sales mission"—an intentional, face-to-face strategy where he takes his local partners directly to the offices of tour operators. By bringing the destination to the operator, he breaks down preconceived notions and creates a space for collaboration. "Many times, Virginia Beach wasn’t even on their radar until we made a visit to their office," he shares.
Implications for the Future of Tourism
The shift toward more "authentic" and "immersive" travel experiences suggests that the future of the industry lies in hyper-localism. As travelers become more discerning, they are less interested in generic sightseeing and more interested in the "story" behind a destination.
The "Listen-First" Approach
The shift from "pitching" to "listening" is a recurring theme among industry leaders. Whether it is a local musician in Detroit or a historic site manager in Virginia, the most compelling tour itineraries are those that give voice to the community. By elevating local personalities, tour operators are not just moving people from point A to point B; they are acting as cultural ambassadors.
Overcoming the Risk Aversion
For the destination and the supplier, welcoming a group is an act of trust. For the operator, the implication is clear: you must be a partner, not just a customer. If a restaurant is going to pivot its menu to accommodate a group of 50, the operator must be prepared to guarantee volume and provide clear, consistent communication.
The Evolution of the "Group Experience"
The traditional view of group travel as a rigid, scheduled march through landmarks is fading. Modern groups, particularly those targeted by leaders like Hoff and Marshall, are looking for flexibility, emotional connection, and exclusivity. The successful professional of the next decade will be the one who can synthesize these disparate elements—local storytelling, operational reliability, and economic value—into a seamless, high-quality product.
Conclusion: A Call to Action
The task of uncovering and developing untapped potential is demanding, but it remains one of the most rewarding aspects of the travel industry. As demonstrated by the successes in Detroit and the strategic outreach in Virginia Beach, the formula for success is remarkably consistent:
- Listen to the locals: The best stories are often hidden in plain sight.
- Build trust through transparency: Help your suppliers understand the economic impact and the operational requirements.
- Be a presence: Whether at trade shows or through dedicated sales missions, showing up is half the battle.
- Embrace the new: As Kim Marshall suggests, the fear of the unknown is the greatest barrier to innovation.
By moving beyond the comfort zone of established routes and investing in the cultivation of new, authentic partnerships, the travel industry will not only thrive but also ensure that the destinations of tomorrow remain as vibrant and diverse as the people who visit them. The next "untapped gem" is out there; it simply requires the right partner to help it shine.
Neng Nana 
Jia Lissa 
Reynand Wu 