Agenda 2036 at the Istanbul Tourism Fair: How Will Destination Competition Change?

Competition in tourism is no longer just about attracting more visitors. The brand value of destinations, the diversity of experiences, accessibility, sustainability, and the ability to respond to different visitor profiles are becoming increasingly decisive. The "Vision 2036" session of the International Istanbul Tourism Fair will open up discussions on the upcoming decade within this framework.

The International Istanbul Tourism Fair will take place for the fourth time on September 24-25, 2026, at the Yenikapı Eurasia Show and Art Center. The official website of the organization and the TÜRSAB announcement confirm the date and venue information. The fair will bring together hotels, travel agencies, destination organizations, investors, and other tourism professionals in a B2B structure.

Five international names will participate in the "Vision 2036" session

The "Vision 2036: Positioning Destinations from the Perspective of Global Sector Leaders" session, organized by the Istanbul Congress and Visitor Bureau, is scheduled for September 24 from 12:40 to 13:20.

According to the program published by Turizm Aktüel and Turizm Ajansı, the moderation will be led by ICVB General Manager Cemil Hakan Kılıç. Speakers include Steven Paganelli, Barbara Jamison Woods, Jaime Mayaki, Efi Koudeli, and Hasan Dinç. The names represent organizations operating in various fields of tourism such as Tripadvisor/Destinations International, City Destinations Alliance, UN Tourism, ICCA, and SITE.

The complete list of speakers is similarly conveyed in various sectoral publications. However, for the verification standard of StaffMag, it would be appropriate for the organizer to recheck the current speaker list close to the event date.

The number of visitors is not the only criterion in destination management

Changing travel demands, destination branding, international visibility, and competition strategies are highlighted within the announced framework of the session.

These topics carry direct operational results for the hospitality sector. An increase in a destination's international visibility does not necessarily mean that all hotels in the region will benefit equally. The product positioning, price level, distribution channels, target markets, and guest experience of accommodation facilities determine how demand in the destination will reflect on the business.

The same situation applies to restaurants, event businesses, and tour operators. Changes in destination strategy may create new service needs for different visitor segments.

MICE destination competition is more complex

The participation of ICVB in the session naturally brings congress and event tourism into the agenda.

For a city to win an international congress or corporate event, having enough hotel rooms is not sufficient. Transportation connections, congress infrastructure, hotels' group operation capacity, transportation within the destination, dining options, and service quality are all considered parts of the same offer.

Therefore, the reflection of destination competition on hotel businesses often goes beyond room sales. Banquet, catering, meeting operations, event technologies, and the need for qualified staff are also part of the same ecosystem.

What does the 2036 discussion mean for Istanbul?

Istanbul offers a multi-layered product in terms of both city tourism and the international meetings and events market. Turning this advantage into long-term competitive strength requires more than just an increase in visitor numbers.

Correctly positioning the destination brand in the right target markets, spreading the season throughout the year, reaching different spending profiles, and distributing tourism revenue across a broader business network in the city may be more meaningful indicators for the sector.

For this reason, the "Vision 2036" session of the fair can be followed not only as a panel where future predictions will be discussed but also to see how destination managers and the private sector respond to the same future questions.

What should businesses take away from this discussion?

For hotel and tourism businesses, ten-year destination visions may seem like a distant strategic document. However, market changes reflect on business decisions much earlier.

The emergence of new source markets may change language and service training; changing booking habits may alter distribution strategies; and new visitor profiles may change room, F&B, and experience design.

Therefore, it is becoming increasingly difficult to conduct destination planning and business strategy independently. The essential question for businesses may be not how many tourists will come in 2036, but which visitor will come for what reason and how the business will respond to this demand with which product and team.

Stafflink’s Opinion

In our view, one of the most critical dimensions of destination competition in the upcoming period will be the alignment between marketing investment and service capacity in the field.

A destination can create demand with strong promotion; however, if there is insufficient capacity and trained staff in hotels, restaurants, transportation, and event operations, this demand may not translate into a sustainable guest experience.

Therefore, the 2036 vision should not be limited to brand campaigns, visitor targets, or new markets. Human resources, service standards, data usage, MICE infrastructure, and the participation of local businesses in the tourism economy should all be parts of the same strategy. The element that will create a real difference in long-term destination competition will be the simultaneous development of the capacity to generate demand and the capacity to meet this demand in a quality manner.