DENVER
2027 Marketing Plan VisitDenver.com
675 15th Street, Suite 1200 | Denver, CO 80202
675 15th Street, Suite 1200 Denver, Colorado 80202 VisitDenver.com
Contents VISIT DENVER Convention and Tourism Review and Forecast .............. 4 Convention and Tourism SWOT.................................... 16 Positioning and Messaging.......................................... 22 Awards and Accolades ................................................ 26
CONVENTION SALES Situation Analysis....................................................... 30 Market Segments......................................................... 46 Competitive and Product Overview.............................. 54 Denver Sports Commission.......................................... 66 Goals and Objectives....................................................72 Strategies and Tactics.................................................. 78
TOURISM Situation Analysis and Markets A. Domestic Consumer Leisure Market.................... 93 B. Domestic Group Leisure Market..........................108 C. International Market............................................109 Public Relations Trends............................................... 116 Digital Trends.............................................................. 120 Goals and Objectives.................................................. 124 Strategies and Tactics................................................. 132
VISIT DENVER History and Organization............................................148 2027 Operating Budget................................................151 Board of Directors....................................................... 152 Employee Directory..................................................... 153
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Visit Denver 2027 Marketing Plan // 3
Visit Denver
Convention and Tourism Review and Forecast
Convention and Tourism:
2026 Review and 2027 Forecast Each year, Visit Denver compiles this Marketing Plan, which contains a topline review of industry information, customer feedback and consumer sentiment, as well as a situation analysis of local, statewide, national and international trends. Together, this information helps guide Visit Denver in developing its 2027 strategies and tactics. Because this plan is prepared at mid-year 2026, the outlook combines confirmed year-to-date information, full-year estimates and early indicators for 2027.
RESILIENCE OF TRAVEL AMID CONTINUED UNCERTAINTY The mid-point of 2026 finds the travel industry operating in a unique environment. The U.S. economy continues to expand, but growth has slowed; inflation and travel costs remain on an upward trajectory, albeit with a softer curve; consumer sentiment is subdued; and geopolitical conflict, trade policy and changing border requirements continue to create uncertainty. At the same time, consumers appear to be ignoring these headwinds to a certain extent as they continue to prioritize travel and as organizations continue to value in-person meetings. At home, Denver continues to benefit from a strong domestic and international brand, an improving downtown visitor experience and a competitive meetings product that includes strong air access and downtown package. While this report explores these issues in greater detail, one constant continues to emerge: the resilience of travel. Travel has historically been exposed to major economic, political, natural and social disruptions, from the September 11 terrorist attacks and the 2008 global financial crisis to the COVID-19 pandemic and climate-related issues like the 2026 snow drought and current U.S.-Iran War. Each event affected demand differently, but the industry usually adapts and recovers. In each of those cases, travel was significantly impacted, sometimes for longer periods, sometimes for shorter, but always rebounded, though perhaps changed. As the industry navigates its way through this current period, it is encouraging 4 // VisitDenver.com
to see that, despite obvious and persistent challenges, the industry is showing its resilience. National forecasts continue to show low, positive growth in 2026 and stronger growth in 2027. U.S. Travel Association’s (U.S. Travel) predicts 2026 inflation-adjusted total travel spending of $1.37 trillion, 1.9% growth in business travel and 1.6% growth in leisure travel. In 2027, U.S. Travel predicts $1.42 trillion in spending and more robust growth for business and leisure travel of 2.8% and 2.6% respectively. (Source: U.S. Travel Association, Spring 2026 U.S. Travel Forecast.) “Travel continues to be one of the most resilient and essential sectors of the U.S. economy. Even with inflation and broader economic pressures, Americans are continuing to invest in experiences, reunions and business connections that happen through travel.” - U.S. Travel Association, Spring 2026 U.S. Travel Forecast Denver’s travel industry enters this planning cycle from a position of relative strength. The most recent Visit Denver visitor study shows near-record domestic visitor volume and spending, while the Colorado Convention Center expansion, Denver International Airport’s (DEN) network and the completed transformation of 16th Street strengthen the destination’s long-term competitiveness. DEN served a record 82.4 million passengers in 2025, including record international passenger traffic. (Source: Denver International Airport, Jan. 28, 2026.) At the same time, critical headwinds remain. Domestic leisure demand is growing slowly with higher growth concentrated in higher-income households. The Travel Price Index (TPI) fell 2% in June compared with the prior month, the largest
Visit Denver
Convention and Tourism Review and Forecast monthly decline since July 2022, but remains 8.1% above levels of June 2025. Reflecting the broader economic index, the decline in gas prices was the primary driver of the monthly TPI decrease. Gas prices and airfares remain more than 25% higher than the same time last year. International inbound travel remains below 2019 levels and sensitive to visa access, U.S. policy and global perceptions, but is expected to rebound modestly in 2026 due in part to the success of the FIFA World Cup and a modest rebound in travel from Canada. Business travel is expanding modestly, but the business transient segment remains closely tied to corporate budgets and broader economic conditions. Group travel is comparatively stronger, although planners are managing higher costs and geopolitical complexity. Sources: U.S. Travel Association, Travel Price Index, July 14, 2026; Spring 2026 U.S. Travel Forecast; GBTA, April 22, 2026.
NATIONAL PERSPECTIVES Forecast for 2027 and Beyond In broad economic terms, the U.S. remains in a period of simultaneous strength and softness. GDP increased at an anemic 1.5% annual rate in the second quarter of 2026, slowing from 2.1% in the first quarter, while consumer spending increased at a 3.2% rate and private domestic demand remained comparatively strong. The result supports a cautiously positive outlook, with both a steep decline or dramatic increase unlikely. (Source: U.S. Bureau of Economic Analysis.) The labor market is also sending mixed signals. Employers added 57,000 jobs in June 2026 and the unemployment rate was 4.2% down from the previous month. This figure, however, was by far the lowest number of jobs added in any month of 2026 and combined with the low growth rate in GDP, should be cause for concern. These conditions may put pressure on travel spending in lower- and middle-incomes. (Source: U.S. Bureau of Labor Statistics.) The University of Michigan’s July 2026 Index of Consumer Sentiment increased to 55.2% from 49.5% but remained nearly 11% below July 2025. The improvement reflects some relief from lower gasoline prices, though those prices have increased again since the beginning of August. (Source: University of Michigan Surveys of Consumers.) Travel demand continues to illustrate the gap between how consumers feel and how they behave, which is key to the 2027 outlook. Sentiment remains soft, yet Americans continue to prioritize travel. U.S. Travel forecasts domestic leisure spending to increase 0.9% in real terms in 2026, with faster growth beginning in 2027. Growth is expected to be led by higher-income households, while other travelers favor shorter, lower-cost and regional trips, which also brings up concern of a “K-shaped” travel market driven more and more by affluent households. This concern is borne out by the summer edition of MMGY’s Portrait of the American Traveler study, which suggests that travelers in the highest income bracket ($250k+ HHI) are planning on spending nearly 8x more than those at the lowest (less than $50k HHI).
However, there is still ample evidence for optimism headed into 2027. ▷
Domestic leisure travel remains the industry’s foundation at 66% of total travel spending and is expected to see modest inflation-adjusted growth of 0.9% in 2026 and a more robust 2.8% in 2027, according to U.S. Travel Association’s Spring Forecast. However, growth is increasingly dependent on affluent consumers, and elevated airfares and fuel prices may favor shorter stays, regional drive markets and value-oriented choices.
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Seasonal traffic around the July 4 holiday was expected to hit a record high of 72.2 million travelers on the road, according to AAA.
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International inbound travel is forecast to resume modest growth after declining in 2025. U.S. Travel projects international visitation to grow 3.4% in 2026 to 70.6 million visits, still below the 79.4 million recorded in 2019. Full recovery is not expected until 2029, and performance will remain uneven by country of origin.
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Combined business travel spending (transient and group), which collectively represents 21% of total travel spend, is forecast to grow 0.8% in real terms in 2026 and 3.1% in 2027. (Source: U.S. Travel Association, Spring 2026 U.S. Travel Forecast.)
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U.S. Travel Association’s most recent forecast therefore supports a cautiously favorable 2027 outlook: domestic leisure demand should continue to grow, international inbound travel should gradually recover and business and group travel should improve as economic conditions stabilize. Risks remain elevated, particularly from energy prices, inflation, geopolitical conflicts, border policies and negative perceptions of the United States.
Visit Denver will continue to monitor these trends through the final submission of this report on Nov. 15, 2026.
Visit Denver 2027 Marketing Plan // 5
Visit Denver
Convention and Tourism Review and Forecast Denver experienced several notable wins in 2025:
AI’s Growing Impact on How Visitors and Meeting Planners Discover Denver Generative and agentic artificial intelligence (AI) continue to reshape how visitors and meeting planners discover, research and engage with destinations, including Denver. Increasingly, AI-powered platforms such as ChatGPT and Google Gemini’s conversational search tools deliver immediate, personalized information, guiding our audiences in their inspiration, planning and decision-making processes. As Visit Denver looks ahead, this shift presents both challenges and opportunities for maintaining Denver’s visibility and effectively connecting with the diverse audiences we serve. To remain influential and relevant, Visit Denver is strategically adapting its approach to content and digital experiences. We are focused on producing clear, authoritative information that directly answers the questions our audiences ask across various platforms and digital channels. Beyond the VisitDenver.com website, new efforts will ensure that Denver’s brand and messaging remain consistent, accessible and highly visible within these AI-driven conversations. Recognizing these evolving audience expectations, Visit Denver continues to strengthen its overall digital presence, positioning Denver as an accessible and engaging destination within this conversational landscape. By proactively embracing the opportunities presented by AI, Visit Denver is committed to deepening audience engagement, driving meaningful interactions and ultimately inspiring more visitors and planners to choose Denver.
THE STATE OF DENVER’S TRAVEL INDUSTRY Travel to Denver in 2025, the most recent full year of data, saw a continuation of the strong visitation patterns of 2023 and 2024, including new records in total visitation and total spending, along with near-record overnight visitation (20.1 million) and spending ($8.7 billion), both of which are increases over 2024. 2025 also saw record visitation of 276,536 at the Colorado Convention Center in the first full year for the expanded building. Since the CCC expansion was completed, Visit Denver has booked 30 future meetings that could not have happened without the expansion. These meetings represent 187,200 attendees and $446 million in estimated economic impact. This success can be attributed to multiple factors, including team sales efforts. 6 // VisitDenver.com
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2025 saw near-record overnight visitor volume of 20.1 million, as well as near-record overnight visitor spending of $8.7 billion.
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In 2025, Denver saw a 12% increase in Marketable visitor trips to 9.7 million, a year-over-year increase of 1 million. This is the segment that is most likely to respond to promotional messages and that spends the most per day on their trip.
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Out-of-state visitation also surged to 82% of visitors, a jump of 7% over 2024.
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89% of visitors were either very or somewhat satisfied with their trip experience. Key scores using a 5-point scale within this metric include: ○ 4.3 for sightseeing and attractions ○ 4.3 for friendliness of people ○ 4.2 for safety and security ○ 4.2 for cleanliness ○ 4.2 for music, nightlife and entertainment
○ 4.1 for value for money The international outlook remains more uncertain than the domestic outlook. U.S. inbound visitation declined in 2025, driven largely by a sharp decrease from Canada, and remains below 2019 levels. U.S. Travel expects a gradual recovery beginning in 2026, but identifies visa fees and wait times, border policy, geopolitical instability and global perceptions of the United States as continuing risks. Denver’s expanding international air network is an important competitive advantage, but national conditions will continue to influence the pace of recovery.
International visits to Denver are expected to decline by 2% (to 505,000) in 2026, as forecasted by Tourism Economics. International travel spending in Denver is forecasted to decline by 2% in 2026 to $450 million. Here in Denver, the visitor product continues to evolve. The completed reconstruction of 16th Street has ended a major period of disruption and created a stronger pedestrian environment in the heart of downtown. Public and private investment associated with the Downtown Development Authority and voter-approved Vibrant Denver bond program should create additional improvements over the coming years. Restaurants and cultural organizations continue to face high labor, insurance and operating costs, while hotels are managing increased supply and uneven transient demand. Group business remains a potential source of relative strength. There are other widespread trends impacting Visit Denver, most prominently the rise of AI chatbots in a variety of forms. While not a threat to travel in general, these tools are fundamentally disrupting the way consumers search for travel, which is a direct threat to the VisitDenver.com website, but also an enormous opportunity to inspire future trips by feeding the AI engines the “right” information. In response to these opportunities and challenges, Visit Denver continues to develop and execute comprehensive sales and marketing strategies that take advantage of the continued strong demand for travel, and also continues to
Visit Denver
Convention and Tourism Review and Forecast focus on local product development, issue management and stakeholder engagement to continually ensure that the industry can maintain its well-deserved status as a key economic driver for the city. Innumerable reasons exist for Visit Denver to continue to lean in: Travel remains a highly competitive global business, with domestic visitors indicating increased demand for international trips, and domestic destinations also putting out savvy marketing messages. The recovery in the meetings market brings with it new demand dynamics that have upended decades of booking patterns. While inbound international demand remains a priority, that market has been upended by domestic issues and has yet to reach their 2019 travel levels. Despite these headwinds, Visit Denver’s outlook for 2027 is cautiously positive. Domestic leisure travel should continue to grow; meetings and conventions are positioned to remain a source of relative strength and international leisure travel should begin a gradual recovery. Business transient demand is likely to remain more uneven and dependent on the broader corporate economy. The industry network throughout the city is strong, and the Visit Denver’s counterparts at the City & County of Denver remain broadly supportive of the organization’s work. Visit Denver retains a commitment to work through known and emerging challenges with the diligence and professionalism that have marked its stewardship of Denver’s travel industry for more than a century.
The data further showed how crucial Denver International Airport, and its air service, is for continued strong Denver tourism trends. In 2025, 40% of overnight Denver visitors arrived by plane, in comparison to the national average of 24%. The airport as well as Visit Denver’s partners at the Colorado Tourism Office are key to Denver’s position as both a destination and a gateway to the rest of the state with overnight Denver visitors spending an average of 2.8 nights, or 70% of their trip, and the remainder being in other parts of the Centennial State. Longwoods International also conducted Return on Investment (ROI) research for Visit Denver’s largest advertising campaign of the year, the 2025 summer advertising campaign. The study revealed strong ROI numbers, showing that the campaign generated 3.6 million incremental trips, $1.6 billion in incremental visitor spending and $180 million in state and local taxes, including more than $133 million for Denver. Measured against spending, the campaign produced a nearrecord ROI of $219 in visitor spending and $25 in taxes for every $1 in advertising investment. Key numbers for 2025 include: Denver welcomed 37.6 million total visitors in 2025, including 20.1 million overnight visitors and 17.6 million day visitors. Overnight leisure visitors totaled 17.9 million in 2025, including a record 9.7 million “marketable” visitors which is a 12% increase over 2024. ▷
Denver visitors spent $10.5 billion in 2025, including $8.7 billion from overnight visitors and an additional $1.7 billion in spending from day visitors.
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Expenditures by overnight visitors averaged $336 per person per trip with year-over-year increases in each tracked category:
2025 Longwoods Visitor Study Visit Denver has many ways to measure the impact of the travel industry on the city, but none are so eagerly anticipated as the Annual Visitor Profile from Longwoods International. Longwoods surveys domestic visitors 12 months a year and produces for its clients an annual report on visitation, spending, visitor demographics and more. Their methodology is the industry standard for this kind of study, with a high degree of confidence and a low margin of error. Longwoods has been researching the Denver visitor market since 1994. In 2025, the latest figures available, Denver welcomed 37.6 million visitors, on par with the previous record set in 2024. These visitors also spent nearly as much money in Denver as they ever have, generating $10.5 billion in tourism revenue, also on par with 2024. Overnight visitors totaled 20.1 million, generating $8.7 billion in spending, on par with 2024’s record-breaking year. Overnight leisure visitors remained steady with 17.6 million visitors, consistent with 2024. The 2025 study shows that travel trends, both in terms of visitor numbers and spending, are returning to levels more in line with 2019. When compared to other destinations, Denver enjoyed comparably higher growth suggesting that it benefits from its unique position offering visitors both sought-after urban experiences and easy access to outdoor activities. The study confirmed that Denver is a year-round destination with overnight visitation spread evenly throughout the year, with a modest surge in the warmer months. Denver saw 22% of visitors in Q1, 27% in Q2, 28% in Q3 and 24% in Q4.
○ Transportation spending within the
destination reached nearly $3 billion
○ Lodging spending hit almost $2.7 billion ○ Restaurant Food and Beverage spend
reached over $1.6 billon
○ Retail Purchases totaled just over $1.1 billion,
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with 57% of visitors shopping at locally owned businesses compared to 48% nationally ○ Recreation, Sightseeing and Entertainment totaled $828 million The top four states sending vacationers to Denver in 2025, apart from Colorado itself, were: ○ California ○ Texas ○ Wyoming
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○ Florida The top five cities from outside of Colorado sending leisure visitors to Denver in 2025 were: ○ Los Angeles ○ Phoenix ○ Albuquerque ○ Santa Fe
Note: All are Visit Denver advertising markets
Visit Denver 2027 Marketing Plan // 7
Visit Denver
Convention and Tourism Review and Forecast
DENVER 2027 PRODUCT UPDATE The following section documents the current state of Denver’s tourism product. It is always important to document the strengths and weaknesses of the city’s infrastructure, since it is an area over which Visit Denver has little control.
Denver Tourism Roadmap Update In 2024, Visit Denver created a new Denver Tourism Roadmap, a long-term destination strategic plan that guides the organization’s approach to product development. The Visit Denver leadership team and Board, along with input from more than 1,000 stakeholders, created this new plan, building on the lessons of the previous 2016 version as well as the learnings from the COVID era. Visit Denver worked on the Roadmap with NextFactor, the leading industry consulting firm for destination master plans and the same organization that helped build the original plan in 2016.
The new 2024 Denver Tourism Roadmap, like its predecessor, has gone through a rigorous series of inputs and strategic planning sessions, including: ▷
Visit Denver board input on initiatives for the new report.
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NextFactor’s DestinationNext community input survey that was completed by more than 250 stakeholders.
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12 sector-specific focus groups across leisure and hospitality sectors attended by nearly 120 participants discussed ranking of areas of focus and discussion and big ideas.
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Input from 17 members of Visit Denver’s Convention & Tourism Advisory Board, who offered a unique outside perspective of the city’s hospitality industry.
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21 one-on-one, in-depth interviews with stakeholders and elected officials including members of Denver City Council and Mayor Mike Johnston.
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Resident sentiment survey that polled nearly 620 people citywide, including representative samples within each City Council district, ages, ethnicities and income groups.
In December 2024, the Visit Denver board ratified the Roadmap and the seven areas of focus for the new plan:
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07 Foster Industry Advocacy & Community Alignment
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Expand Meetings & Convention Business & Infrastructure
Visitor-Driven 02 Attract Events
Strengthen Destination Branding
World-Class 03 Create Attractions & Services
Downtown Visitor Experiences 05 Improve Connectivity and Mobility 04 Enhance 8 // VisitDenver.com
Visit Denver
Convention and Tourism Review and Forecast Tourism Improvement District (TID) The TID was formed in 2017 with the help of the Colorado Hotel and Lodging Association (CHLA), to make sure that Denver had the marketing funds available to grow the tourism and convention business well into the future. As part of its formation, the TID also dedicates funds annually to the City for the expansion of the Colorado Convention Center (CCC), and the remaining funds then flow to Visit Denver for sales and marketing efforts. Past efforts using the TID tax revenue include programs such as the annual Mile High Holidays campaign and the operations of the Mile High Tree to drive business in the off-season. In 2026, the TID remained committed to key strategic areas and its mission of increasing overnight demand by convention and meeting visitors as well as leisure visitors to Denver, especially in the low- and off-peak seasons like major holidays and weekends. Specific programs include funding a holiday season marketing campaign highlighting the Mile High Tree and the new Mile High Drone Shows, client concessions to attract meetings and conventions in future years and regional leisure marketing. The TID continues to serve a significant role in helping Denver remain competitive when attracting conventions. While competing cities offer convention center discounts and financial incentives to book citywide business, the TID program has helped attract critical business with a robust economic impact. Additionally, there has been increased competition from mega-hotels (facilities so large that the entire meeting can be held in one hotel, eliminating the need for a convention center), competing for convention center business. Since the TID’s creation, Visit Denver has booked 171 groups with a $2.6 billion economic impact and $208 million in tax dollars. In 2026 to date, Visit Denver has booked 23 groups through TID incentives, worth $419 million in future economic impact which will result in nearly $33 million in tax dollars for our city.
Denver Infrastructure Improvements The public investments initiated in 2025 are moving from planning toward implementation and will shape Denver’s visitor environment through 2027 and beyond. The expanded Denver Downtown Development Authority (DDA) and the voter-approved Vibrant Denver bond program together create a long-term pipeline of projects affecting downtown activation, cultural facilities, parks, trails and other infrastructure used by residents and visitors.
The DDA’s initial project commitments included investments in downtown businesses, office-to-residential conversions, redevelopment opportunities and improvements to Skyline Park, Civic Center Park, Denver Pavilions, the McNichols Building and many others. Key projects include:
Downtown Safety Plan ▷
$3.7 million on a Downtown Safety Plan to create a downtown police unit, expand additional safety resources and provide higher levels of outreach to those who need support.
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$7 million to renew the Downtown Safety Plan through 2027. The grant will continue to fund 10 dedicated patrol officers through the balance of 2026 as well as 2027.
Business Support ▷
Project 20: $40 million new job creation and reinvestment fund to support and invest in businesses that drive new job creation, strengthen downtown’s innovation ecosystem and fuel sustainable economic growth.
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Project 21: $4.5 million to build a regional innovation and entrepreneurship hub at Independence Plaza at 1050 17th St, in partnership with the University of Colorado Denver and Denver Economic Development & Opportunity (DEDO).
Housing ▷
Office-to-residential conversions will bring new units of housing in the downtown core, including units that will be affordable to working Denverites: ○ $14.5 million toward an office-to-residential
conversion of the historic University Building, unlocking 120 units of mixed-income housing. ○ $14 million toward an office-to-residential conversion of the historic Petroleum Building, unlocking 178 new residential units. ○ Up to $6 million to support the redevelopment of the Barth Hotel, which will create 50 units of housing for lower-income seniors in the 30% to 50% area median income (AMI) range. ○ Up to $63 million to support the redevelopment of the High Fidelity Plaza, will convert 1 million square feet of existing commercial office space into a mixed-use residential development featuring over 700 apartment units, improvements to the public plaza space and new retail and amenity space designed to activate the street level.
The DDA, which was initially formed to help finance the reconstruction of Denver Union Station, was recently expanded into the greater downtown Denver area, using Tax Increment Financing to inject as much as $550 million in public funds over the next decade into future private projects that align with the City’s goals, particularly projects that spur new development and adaptive reuse, those tied to economic opportunity, parks and public spaces, arts, culture and activation and connectivity and mobility.
Visit Denver 2027 Marketing Plan // 9
Visit Denver
Convention and Tourism Review and Forecast Redevelopment Opportunities ▷
$23 million for the DDA to purchase the two parking lots on both sides of Glenarm Place at the Denver Pavilions block on 15th Street, offering significant mixed use private redevelopment opportunities between 15th and 16th Street. Acquisition also includes significant parking revenues and opportunities to address affordable parking along 16th Street.
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$37 million for the DDA to purchase Denver Pavilions with up to $8 million in additional DDA funds available for property improvements, leasing and redevelopment planning.
Public Spaces ▷
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$5 million to improve and activate Skyline Park, making improvements in accessibility, lighting, safety features and activation areas like the performance stage and concessions building. $7 million to reimagine the McNichols Building, renovating the ground floor to create outdoor garden dining spaces, a full-service kitchen and an arts marketplace to further activate Civic Center Park as a destination for visitors to Downtown.
Transportation & Accessibility Located almost exactly 1,000 miles from both Chicago and San Francisco, Denver is the most isolated city in North America, 600 miles from the closest city of comparable size and surrounded by minimally populated areas of prairie to the north, east and south and mountains to the west.
Denver International Airport
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$30 million to activate Civic Center Park, working to make the park more accessible and a true neighborhood asset by investing in new infrastructure, lighting, garden walkways and tree canopy. The Civic Center Conservancy is committed to raising private funds to assist DDA and potentially reduce DDA’s investment in the park.
Denver’s success in the 21st century, both in the leisure and meetings markets, relies heavily on its accessibility and primarily on the strength of Denver International Airport (DEN) to provide convenient air service, and ground transportation from the airport to a compact, walkable downtown. DEN is Colorado’s largest economic engine, bringing in $47.2 billion in economic impact in Colorado last year.
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$627,500 to support spectacular temporary aerial art installations from Poetic Kinetics in 2026. These floating kinetic sculptures will be designed to drive immediate foot traffic, visitation and joy into the city’s urban core.
DEN continues to rank among the busiest airports in the United States and the world. The airport served a record 82,427,962 passengers in 2025, a 0.1% increase over 2024. International passenger traffic increased 4.8% to a record 4.87 million, and DEN ranked fourth busiest in the U.S. and 11th busiest worldwide through May of 2026. DEN currently serves 202 domestic and 35 international destinations with nonstop service. (Source: Denver International Airport)
In addition to the DDA, in 2025 voters approved a series of projects included in Mayor Johnston’s Vibrant Denver Bond valued at $950 million. These projects are an investment into the city’s future by repairing and improving the vital infrastructure and community spaces that residents and visitors rely on daily—like roads, bridges, parks, playgrounds, recreation centers and libraries. Projects of particular interest to Visit Denver include: ▷
Improvements to top central Denver cultural facilities such as the Denver Art Museum, Helen Bonfils Theatre Complex, Boettcher Concert Hall, Denver Botanic Gardens, Denver Zoo and others
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Upgrades to Red Rocks Amphitheatre
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Lighting improvements on the Cherry Creek Trail
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Buildout of the new Park Hill Park
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And many others
10 // VisitDenver.com
In addition, DEN completed a 39-gate expansion in 2022, increasing overall capacity at the airport by 30%. The new gates, on all three concourses, allow DEN’s airlines the opportunity to grow and for DEN to accommodate new airlines, including international carriers. DEN is also planning for future growth. Vision 100, the airport’s strategic plan, will enable it to prepare for and reach 100 million annual passengers. The strategic plan will serve as a blueprint to align decision-making and enable accountability so DEN can thoughtfully prepare to serve 100 million passengers in the next eight to 10 years. DEN’s strategic plan is centered on the four pillars of Vision 100 and under each pillar are strategic objectives: ▷
Powering their people
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Growing their infrastructure
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Maintaining what they have
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Expanding global connections
Visit Denver
Convention and Tourism Review and Forecast
The Regional Transportation District (RTD) & 16th Street
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The Regional Transportation District (RTD) is the regional agency operating public transit services in eight out of the 12 counties in the Denver metro area. It operates over a 2,345-square-mile area, serving 3.09 million people. RTD is governed by a 15-member, publicly elected Board of Directors. Directors are elected to a four-year term and represent a specific district of about 200,000 constituents. RTD currently runs 85 local, 12 regional, 10 limited and five SkyRide bus routes plus some special services. It also includes six light rail lines and an additional four commuter rail lines with 84 stations and 114.1 miles. RTD continued to rebuild ridership and customer confidence in 2026. The A Line, which celebrated its 10-year anniversary in 2026, remained the system’s highest-ridership rail line, with 2025 ridership increasing 4.3% and total boardings since its 2016 opening approaching 60 million. RTD’s 2026 customer survey also found substantial improvements in rail on-time performance and overall satisfaction. (Source: RTD, April 22 and June 1, 2026.)
16th Street Reconstruction Project ▷
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After years of studying East Colfax Avenue and gathering significant community input, RTD and the City and County of Denver advanced a center-running bus rapid transit (BRT) service from Broadway to Yosemite with a dedicated transit lane in each direction. The project includes new and enhanced transit stations, service amenities, improved pedestrian and bike connections and placemaking opportunities. West of Civic Center Station to Denver Union Station, BRT will operate in the side-running transit lanes along 15th and 17th Streets. East of Yosemite to I-225, BRT will be side-running in mixed flow traffic with potential enhanced stations that will be coordinated with the City of Aurora.
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Upon completion in 2027, the project will reduce transit travel time by 15 to 30 minutes, provide more affordable and reliable access to over 250,000 jobs and community services along the corridor, enhance comfort and safety and create exciting streetscape, placemaking and economic development opportunities.
Downtown Rail Reconstruction Project After nearly 30 years, RTD is investing in its oldest rail infrastructure to ensure the long-term integrity of the network. Light rail service began in Denver on Oct. 7, 1994, with 5.3 miles of track connecting 30th Avenue and Downing Street to Interstate 25 and Broadway. Much of today’s downtown track infrastructure, commonly referred to as the Downtown Loop, has been in place since the line was first constructed. This section of track has expanded over the years to now serve 10 rail stations on several lines, with street-level trains operating adjacent to pedestrians and vehicular traffic.
Built in 1982, the total restoration of the 40-year-old 16th Street was finally completed in October of 2025. The project has reconfigured the street’s layout to create wider sidewalks, a new amenity zone and center-running 16th Street FreeRide shuttle service. The focus has shifted from construction mitigation to business recovery, programming, maintenance and ensuring that the corridor functions as a welcoming downtown destination.
Colfax Bus Rapid Transit (BRT)
In 2026, RTD has continued with significant infrastructure improvements that, while disruptive in the short-term, should ultimately help the system serve its riders’ needs better for decades to come. Key projects include: ▷
The near-term work will occur in four phases, with the first phase completed in August 2024, focusing on track at five key intersections in the Downtown Loop. Phases two through four of the approximately $152 million, full-depth reconstruction project will occur throughout 2025 and 2026. Phase three specifically focuses on the Downtown Loop Midblocks and the Colfax realignment. It started in June 2026 and will finish in Q1 2027. Phase four will focus on the Welton St. Corridor and projected to start in summer 2027.
Visit Denver 2027 Marketing Plan // 11
Visit Denver
Convention and Tourism Review and Forecast
Colorado Convention Center Expansion
Restaurants
In partnership with the Colorado Convention Center team of Legends Global and Sodexo Live, Visit Denver continues to drive bookings for 2027 and beyond.
Travelers choose destinations in part due to the strength of a city’s culinary offerings. Similarly, they may avoid destinations they don’t feel can provide them with the fresh, creative and adventurous dining options they crave. This makes developing and promoting the city’s food and beverage scene a highstakes endeavor.
The completion of the Colorado Convention Center expansion in late 2023 marked a transformative milestone in Denver’s meetings and conventions landscape. Now fully operational, the expansion has already proven its value. Since opening, it has enabled Visit Denver to secure 28 new citywide conventions that would not have been possible without the additional space. These bookings are projected to bring more than 176,000 attendees and generate over $430 million in economic impact, further reinforcing Denver’s position as a top-tier convention destination.
Hotels Hotel development across the Denver metro area has moderated as higher construction and financing costs have slowed new projects. While 1,554 rooms were under construction at the end of Q1 2025, the near-term pipeline remains relatively limited. The 241-room Virgin Hotels Denver Fox Park is now scheduled to open in 2027, while the 146-room AC Hotel by Marriott at Denver Gateway Park is expected to open in late 2026. The proposed 559-room Denver Downtown Convention Center Marriott, planned directly across from the Colorado Convention Center, remains on hold. Denver currently offers more than 13,000 hotel rooms within walking distance of the Colorado Convention Center and more than 58,000 first-class rooms across the metro area. While new supply will add variety to the market, the current pipeline does not materially increase the concentration of large convention-oriented room blocks. Continued investment in hotel scale, quality and proximity to the convention center will therefore remain important to Denver’s ability to compete for major national meetings and conventions.
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Denver’s restaurant industry remains at an inflection point as 2027 approaches. The sector is a key pillar of Denver’s reputation as a sophisticated urban destination and continues to benefit from Michelin Guide recognition and national culinary attention, including a recent James Beard Foundation award for Best Chef Mountain region for Penelope Wong of Yuan Wonton. At the same time, restaurants face persistent pressure from food, labor, insurance, occupancy and financing costs, making closures and uneven performance likely to remain part of the market. Restaurants are still finding themselves in a state of uncertainty due to factors such as economic uncertainty. Add to these the continued rise in food costs, as well as high labor costs. Inflation continues to stress the local restaurant industry. Prices continue to rise for food service and hospitality providers in ways that are unsustainable, including taxes and regulatory fees, credit card fees, insurance and the cost of goods. The loss of notable Denver restaurants such as Table 6 and Super Mega Bien among others has been felt across the city and has only heightened existing reservations surrounding the precarious nature of the restaurant industry. Ongoing construction projects such as the Colfax BRT have also been major contributors to restaurant closures as well as diminished foot traffic leading to establishments. However, these issues are not a standalone problem in Denver as other major U.S. cities are facing the repercussions of the political unrest and economic decline nationwide.
Visit Denver
Convention and Tourism Review and Forecast
This is a sector that has always had its share of ups and downs and, ultimately, there is cause for optimism. The fourth successful year of the Michelin program was announced in late 2026 and consumers continue to place high value on such ratings, with nearly a quarter of travelers saying Michelin ratings are important to their destination decision, particularly among younger more diverse travelers (Future Partners, 2024). Additionally, several notable restaurants have recently opened or are scheduled to open including Heretik, Romyo and Risica, as well as new concepts by the team behind Major Tom and Michelin one-star restaurant, Beckon.
Restaurant Liaison Report
by industry advocacy organizations, law makers and city agencies working to improve the outlooks for this important economic sector.
Cultural Attractions, Festivals & Events The latest Colorado Business Committee for the Arts Economic Activity Study, released in November 2025, reported $3.12 billion in total economic activity in 2024 (the latest figures available), a 19.7% increase over 2022 and a 36% increase over 2019. The report has some notable highlights, including: ▷
In-person attendance of more than 14.5 million
In 2025 Visit Denver partnered with Denver Economic Development & Opportunity and inKind to launch the Denver Restaurant Liaison Project, the results of which were published in 2026. Recognizing that restaurants are essential to Denver’s economy, neighborhoods and visitor experience, the collaboration was created to better understand the challenges facing the industry and develop actionable recommendations to support its long-term health and sustainability. Visit Denver’s involvement in the report emphasizes its commitment to ensuring Denver’s restaurant community continues to thrive as a defining part of the city’s tourism draw.
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$692 million in economic impact from cultural tourism
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14,466 jobs associated with cultural activities
Led by restaurant industry veterans Dana Faulk Query and Adam Schlegel, the project engaged the restaurant community through one-on-one interviews, roundtable discussions, surveys and operational case studies. The outreach included restaurants of all sizes and business models with the survey offered in English, Spanish and Vietnamese to ensure broad representation.
Additionally, according to Denver Arts & Venues, the City has infused art into the resident and visitor experience through their programs, including:
The 2025 State of Denver Restaurants: Challenges Facing the Sector report identified key industry challenges derived from the outreach including rising operating costs, regulatory complexity, affordability and public safety. The report also offers recommendations rooted in best practices from around the country. The report is being used as a resource
According to Denver Center for the Performing Arts (DCPA), in their 2024/2025 Community Report (the latest figures available), their programs had the following impact and results: ▷
Nearly $390 million in total economic impact
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More than 830,000 tickets distributed across nearly 4,000 performances of 50 different productions
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Nearly 989,000 total guest interactions
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More than 1,000 hosted cultural events
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More than 3 million attendees
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350 artists and organizations receiving funding
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More than 80 active public art projects
All of this speaks to a city that values culture as one of its defining principles, a quality that is highly visible to visitors who seek to enrich their lives through culture on their visit.
Visit Denver 2027 Marketing Plan // 13
Visit Denver
Convention and Tourism Review and Forecast Some other significant cultural developments in the city include: ▷
In June, Denver PrideFest celebrated its 52nd anniversary with a month-long festival that culminated in a parade and PrideFest in downtown Denver.
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Denver’s other major cultural festivals had strong performances including March Powwow, Cinco De Mayo, Juneteenth, Colorado Dragon Boat Festival, Cherry Creek Arts Festival and Colorado Black Arts Festival. The city’s robust festival calendar offers locals and visitors alike multiple opportunities throughout the year to connect with the city’s diverse communities and artists.
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Record-breaking participation in Visit Denver’s own 2025 Denver Arts Week, with a record 737 cultural events and more than 250 participating organizations.
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Denver’s strong events calendar continues to emerge as a competitive advantage. A combination of large annual festivals, cultural exhibitions and a substantial, year-round music calendar – including more than 200 at Red Rocks alone – combine to make the city’s events calendar a “must check” for visitors of all kinds.
Sports The Denver Sports Commission, an affiliate of Visit Denver, had a busy year in 2026 working to pursue new sporting events for Denver, while preparing for first-time sporting events coming to the city.
Key 2026 Events ▷
U.S. Soccer Women’s National Team vs. Japan, April 17 at DICK’S Sporting Goods Park
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Transplant Games, June 18-23
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Rugby Nations Cup, July 4th at DICK’S Sporting Goods Park
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Savannah Bananas vs Indianapolis Clowns, Aug. 14-15 @ Coors Field
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Denver’s newest professional team, The Denver Summit FC, hosted their inaugural home match in March at Empower Field at Mile High. The event attracted 63,004 fans. A record for the National Women’s Soccer League (NWSL).
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Green Vendor Directory: Visit Denver provides a one-stop resource to showcase vendors’ sustainability practices. The Green Vendor Directory allows visitors to sort businesses by certification type and practice. Visit Denver is proud to support and promote partners and their sustainable efforts.
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Colorado Convention Center’s commitment to sustainability:
Sustainability Denver’s Office of Climate Action, Sustainability and Resiliency has led the way in decreasing the city’s greenhouse gas emissions and prioritizing a sustainable future for the city. Likewise, Visit Denver collaborates with its venues, hotels and other partners to ensure that sustainable options are offered that allow both the community and natural environment to thrive. Below are a few of Visit Denver’s sustainability efforts as well as those from its biggest partners: ▷
Visit Denver Environmental and Sustainability Industry Recognitions: ○ Denver was the first destination to achieve
Platinum level certification under the Event Industry Council’s Sustainable Event Standards in 2023 and renewed our certification in Feb.
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2025. The EIC Sustainable Event Standards are specific standards for environmental and social responsibility within the events industry. Created by the EIC Sustainability Committee in partnership with industry professionals and leading sustainability practitioners, the requirements provide event planners and suppliers with prescriptive actions for producing and delivering sustainable events. ○ In 2026, Visit Denver maintained a Silver Level member status of the Colorado Green Business Network (CGBN). This is a voluntary program that encourages, supports and rewards organizations that make the move toward the goal of true, operational sustainability. Hotel Sustainability Reports: Every two years, Visit Denver surveys the downtown hotels on their sustainability practices, including waste management, energy conservation, air quality and more. The survey provides meeting planners and visitors with comparable information regarding the sustainable practices of Denver hotels. This survey was updated in 2026.
○ CCC’s certifications include LEED Existing
Building – Operations and Maintenance Level GOLD and ISO Standard 14001 – Environmental Management System. The new bluebird ballroom and terrace are LEED Gold certificated. ○ The CCC’s Waste Management Program, Energy and Water Conservation efforts, Air Quality policies and sustainable catering support the CCC’s commitment to making all events held at the convention center sustainable.
Visit Denver
Convention and Tourism Review and Forecast
○ The CCC’s exclusive catering team, Sodexo
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Live!, partners with Denver-based non profit We Don’t Waste to ensure that surplus food from events are redirected to those in need rather than going to waste. In 2025, Sodexo Live! Donated over 90,000 meals through We Don’t Waste. Denver International Airport’s commitment to sustainability and environmental stewardship Sustainability and resiliency are integral to Denver International Airport’s operations and long-term growth. DEN continues to invest in renewable energy, energy and water efficiency, sustainable development and waste reduction. Its recent gate expansion program reflects this commitment, with B-West earning LEED Gold certification and A-West and B-East achieving LEED Platinum certification. DEN’s extensive on-site solar program and direct RTD A Line rail connection to downtown further contribute to a more sustainable travel experience.
Diverse Denver Recap & Statement Visit Denver prioritizes the core values of diversity, equity and inclusion (DEI) in all of its operations and sales/marketing efforts. Based on opportunity areas identified by the 2021 DEI Perception Survey, staff-led Impact Teams researched and developed proposals for enhancing internal policies and practices, with the goal of enhancing DEI efforts. Visit Denver’s Board and leadership team have consistently embraced and guided this ongoing journey to enhance the organization’s DEI efforts. The focus on DEI will remain as a constant thread, in 2027 and beyond, woven into the fabric at Visit Denver. There will be a focus on additional training and opportunities to keep an “outward mindset” top of mind through action and conversations, as well as continued work with the Board Committee and the DEI focus areas. This includes the organization’s official Commitment to Diversity, Equity and Inclusion:
The Mile High City welcomes everyone! We are committed to making the core values of diversity, equity and inclusion a way of life for our organization, our partners in the hospitality industry and our visitors. At Visit Denver, we believe that travel makes the world a smaller and more connected place. It brings people together and fosters interaction among diverse cultures. It builds understanding, appreciation, empathy and respect for one another. This philosophy is essential to who we are as a community and why Denver is one of the top destinations in the country to live and to visit. Denver celebrates its rich cultural heritage across our vibrant neighborhoods with attractions, restaurants, festivals and events throughout the year. Go to Diverse Denver, where you will find Visit Denver’s Accessibility Guide, Land Acknowledgment to support Indigenous people and more.
Visit Denver 2027 Marketing Plan // 15
Visit Denver
Convention and Tourism Review and Forecast
2027 Convention and Tourism: SWOT Strengths, Weaknesses, Opportunities and Threats
STRENGTHS ▷
Travel demand remains resilient nationally, although traveler confidence and spending intentions have been volatile. Future Partners’ July 2026 State of the American Traveler found that 61.2% of travelers viewed leisure travel as a high spending priority, expected leisure trip volume rebounded to 3.8 trips over the next 12 months and the average maximum annual leisure travel budget returned to roughly its year-earlier level. U.S. Travel’s Spring 2026 forecast projects inflation-adjusted domestic leisure spending growth of 0.9% in 2026, with faster growth expected in 2027. Sources: Future Partners, July 2026; U.S. Travel Association, Spring 2026 Forecast.
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The Denver brand provides Visit Denver with a strong platform from which to market the city, both from tourism and convention standpoints, positioning Denver as “uplifting by nature,” an outdoor city full of urban exploration and sophistication.
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Denver has a mild year-round climate, 300 days of sunshine and easy access to outdoor activities, both in the city and the nearby Rocky Mountains. This has been an important part of the brand in attracting visitors in the post-pandemic era with people who are seeking outdoor and less-populated areas to visit and who appreciate Denver’s four-season appeal.
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Denver has a compact, walkable and vibrant downtown that is easily accessible and includes a wide array of amenities that are attractive to residents and visitors alike, including many options for entertainment, arts and culture, sports, dining, nightlife, retail and outdoor activities.
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The full reopening of 16th Street in October 2025, paired with downtown safety initiatives and expanded programming, has improved the visitor experience and created a stronger platform for downtown recovery. Downtown Denver Partnership reported that the average daily activity in June 2026 was 2% lower than the same period in 2025, indicating that continued work on return to office, residential development, retail strategies and programming should continue to be a priority. (Source: Downtown Denver Partnership.)
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Smart use of marketing funds in annual regional and national tourism promotional campaigns, including advertising, public relations, social media and search marketing, will keep Denver top of mind for the growing domestic leisure travel market. This includes expanded national advertising in the first and fourth quarters, which are historically soft times for visitation from these segments.
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The Colorado Tourism Office (CTO) is a strong partner of Visit Denver, providing additional domestic and international marketing support, which in turn drives additional visitation for Denver.
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A new 10-year Denver Tourism Roadmap, developed in 2024 and ratified by the Visit Denver board in December, will help guide the development of Denver’s tourism product for future years and help this organization focus on the top priorities. The plan, which contains seven high-level categories and dozens of individual initiatives, received input from more than 1,000 people including board members, industry representatives and Denver residents.
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The Tourism Improvement District (TID), launched in 2017, continues to generate funds to help maintain the nowcompleted Colorado Convention Center (CCC) expansion, attract meeting business and fund marketing initiatives.
Visit Denver
Strengths, Weaknesses, Opportunities and Threats
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Per CoStar, at the end of Q1 2025, 1,554 rooms were under construction in the Denver Metro area. Upon completion, the new additions will increase Denver’s room inventory by 2.7%. The largest property underway in the central business district is the 241-room Virgin Hotel. Unfortunately, for the last decade and a half, there has been very little development of hotels with sufficient meeting space which would allow Denver to benefit from the improved meeting demand.
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The recently completed 39-gate expansion has also greatly enhanced DEN’s competitiveness and made the city more attractive, particularly to meeting planners.
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The A Line train from DEN to Denver Union Station, which celebrated its tenth anniversary in 2026, provides an efficient option for transportation between the airport and downtown for both meeting planners and leisure travelers and addressed one of the main complaints from meeting planners.
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Denver continues to maintain its position as a top city for “green” meetings and has won many awards and recognition for sustainability, including the firstever destination to achieve platinum status under the Event Industry Council’s Sustainable Event Standards, Silver Member status with the Colorado Green Business Network and the City of Denver’s May 2026 announcement that it had achieved LEED for Cities Platinum status, one of only eight cities worldwide to reach this milestone.
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Denver has a highly regarded medical and bio-science campus at Anschutz Medical Campus, which enhances the city’s reputation as a center for medical meetings and serves as a pool from which Visit Denver can recruit ambassadors to assist in the sales process, as well as provide experts and speakers for related groups.
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Denver is a central location for meetings, just 340 miles from the exact center of the Continental United States.
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Denver’s status as a regional capital gives the city a leg up in many areas, including dining, retail, arts and culture and sports, as well as with business, medicine, technology and financial services.
Denver City Council’s 2016 approval of regulations and a taxing mechanism for short-term rental properties (e.g. Airbnb and VRBO) opened the door for partnerships with these providers and generated additional Lodger’s Tax.
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Denver has a growing reputation for its arts and cultural scene, with world-class museums, performance venues such as the Denver Performing Arts Complex, blockbuster exhibitions and annual cultural events like the Denver Film Festival and the new Denver Jazz Fest. In addition, there are hundreds of arts and cultural organizations bringing creativity to the city and its neighborhoods, thanks in large part to the unique Scientific & Cultural Facilities District (SCFD) funding that was renewed in 2016 for 10 more years. The addition of the Sundance Film Festival to the market in Boulder will enhance the metro area’s reputation even further.
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Denver Arts Week continues to demonstrate the breadth of the city’s cultural sector. The 2025 program saw record participation, including nearly 740 individual events from more than 250 participating organizations.
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The city’s many tourism, sports, entertainment and cultural-related organizations have been very successful in the last several years in attracting high-demand events, exhibitions and festivals, bolstering the city’s already robust events calendar. Visit Denver’s continued involvement in attracting these events will be an ongoing asset.
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Denver celebrates its rich ethnic diversity, including its Black heritage, Hispanic/Latino population, Indigenous communities and its engaged LGBTQ+ community, as well as an expanded focus on people with disabilities, through a wide variety of events, attractions and restaurants.
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Denver’s long-term prospects in the conventions market remain strong. Meeting lead volume continues to exceed 2019.
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The expansion of the Colorado Convention Center has greatly increased Denver’s competitiveness in the meetings sector, as shown by the performance todate. Since the CCC expansion was completed, Visit Denver has booked 30 future meetings that could not have happened without the new space due to capacity constraints in other parts of the center. These meetings represent 187,200 attendees and $446 million in estimated economic impact.
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Denver International Airport (DEN) remains central to Denver’s success in both leisure and meetings markets. DEN served a record 82.4 million passengers in 2025, retained the second largest domestic nonstop network of any U.S. airport and continues to expand international connectivity (Source: Denver International Airport). DEN’s international network continued to expand. In 2026, Volaris launched year-round nonstop service to Queretaro, bringing DEN to a record 35 international destinations, with additional service to Providenciales (Turks and Caicos) scheduled for December 2026. These additions strengthen Denver’s international access, although service frequency and capacity remain important competitive considerations, especially in light of Aer Lingus’ decision to suspend the Denver to Dublin flight (as well as several others in the U.S.) on Sept. 28 (Source: Denver International Airport).
Visit Denver 2027 Marketing Plan // 17
Visit Denver
Strengths, Weaknesses, Opportunities and Threats
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Visit Denver’s website, social channels and digital content allow the organization to reach visitors and meeting planners across devices and stages of trip planning. New content development and distribution strategies on the website, as well as platforms like Reddit and TikTok position Visit Denver to meet the demand created by the rapid adoption of generative AI and conversational search, which makes authoritative, well-structured destination content increasingly important. Visitors to Denver have two attraction pass options offering discounted admissions to top attractions. The Denver CityPASS launched in 2018, offers tickets to three, four or five of the eight participating attractions, and the Mile High Culture Pass is a three-day pass providing admission to nine of Denver’s top cultural attractions. The Mile High Culture Pass was relaunched in 2022, and both are selling well. Denver has a robust culinary reputation that was strengthened in 2023 with the announcement of the Michelin Guide and in 2026 with a James Beard Foundation award for Best Chef Mountain Region for Penelope Wong, chef and owner of Yuan Wonton. Michelin is the global standard of restaurant reviews, and the Denver program continues to elevate the reputation of the city’s dining scene with domestic visitors, meeting planners and international travelers. The program has a new three-year contract term beginning in 2026 and an expansion to the full state of Colorado.
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Denver is known as the country’s leading craft brewing city with more than 130 breweries metro-wide. Additionally, the city is becoming increasingly known for its burgeoning craft distilling culture and innovative wineries.
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The Denver metro area has extensive parks and open spaces, nearly 80 golf courses and more than 850 miles of bike paths, underscoring the city’s outdoor brand.
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Denver has seven professional sports teams and modern facilities.
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Denver Summit FC began play in the National Women’s Soccer League (NWSL) in 2026 with an inaugural match at Empower Field attended by more than 63,000 fans, an NWSL record. The team is expected to move into a purpose-built stadium in 2029.
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The strength of the Denver Sports Commission in securing and servicing high-value, high-impact sporting events, both professional and amateur, puts Denver in a good position to grow its sporting event footprint. Denver Sports Commission is celebrating its 25th anniversary in 2026.
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Red Rocks Park & Amphitheatre hosted a full calendar of concerts, films and fitness events in 2026, with more than 200 total events, extending its season into November and reinforcing the city’s reputation for live music, culture and fitness. Red Rocks is celebrating its 85th anniversary in 2026.
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Live music in Denver continues to achieve national recognition with the success of the Mission Ballroom in RiNo, the renovated Fillmore Auditorium on East Colfax, the impressive (and largely free) concert calendar at Levitt Pavilion, as well as other smaller venues, especially outdoor ones like Number 38 and the new Junkyard.
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Denver has a rich Western heritage that is associated with the Rocky Mountain West and anchored by one of the world’s most prestigious livestock shows, the National Western Stock Show & Rodeo.
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Denver has a variety of authentic, lively and growing neighborhoods filled with unique restaurants, shops, cultural/historical attractions and parks. Shopping at local merchants is particularly important to international visitors.
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Denver’s outdoor brand is supported by the continued development and activation at Civic Center Park, including concerts, events and the Civic Center EATS food truck roundup in the summer.
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The Amtrak Winter Park Express provides seasonal rail service from Denver Union Station to Winter Park Resort, creating a car-free option that can encourage skiers to include an overnight stay in Denver. The train’s schedule expanded for the 2025/2026 season and included new, more affordable fares that started at just $9.
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Canyon Spirit, formerly Rocky Mountaineer’s U.S. operation, offers a high-demand luxury rail experience. The expanded Denver-Moab-Salt Lake City itinerary, as well as a Denver-Glenwood Springs-Denver route, provides opportunities to position Denver as a luxury market and to generate pre- and post-rail stays.
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Denver offers a wide variety of pre- and post-convention vacation opportunities, as well as leisure day trips in the nearby Rocky Mountains, including easy access to Colorado’s four national parks.
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Denver has a growing inventory of innovative tours, such as culinary, brewery and walking tours, as well as new virtual options, which increases Denver’s appeal to leisure travelers, both domestically and internationally.
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Mayor Johnston is a major supporter of tourism in the three years of his administration, attending many Visit Denver events and press conferences.
Visit Denver
Strengths, Weaknesses, Opportunities and Threats
WEAKNESSES ▷
Denver is one of the most geographically isolated major cities in America, with a relatively small population within a 600-mile radius, thus generating less drive traffic for tourism and conventions.
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Denver is overly dependent on air traffic, with 42% of visitors arriving by air (according to 2025 data from Longwoods), significantly higher than the national average of 28%. This makes the city particularly vulnerable during this period with high gas prices that may cause people to travel closer to home.
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There is a misconception that Denver is cold, snowy and has unpredictable weather.
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Denver is not as well-known as some major U.S. cities with more long-standing tourism brands.
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Denver currently has less recognition for offering unique regional cuisine or specialty cooking than other cities, though the addition of the Michelin Guide and recent James Beard Foundation awards have helped alleviate this to a large degree.
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Downtown office activity remains below pre-pandemic levels and continues to limit weekday demand for some restaurants and retailers. Downtown Denver Partnership reported an average 2025 return-to-office rate of 66% of 2019 levels, up three percentage points from 2024, while overall pedestrian activity reached 90% of 2019 levels. Denver also has the lowest urban commercial vacancy rate at 38.9%. (Source: Downtown Denver Partnership, CBRE.)
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Though much progress has been made, visitors and meeting planners continue to share safety concerns on 16th Street and in surrounding areas, noting multiple closed businesses and boarded-up storefronts, aggressive panhandling and people experiencing homelessness. That said, meeting planners have given Denver better marks on safety concerns in surveys this year.
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Downtown Denver lacks major retail on or near 16th Street, a trend that was further exacerbated by COVIDera closures and the reconstruction project. To combat this, the City and Downtown Denver Partnership have embarked on a major effort to attract and incentivize new retailers including low-cost loans from the Downtown Development Authority.
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Denver has fewer nonstop international routes and less service frequency than many larger U.S. gateways, although DEN’s network has grown to 35 international destinations year-to-date.
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Traffic congestion issues exist on I-70 to and from the mountains, especially on weekends.
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There is limited public transportation to many of the city’s top neighborhoods, attractions and shopping centers.
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There are negative perceptions of Denver’s elevation, including that it can adversely impact a visitor’s stay.
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Ongoing construction at DEN and on major transportation corridors can create congestion, wayfinding challenges and longer processing times. Although these investments should improve the long-term passenger experience and regional mobility, short-term disruption remains a weakness that must be communicated and managed carefully. Visit Denver 2027 Marketing Plan // 19
Visit Denver
Strengths, Weaknesses, Opportunities and Threats ▷
The potential hosting of large sporting events like a proposed IndyCar race, 2031 FIFA Women’s World Cup and Rugby World Cup (Men’s in 2031; Women’s in 2033), Men’s Final Four and Super Bowl presents opportunities for new business and to raise the city’s international profile.
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Visit Denver’s Denver365 events calendar is a key resource and promotional platform for visitors and locals alike and emerging competitive advantage as events become more important in promotional strategies.
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Brand USA’s remaining digital content, cooperative marketing and travel-trade programs can still provide cost-effective international reach; however, recent federal action reduced its annual federal match from as much as $100 million to $20 million.
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U.S. Travel Association’s continued advocacy around visas and improvements to the entry process for international travelers improves perceptions of the U.S. as a travel destination, which continues despite other headwinds confronting this segment.
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Strong leadership at the City’s Public Event & Film Permitting Office (formerly Office of Special Events) helps ensure that large events are handled smoothly with more streamlined processes.
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Mayor Johnston’s $950 million Vibrant Denver bonds could enhance city infrastructure and amenities for years to come.
The Michelin program has given Visit Denver an expanded platform to market its culinary scene to domestic and international visitors, as well as meeting planners and attendees.
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A proposed new headquarters hotel near the CCC, though far off, could dramatically increase the city’s capacity to host large conventions.
The Downtown Denver Partnership’s retail strategy for 16th Street could provide a boost to the area’s shopping amenities.
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Denver’s overall mild climate could be an asset in coming years when compared to other parts of the West.
OPPORTUNITIES ▷
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The expanded CCC, which opened in December 2023, allows Denver’s convention and exhibition facilities to stay competitive for years to come. The TID will also provide additional marketing funds, further ensuring the city’s competitiveness in leisure and meetings markets. The upcoming signature industry events such as Corporate Event Marketers Association and Cvent Connect in 2027, Meeting Professional International’s World Education Congress in 2028 and U.S. Travel Association’s IPW in 2029 will create tremendous business opportunities for Denver far into the future. The completed 16th Street provides a major opportunity to reposition downtown’s signature corridor as a visitor destination. Year-to-date results through September suggest that average daily activity (a combination of residents, workers and visitors) reached 95% of comparable 2019 data. The expanded Downtown Development has approved nearly $300 million out of a planned $500 million-plus to more than 20 projects, including investments in housing, public spaces, redevelopment and small businesses, creating the potential for sustained improvements to the downtown visitor experience (Source: City and County of Denver).
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The Downtown Denver Partnership’s funding plans to help businesses on 16th Street could contribute to the revitalization of the street.
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The renovation at DEN of the Great Hall, ticketing and security areas will improve safety, make the airport more efficient and elevate the passenger experience when complete.
Denver and Colorado’s central role in vital water issues in the U.S., and particularly the West, could create opportunities for hosting new conferences and businesses related to this critical topic.
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Visit Denver’s new workforce promotion efforts could help attract more workers to an industry that still struggles with reputation and hiring challenges.
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Visit Denver’s new outreach efforts to local realtors and other influencers to provide information on Denver’s vibrant events calendar could help continue to improve the reputation of central Denver across the metro area.
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Visit Denver’s new website, expected to launch in late first quarter 2027, will be optimized for mobile visitation, which regularly exceeds 70% of total site traffic, and will incorporate AI planning tools, continuing to position the site as the single best source for Denver travel information.
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The advent of generative artificial intelligence engines presents a generational opportunity for Visit Denver to create new content that is referenced by these new tools that enhance existing web search efforts and continue to offer valuable resources to potential visitors.
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Visit Denver will continue working with DEN and airline partners to retain existing routes and pursue new domestic and international markets. Future opportunities include additional frequency and broader connectivity to Europe, Asia, Australia/New Zealand and South America. (Source: Denver International Airport.)
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On-going marketing initiatives, particularly the new Always On Travel campaign, are poised to take advantage of the consistent interest in Denver’s urban appeal.
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Visit Denver’s already strong track record in promoting the city’s inclusive communities to diverse audiences will be strengthened in 2027 with the continued focus on multiple diverse markets across Visit Denver’s promotional platforms.
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Temporary exhibitions at Denver’s cultural attractions have continued throughout the pandemic and provide timespecific marketing opportunities while also enhancing Denver’s reputation as a city that embraces arts and culture.
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Visit Denver
Strengths, Weaknesses, Opportunities and Threats
THREATS ▷
Slower economic growth, persistent inflation, elevated energy prices or other economic factors could reduce discretionary leisure spending and corporate travel budgets.
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While the City of Denver has been able to alleviate the worst of its budget deficits through cost-cutting, furloughs and unfilled position, the City also anticipates little to no revenue growth through 2027, hampering its ability to grow programs, including those that could improve visitor experience.
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Brand USA’s budget was reduced from as much as $100 million annually to $20 million, weakening the country’s ability to compete for international visitors at a time when inbound travel remains below 2019 levels. Brand USA and U.S. Travel are advocating for legislation to restore funding, but the timing and outcome remain uncertain.
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University-level leisure and hospitality programs are experiencing lower enrollment across the country, which could lead to future challenges in filling key industry workforce roles.
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Hybrid and remote work continue to negatively impact downtown weekday office activity, reducing a historically reliable customer base for restaurants, retailers and hotels. Although overall downtown foot traffic improved to 90% of 2019 levels in 2025, the return-to-office rate averaged only 66%, making the recovery uneven by user segment (Source: Downtown Denver Partnership).
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Denver’s restaurant industry seems particularly at risk right now due to a combination of high wages, rents and food costs paired with more caution on the part of consumers and a diminished number of downtown workers. Visit Denver, along with DEDO and In-Kind, released a report earlier this year that documented the challenges – and potential solutions – facing the industry.
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The 1,500-room Gaylord Rockies in Aurora is a top source of lost business for Denver over the long term. The Gaylord Rockies has submitted plans to the city of Aurora that call for adding 450 rooms and a 47,000-square-foot indoor addition to its water park. The expansion would increase the hotel’s capacity from 1,501 rooms to 1,950 rooms.
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Several major convention centers across the U.S. have recently, or are currently undergoing significant expansions or renovations, including the George R. Brown Convention Center in Houston, the Kentucky Exposition Center in Louisville, the Los Angeles Convention Center and the Las Vegas Convention Center. The Orange County Convention Center will begin a $560 million expansion in 2026, and the Austin Convention Center is set to nearly double in size by 2029, while the Kay Bailey Hutchison Convention Center in Dallas is undergoing a massive, $3.7 billion renovation and expansion project, also by 2029. Across the country, many cities, led by their Destination Marketing Organizations, are adding Tourism Improvement Districts to bring in new funds that can increase their competitiveness and act as a war chest to incentivize meetings and events to their markets.
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Additional hotel supply in the market, which can pressure occupancy and average daily rate if demand does not grow at the same pace. This risk is particularly relevant to business transient demand, which Visit Denver cannot directly influence, and to group business when new supply lacks the meeting space needed to expand Denver’s convention capacity.
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Despite measurable progress in downtown visitation and the reopening of 16th Street, safety incidents, visible homelessness, vacant storefronts and negative publicity can quickly affect visitor and meeting-planner perceptions. Continued coordination among the City, law enforcement, service providers, property owners and the hospitality industry remains essential.
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Once frequently cited by U.S. News as a top place to live (No. 14 last year in 2021 and No. 40 in 2024), Denver did not make the list of the top 100 places to live in the most recent report.
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Competition for visitor attention is intensifying across traditional search, social media and generative and agentic AI platforms. As audiences receive more tripplanning answers without visiting destination websites, Visit Denver must protect brand visibility, accuracy and authenticity across an increasingly fragmented digital travel planning ecosystem.
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Online booking options enable meeting delegates to easily find lower rates and book outside the block, and new options like short-term rentals further erode hotel room blocks.
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Third-party travel, meeting-planning and AI platforms can weaken the relationship between DMOs and their customers. Their growing role in discovery, itinerary development, sourcing and booking creates both competitive pressure and dependence on platforms outside Visit Denver’s control.
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There is always potential for new local, statewide or national legislation or ballot initiatives that could have a negative impact on tourism.
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Denver residents’ frustration with growth and traffic could be transferred to anti-tourism feelings, leading to a reduction in local and state tourism marketing dollars.
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Visit Denver’s success is tied to measurements that may not truly reflect business. Convention room blocks are decreasing due to delegates booking outside the block, so attendee counts and room nights booked are frequently lower than actual numbers. New measurements may be needed to accurately provide a picture of tourism business in the 21st century.
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Climate change, worsening wildfire conditions, water scarcity and periods of poor air quality could increasingly affect Denver and Colorado’s reputation, visitor experience and outdoor products. Extreme heat and climate disruption elsewhere may also create comparative opportunities for Denver’s generally mild climate, making this both a threat and a factor to monitor strategically.
Visit Denver 2027 Marketing Plan // 21
Visit Denver
Positioning & Messaging
Visit Denver: Positioning and Messaging Denver’s appeal rests on a strong brand foundation that combines outdoor adventure and urban amenities. This section will explore how the current brand positioning was developed, and how it will be deployed in 2027 and beyond.
Denver Brand Positioning & Brand Pillars
Brand Highlights
Visit Denver regularly conducts brand awareness research to gauge the current perceptions of the Denver brand in key regional and target markets.
A strong correlation exists between Denver and the Rocky Mountains in the minds of many respondents, often referred to as “Denver’s Duality.” The single most important icon for Denver is the Rocky Mountains; the city and its mountain backdrop are inextricably linked.
The 2023 research was conducted by Denver-based BrandJuice, the same firm that conducted earlier studies in 2005 and 2013 from which the previous brand positioning was derived, providing continuity for the development of Denver’s brand. The research showed a significant expansion of positive brand attributes, as well as some unexpected findings, which has provided the basis for Visit Denver’s campaigns for 2024 and beyond. Travel continues to be a sought-after activity, and the reasons for taking trips shifted dramatically as people looked to meet up with loved ones much more frequently post-pandemic. Rather than escape or adventure as primary motivators, travel is now defined by the idea of reconnecting and doing so in new places. Campaigns to be implemented in 2026 will take advantage of this trend and make Denver generally more welcoming and inclusive.
Denver’s urban qualities were put into a new perspective, with particular emphasis on the previous use of the phrase “urban adventures,” which was somewhat off-putting and not believable, particularly among long-haul audiences and residents of larger cities like New York and Los Angeles. Denver’s welcoming and open-minded spirit was reinforced as a key brand differentiator. Denver’s western history was highlighted and also brought into modern times with qualities of entrepreneurship and collaboration.
Brand Positioning Uplifting by Nature Denver is a vibrant outdoor city at the base of the Rocky Mountains with natural energy that heightens every moment. Known for crisp mountain air, sunshine and expansive blue skies, it’s a destination of discovery that thrives in the beauty of every season — offering an escape that uplifts and invigorates travelers with every visit.
22 // VisitDenver.com
Visit Denver
Positioning and Messaging
Brand Pillars contemporary atmosphere with an open-minded 1 Vibrant, community that embraces visitors days of sunshine to enjoy panoramic natural beauty 2 300+ and the allure of every season array of attractions and activities for visitors of 3 Exciting all ages (arts, culture, shopping) contemporary dining scene (including fine dining, 4 Creative, “foodie” hangouts, craft breweries, cocktail lounges and urban wineries)
safe environment that encourages exploration 5 Walkable, and discovery of eclectic neighborhoods activities and adventures, both in the city and the 6 Outdoor nearby mountain playground city for family-friendly fun, providing a variety 7 Welcoming of opportunities for education and play destination for all types of events and 8 Dynamic entertainment in one-of-a-kind venues
Key Research Findings DIFFERENTIATING DRAW
AMBIGUITY OF URBAN ADVENTURE
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Travelers who have been to Denver agree that there is a combination of factors that make the city great, but they struggle to articulate one singular selling point.
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Defining clear differentiation from this kaleidoscope of elements can ensure Denver’s appeal as a standout destination is more immediately recognized and understood.
Travelers, at best, believe the phrase “Urban Adventure” makes sense paired with “Outdoor City,” but at worst, they don’t believe it is a true or desirable description of Denver compared to other cities.
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Removing “Urban Adventure” from the strategy is the first step to repositioning Denver as a destination.
DENVER’S DUALITY PERSISTS ▷
Denver is “the best of both worlds,” offering the amenities of the city with the outdoor setting of a mountain town.
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While the idea of an “Outdoor City” resonates, more can be done to define what it means to get outdoors within city limits.
365 DAYS OF DENVER ▷
Denver’s 300 days of sun are a surprise to travelers who often associate the city with winter.
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To sway winter-weary travelers, the brand should explore interesting ways to position the city as a year-round destination.
AFFORDABILITY ATTRACTS ▷
The rising cost of living and proximity to expensive resorts has created a perception that Denver is an expensive destination, but visitors don’t find this to be true.
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In terms of cost, the brand must show the value it offers to help attract new visitors.
CULTURAL AUTHENTICITY ▷
To deliver on travelers’ desires to experience new places and different cultures in a unique way, the brand should consider leaning into the spirit of Denver’s wild west roots to create an authentic sense of local culture within the city.
ATTRACTIONS FOR ALL AGES ▷
Former Denver visitors believe that the city has something for everyone, while those unfamiliar think of it as an adultonly destination.
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To deliver on Denver being a destination for groups of all ages, the brand pillars and messaging should reference more family-friendly attractions.
EVENTS KNOW NO BOUNDARIES ▷
Red Rocks Park and Amphitheatre and seven professional sports teams make Denver an event destination for both regional and national travelers to get away for a long weekend.
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The brand should further leverage the appeal of Denver’s events to attract travelers from across markets and spur repeat visits. Visit Denver 2027 Marketing Plan // 23
Visit Denver
Positioning and Messaging
Tourism Campaigns & Messaging Attracting tourists to visit Denver for their vacation – whether as a stand-alone Denver trip or as part of a larger Colorado visit – requires a combination of tactics. Regardless of whether the visitor is from a long-haul target market (e.g., Chicago, New York or Los Angeles), a regional market (e.g., Kansas City, Cheyenne or Albuquerque) or international markets, the decision to come to Denver begins with the city’s brand appeal. Visitors may make their final decision to come to Denver based on a variety of factors, including short-term exhibitions, special events or the use of Denver as a base for day trips, but the choice to spend time in the city depends first and
NATIONAL SPRING/SUMMER
• Geographic focus: large target markets (NYC,
Chicago, LA, Dallas, Houston), smaller growth markets (Detroit, Orlando, Boston), regional markets (Colorado excluding Denver, Albuquerque, Cheyenne, Kansas City) and national overlay
• Main goal: appeal to travelers’ specific interests they can find in Denver, including outdoor adventure, live music, dining and more
• Timing: March-September
MILE HIGH HOLIDAYS
• Geographic focus: Colorado (including Denver metro) and regional markets
• Main goal: retail, based on availability of events,
exhibitions and performances related to winter holidays including the Mile High Tree and the Mile High Drone Show
• Timing: October–December 24 // VisitDenver.com
foremost on the emotional appeal created by exposure to Denver’s brand. As the brand research study confirmed, Denver’s appeal as an active, vibrant outdoor city drives interest to visit and likely precedes investigation of specific things to do. The year-round popularity of the city, combined with an evergrowing list of festivals, events, exhibitions and performances throughout the year, allows marketing campaigns to promote the city 12 months a year. All campaigns have the same goal: to bring more visitors to Denver. Specific tactics and markets change with the individual campaign. Here is a summary of 2026 national and regional campaigns, which are discussed in more detail in the Tourism section of this report:
ALWAYS ON TRAVEL
• Geographic focus: large target markets (NYC,
Chicago, LA, Dallas and Houston), national overlay
• Main goal: create inspiration through interest-
based branding and seasonally dynamic messaging to encourage travel to Denver yearround
• Timing: January-December
MEET UPLIFTED
• Geographic focus: National • Main goal: inspire and educate meeting planners; drive bookings in Denver
• Timing: January-December
Visit Denver
Positioning and Messaging
Convention Messaging Denver is consistently regarded as a top-tier convention city, offering the essential attributes meeting planners seek: state-of-the-art facilities, a strong hotel package, convenient accessibility, affordability, exceptional service and a reputation for safety. To build on this foundation, the sales team can consistently emphasize these strengths while also highlighting Denver’s broader destination appeal. Research shows that destination appeal and the ability to attract attendees are among the most important factors for meeting professionals when selecting a city. Recognizing that meeting professionals have limited time and high demands, Denver’s convention marketing has been retooled to meet them where they are—delivering updates in short, engaging, visually compelling formats, often through digital platforms and innovative offline channels. Ultimately, Denver’s messaging strategy balances functional strengths with emotional appeal. While the city’s meeting infrastructure and services remain at the core of sales conversations and collateral, advertising and branding efforts focus on creating a strong emotional connection, positioning Denver not just as a functional choice but as a destination that inspires attendance and delivers memorable experiences. Denver’s advertising messages in the convention market strive to establish an emotional connection with the customer. The city’s “functional meeting attributes” are reinforced, especially in interactions with salespeople and in collateral; however, it is critical to create a balance between emotional appeal and functional attributes. The following pillars are used to support the Denver Convention advertising campaign: ▷
Accessibility
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Affordability
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Meeting Facilities (including the Colorado Convention Center)
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Hotel Packages
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Service
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Sustainability
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Destination Appeal/Safety
The 2026 Conventions campaign features Denver statistics that are most important to planners: the number of venues, hotels, nonstop flights, Colorado Convention Center (CCC) square footage and more. By combining this tactical information with inspirational imagery highlighting the city’s famous blue skies and sunshine, the campaign’s goal is to deliver the topline information that planners need in a way that feels uplifting and uniquely Denver.
Visit Denver 2027 Marketing Plan // 25
Visit Denver
Positioning & Messaging
Denver: Awards and Accolades Denver’s appeal rests on a strong brand foundation that combines outdoor adventure and urban amenities. This section will explore how the current brand positioning was developed, and how it will be deployed in 2027 and beyond. Denver is a SOUGHT-AFTER DESTINATION: In August 2025, Denver ranked in the top five of America’s most desirable cities, according to Clever Offers, which evaluates cities based on weather, crime rates, cost of living, housing costs, natural beauty and taxes. WalletHub ranked Denver one of the Most Fun Cities in America in December 2025.
In April 2024, Google ranked Denver the No. 17 destination that travelers have taken an interest in for warm weather getaways. TODAY reaffirmed this in April 2025 by naming Denver one of the best spring break destinations. Travelocity cited Denver as one of the top five most popular family vacation destinations for spring and summer travel, and TODAY echoed the sentiment, declaring Denver in the top five sought-after destinations from July through September in June 2023. Men’s Journal’s 2024 Travel Awards highlighted Denver as No. 25 in the “50 Best U.S. Vacation Destinations.” Similarly, Kayak and Allianz Partners both named Denver one of their top summer travel destinations for 2024. This follows Time Magazine including Denver in their list of the World’s 100 Greatest Places in July 2021. TravelPulse named Denver one of the top “3 Best U.S. Destinations for 2022” thanks to its metropolitan offerings – from fine dining to cultural experiences – as well as 300 annual days of sunshine and proximity to the Rocky Mountains. Additionally, in 2025, Denver International Airport set a new record serving 82,3427,962 passengers. DEN was named the Overall Winner at the Routes Americas 2025 Awards, as well as triumphing in the Over 20 Million Passengers category in February 2025. 26 // VisitDenver.com
Denver is CULTURED AND CREATIVE: With a robust arts and culture scene, Denver is earning more acclaim as a destination for the arts. In December 2022, Clever ranked Denver among the top 20 best cities in America for its unique culture and identity. After undergoing a $175 million renovation/addition project, the Denver Art Museum was named to Condé Nast Traveler’s “Best New Museums in the World: 2022 Hot List.” Esteemed architecture also makes Denver stand out as a destination with locations like Union Station, which was ranked No. 9 by Time Out’s list of “The 21 Most Beautiful Train Stations in the U.S.” in April 2023. Denver also ranked No. 7 in the February 2026 USA TODAY 10Best Readers’ Choice travel award contest for “Best Cities for Street Art,” and in February 2025, River North (RiNo) Art District was ranked No. 9 in the country in USA TODAY’s “10 Best Art Districts.” Denver continues to be a top location for musicians and music lovers with hundreds of venues across the city. The iconic Rolling Stone Magazine noted Red Rocks Park and Amphitheatre as the No. 1 “Hottest Music Venue in the Country” in April 2023. In December 2025, Billboard Magazine named Red Rocks Amphitheatre the No. 2 attended venue in the United States, and Pollstar Magazine named Red Rocks Amphitheatre the best-attended amphitheater of 2025 in December. Denver is an AFFORDABLE DESTINATION: Travel + Leisure ranked Denver as the “Most Affordable Solo Vacation Destination” in June 2024. This is not new, as the year prior, Denver was ranked among “The 18 Cheapest Places to Travel in 2023.” In January 2024, Travel + Leisure also declared
Visit Denver
Awards and Accolades
Denver the No. 1 city on their list of “20 Cheapest Places to Travel Around the World in 2024.” Thrillist supported this view by ranking Denver among the most affordable destinations for summer 2024 vacations, and in 2024 Kayak named Denver one of its top summer travel destinations, based in part on the affordable airfare.
and the Colorado Convention Center were both honored in the Northstar Stella Awards in September 2025. The Colorado Convention Center received the Gold Award for “Best Convention Center” in the Southwest region, and Visit Denver received the Silver Award for “Best CVB/DMO” in the Southwest region.
Denver is a CONVENTION CITY: The Events Industry Council (EIC) announced in early 2025 that Visit Denver achieved PLATINUM Level certification to the EIC Sustainable Event Standards for the second year. Denver is the first destination to achieve the highest level of certification. The EIC Sustainable Event Standards are specific standards for environmental and social responsibility within the events industry. Created by the EIC Sustainability Committee in partnership with industry professionals and leading sustainability practitioners, the requirements provide event planners and suppliers with prescriptive actions for producing and delivering sustainable events.
Denver is a SPORTS CAPITAL: Denver is now home to seven professional sports teams and countless personal sporting and recreation opportunities. The seventh addition came with the Denver Summit FC beginning play as the National Women’s Soccer League’s (NWSL) 16th franchise. They broke the NWSL crowd record at their inaugural game with more than 63,000 fans at Empower Field. In May 2026, Sports Business Journal named Denver the No. 16 “Best Sports Business City.” Denver was a proud host of rounds one and two of the 2023 and 2025 NCAA March Madness tournaments, the 2023 National Cycling League Cup Series, the USGA U.S. Amateur Championship, the 2023 USGAA Finals, the 2024 and 2025 U.S. Women’s National Team at DICK’S Sporting Goods Park, the 2024 MexTour at Empower Field, the 2025 International Federation of Sport’s Climbing’s (IFSC) sixth Speed World Cup, the 2025 Pacific Nations Cup semi-finals, the 2025 U.S. Men’s National Team at DICK’s Sporting Goods Park, the 2026 inaugural Rugby Nations Cup and more. This year marks the 25th anniversary of the Denver Sports Commission, which is responsible for recruiting and supporting premier sporting events and has generated more than $1.2 billion in economic impact since its founding in 2001. In a 2024 roundup of the 13 best NHL Stadium Series showdowns of all time, ESPN ranked the Colorado Avalanche versus the Detroit Red Wings game at Coors Field in 2016 at No. 2, based on environment, hype, the game itself and the teams’ style. Additionally, Coors Field ranked No. 5 in USA Today’s 10 “Best Baseball Stadium Food” in March 2026. Empower Field at Mile High was ranked No. 3 for “Best NFL
With four hotels on Cvent’s Top 100 Meeting Hotels list and more than 13,000 hotel rooms downtown, Denver is a top tier convention city. Cvent also named Denver the No. 12 “Top Meeting Destination in North America” in June 2026. In 2023, they ranked Denver No. 10 in the “Top 50 Meeting Destinations in North America,” noting the destination as a top choice for event planners worldwide. That distinction was reaffirmed in May 2025 when Denver was named the No. 10 “Top Meeting Destination in North America.” In March 2025, Visit Denver was recognized as “Convention & Visitor Bureau (CVB) of the Year” by ConferenceDirect and acknowledged as the “BEST Convention & Visitors Bureau to work with.” Additionally, in October 2024, Meetings Today named Visit Denver one of the best CVB’s/DMO’s in the West. They also named the Colorado Convention Center (CCC) one of the best convention centers in the United States. Visit Denver
Visit Denver 2027 Marketing Plan // 27
Visit Denver
Awards and Accolades
Stadium” and No. 5 for “Best NFL Stadium Food” by USA TODAY in October 2024. In January 2026, Sport Business Journal announced that the Broncos placed No. 1 in the NFL’s “Voice of the Fan” survey for overall game-day experience and game entertainment. Additionally, the Broncos came in No. 2 in crowd energy and pregame on-field entertainment. The momentum continues following World Rugby’s recent bid visit for the 2031 Men’s and 2033 Women’s World Cup. Denver is HEALTHY & FIT: Denver is commonly known for its healthy mindset and exercise culture, and the Mile High City consistently earns high rankings as a top healthy city due, in part, to its temperate climate as well as the city’s location with easy access to all the recreational fun of the Rocky Mountains. In January 2026, WalletHub ranked Denver No. 9 among the top U.S. cities for active lifestyles, coming in the top 10 for the third year in a row. Similarly, in June 2026, Denver ranked No. 5 in USA Today’s 10 “Best Walkable Cities to Visit,” and the American College of Sports Medicine ranked Denver No. 4 on their 2026 American Fitness Index. With extensive miles of paved urban bike trails, metro Denver is a haven for cycling enthusiasts. In June 2026, Bike Trail Journal named Cherry Creek Trail the No. 8 “Best Urban Bike Trail in the U.S.” A study done by Buycycle found Denver to be the fourth best cycling city in the U.S. in June 2025. LawnStarter put Denver at No. 6 on its 2023 “Best Biking Cities in the U.S.” list for similar reasons, but also factored in bike meetups, weather and more. Denver is a FOODIE & CRAFT BEVERAGE CITY: In 2025 Michelin recognized more than 30 Denver restaurants, including the state’s first Two Star, in the third year of their Michelin Guide Colorado. The famously anonymous Michelin Guide inspectors selected a diverse range of restaurants 28 // VisitDenver.com
across the city that exude culinary excellence. Denver joined Boulder, Aspen and Snowmass Village, the Town of Vail and Beaver Creek Resort in the Colorado Michelin Guide, the eighth Guide destination in North America. In September 2026, the Guide was expanded to the whole state. Further advancing Denver’s culinary chops, in 2026 Penelope Wong of Yuan Wonton won Best Chef: Mountain at the 2026 James Beard Awards. The dumpling shop was still a food truck when James Beard first considered her for the prestigious regional culinary award as a semifinalist in 2023. In 2024, Denver had a strong showing at the James Beard Foundation awards. Erika Whitaker and Kelly Whitaker, of Restaurant Group ID EST (The Wolf’s Tailor, BRUTØ) won Outstanding Restaurateur. Even the airport was recognized in Food & Wine’s 2023 list of “The 10 Best U.S. Airports for Food,” Denver International Airport landed the Editor’s Pick. Additionally, Empower Field at Mile High was ranked No. 5 for “Best NFL Stadium Food” by USA TODAY in October 2024, and Coors Field ranked No. 5 in USA Today’s “10 Best Baseball Stadium Food” in March 2026. Colorado as a state is among the top 10 in breweries per capita and one of the top five states with the most craft distilleries. In March 2026, Denver was ranked No. 10 in USA TODAY’S “10 Best Beer Cities” for the second year, and Great American Beer Festival was ranked No. 4 in their list of “10 Best Beer Festivals” in March 2025. Travel + Leisure ranked Leopold Bros. sixth best distillery in the country and named Denver the No. 7 best city in the U.S. for nightlife in February 2026. In Oct. 2026, Ashleigh Carter, co-founder and head brewer of Bierstadt Lagerhaus, was named Brewer of the Year by Food & Wine magazine’s 2026 Drinks Visionary program. Additionally, Yacht Club was recognized
Visit Denver
Awards and Accolades in Food & Wine’s “Top 10 U.S. Bars,” World’s Best 50 “Best U.S. Bars” and was a finalist in the 2026 James Beard Awards for “Outstanding Professional in Cocktail Service.” Solidifying Denver’s exceptional cocktail scene, Rougarou, Semiprecious and The Peach Crease Club were highlighted in the 2026 Spirited Awards from Tales of the Cocktail Foundation nominations for “Best New US Cocktail Bar.” Denver loves the ENVIRONMENT: From prioritizing green spaces to encouraging the use of electric vehicles and alternate fuel sources, the Mile High City does its part for the planet. The City and Country of Denver announced in May 2026, that it has achieved LEED for Cities Platinum certification - one of only eight cities worldwide to reach this milestone. Denver was ranked the No.15 most sustainable city in the U.S. in 2024 by Coworking Café, recognized for its large number of green buildings and eco-friendly coworking spaces. Denver ranked No. 1 on Architectural Digest’s 2023 list of the “Top 50 Most Climate Resilient Cities” due to factors including fewer threats of extreme weather damage and city-level initiatives to support clean energy such as solar. Denver is the only U.S. city included on National Geographic’s list of “Eight Sustainable Destinations for 2021 and Beyond,” thanks in part to 125 miles of bike lanes and solar gardens planned throughout the city. Online insurance marketplace Policygenius echoed this sentiment in 2022, naming Denver as the tenth-best city to live in by 2050 for climate change. Denver’s climate and mindset are conducive to enjoying the great outdoors, whether hiking, biking, running or walking. In September 2025, Denver International Airport’s fleet operations was recognized as the No. 1 Green Fleet of 2025 by NAFA Fleet Management Association for its outstanding efforts in reducing environmental impacts and promoting sustainability within its fleet operations. The annual ranking recognizes peak-performing operations and honors enhanced practices making a positive impact on the environment and improvements within the fleet industry. Denver is WELCOMING AND INCLUSIVE: As the largest city in a 600-mile radius, Denver attracts members of the LGBTQ+ community from all over the West and the world, resulting in a well-established gay nightlife, welcoming gay neighborhoods, gay-friendly hotels and numerous annual events that draw huge crowds. Lonely Planet ranked Denver’s Capitol Hill neighborhood at the No. 4 Best Gayborhood in the U.S. in June 2026. Misterb&b’s Queer Safety Index ranked Denver No. 7 in the “Top 30 Safest Cities for LGBTQ Travelers in 2025.” The 2023 State LGBTQ+ Business Climate Index released by Out Leadership, the premier global LGBTQ+ organization harnessing the power of business to drive equality, recognized Colorado in the Top 5 States for LGBTQ+ Equality. LawnStarter ranked Denver No. 4 in their list of 2023’s Most LGBTQ-Friendly Cities, noting Denver’s scores related to equality, community support, affordability, health care access and Pride-Readiness for the LGBTQ+ community. Visit Denver 2027 Marketing Plan // 29
Convention Sales Situation Analysis
Convention Sales: Situation Analysis Group Demand — A Look Back at 2025 Entering 2025, industry expectations were optimistic. A growing convention calendar and continued recovery in international visitation were expected to support hotel demand and drive another year of growth. Instead, the industry faced a more challenging environment. Economic and geopolitical uncertainty weighed consumer and business confidence throughout the year, leading to more cautious spending patterns. Hotel demand softened, resulting in ten consecutive months of occupancy decreases nationally. While Average Daily Rate (ADR) remained positive, rate growth did not keep pace with inflation, limiting hotels’ ability to offset weaker demand. As a result, Revenue per Available Room (RevPAR) declined for the year. 2025 marked a transition from post-pandemic rebound to a more normalized—but increasingly complex—meetings and conventions environment. Demand remained healthy as organizations continued to recognize the strategic value of face-to-face events. At the same time, cost became an increasingly key factor in destination, hotel, and venue selection. Rather than suppressing demand altogether higher costs led planners to apply greater scrutiny to affordability, return on investment and the overall value offered by destinations and venues. Within this cost-conscious environment, Denver retained an important accessibility advantage through DEN’s extensive air-service network and competitive fares. Combined with Denver’s convention infrastructure, walkable downtown and broad destination appeal, air access continued to strengthen the city’s overall value proposition. 30 // VisitDenver.com
Denver performed strongly against this mixed national backdrop and the Colorado Convention Center generated more than $670 million in economic impact, benefiting Denver’s hotels, restaurants and local businesses while reinforcing the city’s position as a leading meetings and conventions destination. The Visit Denver Convention Sales team also maintained strong production momentum, with annual production exceeding both 2024 and 2019 levels, however certain future years continue to reflect the disruption in long-term booking activity that occurred during COVID and post COVID years. With the traditional booking cycle being 1-10 years out, those gaps cannot be fully replaced through strong production in a single year, underscoring the need to balance near-term conversion with disciplined sales efforts across the long-term convention pipeline. This distinction is important as the analysis shifts to 2026 conditions and the 2027 outlook. Current internal reporting shows 2027 as flat to the future pace target. When analyzing room nights on the books vs same time last year, 2027 room nights on the books are down 19% compared with 2026 at the same time last year. Because 2027 remains an active booking year, this figure represents a pace indicator rather than an outcome. Nevertheless, it highlights the need to continue converting qualified near-term opportunities while rebuilding the long-term citywide base. The Convention Sales team has made meaningful progress in strengthening the future pipeline and remains focused on addressing pace needs in 2027 and subsequent years. Continued success will require securing both near- and long-term business, strengthening collaboration with hotel and convention center partners and clearly communicating Denver’s value in an increasingly cost-conscious and competitive marketplace.
Convention Sales Situation Analysis
2026: U.S. Hotel Performance; Resilience Amid Uncertainty Entering 2026, uncertainty remained elevated. Ongoing geopolitical tensions and an unpredictable economic environment led many forecasters to anticipate another year of flat or modest hotel performance. However, the lodging industry delivered results that exceeded expectations during the first half of the year. In the second quarter of 2026, hotels across the United States posted the strongest quarterly ADR and RevPAR growth in twelve quarters. Occupancy also strengthened, marking the second consecutive quarter of year-overyear growth, with every month except January recording occupancy gains compared to the prior year. Demand continues to be the driver of national hotel performance. CoStar reduced its projected U.S. supply growth for 2026 from 0.7% to 0.4% and lowered its expectations for 2027. High financing costs elevated construction expenses, and broader economic uncertainty continue to prevent many proposed hotels from breaking ground. As a result, national supply growth is expected to remain modest in the near term, giving existing hotels more time to absorb demand. A notable characteristic of the recovery has been its broad-based nature. Strong leisure demand, continued business travel recovery and a healthy event calendar have all contributed to improved performance. Every major demand segment generated occupancy, ADR, and RevPAR growth during the first half of 2026. Transient travel, which remains the largest contributor to overall hotel demand and revenue, led to performance gains.
Visit Denver 2027 Marketing Plan // 31
Convention Sales Situation Analysis
Another meaningful shift in 2026 has been the expansion of revenue growth across hotel classes. During 2025, topline revenue growth was concentrated within Luxury and Upper Upscale properties. Higher-income travelers proved more resilient to economic uncertainty, allowing these hotel categories to outperform much of the broader market. In contrast, 2026’s performance has become more balanced. Nearly every major hotel class has reported positive topline revenue growth, indicating that travel demand has strengthened across a broader range of income levels and traveler segments. International travel patterns shifted in 2026, as U.S. outbound international travel recorded its first decline since 2021, with the slowdown beginning in March and continuing through the second quarter. The trend suggests some Americans opted for domestic travel instead, potentially influenced by ongoing geopolitical uncertainty and the draw of major domestic events, including the 2026 FIFA World Cup, which was hosted across 11 U.S. cities during June and July. At the same time, international inbound visitation remains below prior expectations and continues to face headwinds. June marked a significant milestone for the U.S. lodging industry, delivering the strongest monthly RevPAR growth since December 2022. FIFA World Cup host markets played a significant role in driving results, however; performance strength extended well beyond World Cup host cities. Among the 26 major markets tracked, 14 reported double-digit RevPAR growth in June while only one market experienced a decline. Six of the fourteen highest-performing RevPAR markets were not World Cup hosts. Excluding World Cup host markets, U.S. hotels would still have achieved robust June performance, with RevPAR increasing 6.8% on ADR growth of 4.4%. Bear in mind, cities that have struggled in recovery, have seen greater percentage in growth year over year such as San Francisco and Minneapolis.
32 // VisitDenver.com
Convention Sales Situation Analysis
YTD June 2026
Occupancy
YOY % Change
Average Daily Rate (ADR)
YOY % Change
RevPAR
YOY % Change
United States
63.0%
1.3%
$166
3.5%
$105
4.8%
Denver Market (MSA)
66.2%
1.7%
$148
1.4%
$98
3.1%
Denver City & County
68.1%
2.0%
$181
2.0%
$123
4.0%
Denver CBD
67.2%
2.6%
$212
2.7%
$143
5.4%
Denver Metro and Denver CBD While Denver MSA posted positive year-to-date RevPAR growth through the first half of 2026, its performance ranked in the middle-to-lower tier of major U.S. hotel markets, reflecting a recovery that has been less pronounced than many peer destinations. Denver’s hotel performance in 2026 has been driven by the strength of the group segment. As a result, monthly results have been uneven, with performance closely tied to the convention and event calendar. Months with strong citywide conventions and group activity have produced outsized gains, while periods with more limited group demand have generated weaker topline results. While transient occupancy has improved compared to 2025, the recovery remains modest relative to many peer markets and is best characterized as a rebound from last year’s softness rather than a return to prior peak levels. Transient demand remains below 2024 levels. Comparing yearto-date June 2024 with year-to-date June 2026, Denver CBD upper-tier class hotels recorded approximately 28,000 fewer transient room nights. Across the broader Denver MSA, transient demand declined by approximately 17,000 room nights over the same period. In contrast, several of the nation’s strongest-performing markets have benefited from significant transient demand growth, particularly leisure-oriented destinations with major visitor attractions, theme parks, and beach-driven tourism. These markets seem to benefit from a broader return of domestic leisure travel.
Comparing 2024 to 2026, only nine of 22 competitive CBD destinations experienced transient demand declines. Denver CBD recorded the third-largest decline, trailing only Los Angeles and New Orleans. Of those nine markets, only four generated enough group demand growth to partially offset transient losses, with Denver among them. Denver’s transient demand is often supported by sports tourism, major concerts, and outdoor recreation, while additional transient demand is frequently generated through convention overflow associated with large group events. As a result, Denver’s transient performance is more interconnected with group activity than many leisure-focused destinations. Business transient demand also continues to face headwinds. Denver’s downtown office vacancy rate remains among the highest in the United States and has increased over the past two years. Elevated vacancies suggest slower office utilization
and fewer in-person business activity drivers, which are likely to contribute to weaker business travel demand. Similar transient demand challenges have been observed in other office-oriented markets, including Los Angeles, Washington, D.C. and Dallas.
Visit Denver 2027 Marketing Plan // 33
Convention Sales Situation Analysis
Denver Hotel Supply Denver’s supply story has been notably different from national supply trends. According to Visit Denver’s comparative market analysis and CoStar, Denver is tied for the secondlargest percentage increase in hotel supply among major U.S. markets since 2019, trailing only Nashville. This growth occurred during a period in which room demand did not keep pace. As a result, occupancy fell from 73.8% in 2019 to 66.7% in 2025. CoStar expects occupancy to hold at 67.6% in 2026, but that would leave the market over six percentage points below its pre-pandemic level. Put simply, Denver has more hotel rooms to fill than it did before the pandemic but has not yet returned to selling the same number of room nights. The supply-and-demand imbalance has been even more pronounced in downtown Denver. From 2019 to 2025, annual available room supply in the central business district increased by approximately 16.7%, while demand grew by only 2%. This caused CBD occupancy to fall from 76.7% in 2019 to 67.1% in 2025. The additional inventory has strengthened Denver’s overall hotel package and introduced several desirable new properties, but it has also spread flat demand across a larger room base. Convention activity and renewed downtown visitation have helped reverse this trend in 2026, but a full occupancy recovery will require demand to consistently grow faster than supply. Despite Denver MSA having one of the highest hotel rooms under construction among U.S. markets, all indications are that the period of rapid hotel expansion is easing. Metro Denver currently has 1,729 rooms under construction across 15 projects, representing approximately 3% of existing inventory through 2028. However, these are smaller projects, averaging approximately 120 rooms each, and are concentrated on select service, extended-stay and airport-oriented properties. Due to hotel conversions to alternative uses, CoStar projects no net supply growth in 2026, followed by growth of 1.8% in 2027 and 1.1% in 2028. The supply outlook is even more modest in the Central Business District (CBD), where only 249 rooms are currently under construction, equal to approximately 1.7% of existing inventory. All that activity is linked to the 249-room Virgin Hotel at Fox Park. In 2027, CoStar forecasts downtown demand to increase by 2.4%, compared with supply growth of 1.4%. Supply growth then moderates to 0.7% in 2028. CoStar notes that this limited pipeline should reduce the risk of oversupply and allow existing hotels to benefit as convention activity and downtown visitation continue to improve. This is particularly important in an environment where demand growth is expected to remain positive but modest. While the slowdown in new supply is encouraging hotel performance, it does not fully address Denver’s needs as a convention destination. Most of the rooms under construction are not part of large, full-service hotels with meeting facilities and room-block capacity required by major groups. Therefore, Denver faces two parallel realities: limited near-term hotel development should help the market absorb recent supply and rebuild occupancy, but the destination still lacks another new, large-scale, group-oriented hotel that would significantly strengthen its convention package. This is especially an issue since the Sheraton has shifted strategies to focus on their own 34 // VisitDenver.com
in-house business due to their large meeting space capacities and ability to drive revenue and profitability. They now have limited group room availability due to a 400-room airline contract through 2030.
2026 Convention Business The 2026 convention calendar entered the year from a position of strength, with the second-highest number of Colorado Convention Center room nights on the books, behind only 2025. Still, Denver’s hospitality community remained cautious following softer-than-anticipated attendance and room-block pickup in 2025, influenced by geopolitical uncertainty, federal spending reductions and international travel concerns. Despite these headwinds, hotel performance improved significantly during the first half of 2026. A strong lineup of Colorado Convention Center groups was a primary driver of this improvement, as attendance and roomblock pickup moved closer to expectations. The American Physical Society’s Global Physics Summit brought more than 14,000 members of the scientific community to Denver, while the American Academy of Dermatology welcomed 20,111 registrants. Together, these March conventions generated substantial hotel compression and demonstrated the continued drawing power and economic value of large association meetings in Denver. While the second half of 2026 continues to feature a strong convention calendar, demand for future conventions has also remained healthy. Visit Denver generated a record number of convention center leads in June 2026. Some of that activity reflects temporary relocation and rebid opportunities created by the major redevelopment underway at the Kay Bailey Hutchison Convention Center in Dallas and the planned three-year closure of the Salt Palace Convention Center beginning in fall 2027. However, the pipeline also reflects organic demand generated through sustained sales and marketing efforts. Together, these factors have contributed to
Convention Sales Situation Analysis
robust performance against future convention room-night production goals. This future demand is particularly welcome as Denver continues to address a convention pace deficit in 2027. Although the deficit has steadily improved over the last several years, the impact of delayed booking activity and diminished convention production during COVID is more than any other future year. As of July month-end, 2027 is down 19% in convention room nights compared with the same time last year. While the Visit Denver team and the broader hospitality community will continue working to reduce that deficit, Denver anticipates a lighter convention base in 2027 than in the two historic years that preceded it. However, because 2025 and 2026 represented unusually strong convention years, the 2027 calendar is expected to be more closely aligned with a typical prepandemic convention base.
Meeting Indicators Visit Denver expects the total number of groups meeting in Denver in 2026 to finish slightly behind 2025. While the Colorado Convention Center is projected to host fewer groups, a mix of larger conventions is expected to generate the same number of room nights. Demand for smaller, hotelbased meetings also remains strong. Together, citywide conventions that create market compression and in-house meetings that support individual hotel occupancy provide a balanced foundation for overall group performance in 2026. Visit Denver also closely monitors site tours, which serve as a leading indicator of planner interest and future group demand. Unlike an initial inquiry, a site tour represents an opportunity that has advanced to a more serious stage of consideration. Site activity remains flat compared with 2025 but continues to exceed pre-pandemic levels. Visit Denver averaged 347 site tours annually over the last three years, compared with an average of 334 during the three years preceding the pandemic. While the increase is modest, sustained site activity is encouraging amid the broader economic and geopolitical uncertainty affecting the meetings industry. It suggests that Denver remains top of mind among meeting professionals and continues to advance from initial consideration to in-person evaluation. Another important indicator is meeting planner satisfaction. Visit Denver surveys customers at key points throughout the sales and service process, including after a booking is confirmed, after a meeting concludes and when an opportunity is lost. Although satisfaction scores have
historically been strong, 2026 results show further improvement. Sales satisfaction increased from 95% to 97% year over year, while Destination Services satisfaction rose from 96% to 98%. These results indicate that customers are highly satisfied both with the sales experience and with the support they receive once their meetings take place in Denver. In an increasingly competitive environment, consistently strong service is an important differentiator and an encouraging indicator of client loyalty, positive referrals and future repeat business. Visit Denver 2027 Marketing Plan // 35
Convention Sales Situation Analysis
Sales Team Production (Definite, Leads & Lead Room Nights) Future-year sales production continued to strengthen in 2026 as lead times and booking windows returned closer to the patterns seen before the pandemic. The Visit Denver sales team has now surpassed pre-pandemic benchmarks for both lead volume and lead room nights, increasing the number of opportunities distributed to the hotel community as well as their potential room-night impact. Definite production has also rebounded and is in line with historical norms. Year to date through July 2026, Visit Denver booked 339,364 Convention Center room nights and 213,960 Hotel-Only room nights for meetings occurring in current and future years. Based on current pace, Visit Denver conservatively projects that 2026 will finish ahead of 2025 in all three primary sales metrics: definite room nights, leads and lead room nights.
36 // VisitDenver.com
Convention Sales Situation Analysis
and central geographic location make the destination accessible to attendees from across the country and around the world.
Meeting Planner Perceptions: Strengths, Opportunities and Strategic Priorities Each year, the Visit Denver Convention Sales team secures meetings and conventions representing more than $600 million in future economic impact for Denver and its hospitality partners. Meeting planners evaluate destinations across a range of factors, including air access, convention facilities, hotel inventory, affordability, safety, cleanliness, sustainability, service and destination appeal. Denver’s ability to deliver a competitive convention product and a high-quality attendee experience is therefore essential to converting business and maintaining its position as a leading meetings destination.
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Destination appeal: Denver’s dining, arts, culture, professional sports, outdoor experiences and proximity to the Rocky Mountains strengthen its ability to attract attendees and create memorable experiences.
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Integrated convention campus: The expanded Colorado Convention Center offers the flexible space, technology and capacity needed for large and complex events, supported by a compact downtown hotel package that allows attendees to move easily between meetings, accommodations and surrounding amenities.
For more than 20 years, Visit Denver has participated in a biennial study comparing Denver with approximately 40 leading convention destinations and destination marketing organizations nationwide. The 2026 Evidenz Meeting Planner Study, based on feedback from 450 influential meetings and events professionals, provides a comprehensive assessment of Denver’s competitive performance and identifies the destination’s key strengths, areas of opportunity and strategic priorities.
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Improving downtown experience: Continued investment in public safety, cleanliness, infrastructure and activation is strengthening the downtown environment and supporting planner and attendee confidence.
About the 2026 Evidenz Meeting Planner Study: ▷
450 Meeting Planners (MPs) in North America answered the 2026 Study
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80% of MPs have been a meeting planner for 10 or more years
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53% of MPs commit to space and sign a contract for space for their largest meeting three or more years in advance
The findings confirm that Denver remains highly visible and competitive within the top tier meetings and conventions markets, earning strong consideration and short-list placement based on its convention product, customer relationships, and destination appeal. The primary opportunity is not building awareness but improving conversion by ease of doing business as a destination and more clearly demonstrating Denver’s overall value.
Areas of Opportunity Although Denver performs well at the awareness and consideration stages, the study identifies several areas of opportunity. Addressing these issues will be essential to strengthening Denver’s long-term competitive position. ▷
Hotel suitability and planning: Denver’s compact, walkable downtown is a meaningful advantage, providing convenience and ease of movement for attendees. However, meeting planners believe the city lacks sufficient hotel inventory that is appropriately sized, concentrated and configured to support major conventions, which can create challenges in assembling competitive room blocks and advancing business to contract.
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Overall cost and value: Denver is viewed as an expensive destination by key meeting planners, creating a potential barrier to consideration and conversion. According to client feedback and surveys, the only area discussed from a cost perspective is the union charges at the convention center. In addition, it ranks number four for most negative aspects of meeting in Denver. This, along with the negative feedback that Visit Denver and the center staff received, is an issue that has been discussed with Arts and Venues that needs immediate attention.
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Net Promoter Score: Denver’s declining NPS appears to reflect concerns about value rather than dissatisfaction with the destination product itself. Denver continues to rank strongly for convention center facilities, strong client relationships, and short-list consideration, while safety perceptions have also improved. Continued monitoring should focus on the relationship between cost, perceived value and customer experience across hotels and the Colorado Convention Center.
Denver’s Strengths The research indicates that Denver successfully meets many of the fundamental requirements planners consider when evaluating a destination. These strengths provide a solid foundation for future sales and marketing efforts and help Denver remain competitive for major national meetings and conventions. ▷
High-quality partnerships: Strong relationships amongst Visit Denver, the Colorado Convention Center and hospitality community, provide planners with confidence that Denver can support complex events and deliver coordinated solutions.
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Strong awareness and consideration: Denver maintains high visibility among meeting planners and continues to earn meaningful consideration and top-tier short-list placement.
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Strong air access: Denver International Airport’s extensive domestic network, growing international service
Overall, the findings reinforce a clear strategic direction: destination appeal earns Denver a place in the competitive set, but a credible and measurable value proposition is increasingly necessary to close the business. Visit Denver’s focus will remain on strengthening the value case, ease of doing business, simplifying the customer experience, and coordinating destination-wide solutions that convert strong planner interest into signed conventions. Visit Denver 2027 Marketing Plan // 37
Convention Sales Situation Analysis
Accessibility
Meeting Venues
Air access remains essential to attracting meetings and conventions. And Denver International Airport (DEN) continues to be one of Denver’s most significant competitive advantages. Its extensive domestic network, growing international connectivity and central geographic location provide meeting attendees with convenient access from markets throughout the United States and around the world.
Meeting planners are increasingly looking beyond traditional meeting spaces for venues that offer flexibility, authenticity and a stronger connection to the destination. Cvent’s 2026 Global Planner Sourcing Report found that 48% of planners actively source non-hotel spaces, including restaurants and cultural venues, while 63% identify attendee engagement as their primary measure of event success. Flexibility of space, attendee experience and cost are now among the most important considerations in venue selection.
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Record Passenger Volume: DEN served 82,427,962 passengers in 2025, setting a new annual record and increasing 0.08% from the 82,358,744 passengers in 2024. Continued global prominence: Final 2025 rankings released by Airports Council International in July 2026 placed DEN as the 10th-busiest airport in the world by total passenger volume and the fourth-busiest airport in the United States, behind Atlanta, Dallas/Fort Worth and Chicago O’Hare. Although DEN moved from sixth globally in 2024 as several international airports experienced significant growth, passenger volume remained 20% above 2019 levels
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Expanding domestic and international reach: DEN’s announced air-service network totals 237 nonstop destinations worldwide, including 202 domestic destinations across 46 states and Puerto Rico and 35 international destinations across 19 countries.
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Investing in future capacity: DEN’s completed Gate Expansion Program added 39 gates across all three concourses and increased airport gate capacity by approximately 30%. The airport is now advancing additional long-term improvements, including planning and design for an 11-gate Concourse C-West expansion and initial planning for a north terminal expansion that could eventually provide 50 additional gates.
These investments, combined with DEN’s extensive route network and sustained passenger demand, reinforce air access as a principal component of Denver’s value proposition for national and international meetings and conventions. 38 // VisitDenver.com
This shift reflects the growing importance of the attendee experience to event performance. A distinctive venue can create a memorable sense of place, encourage interaction and enhance opportunities for learning and networking. Freeman research found that attendees who experienced a standout, goal-aligned moment were 85% more likely to return to an event, reinforcing the connection between experience, satisfaction and long-term attendee retention. Denver is well positioned to meet these expectations, offering more than 350 off-site event venues as well as flexible spaces within the expanded Colorado Convention Center. The 80,000-square-foot Bluebird Ballroom and adjoining 20,000-square-foot rooftop terrace combine indoor and outdoor functionality with panoramic views extending across approximately 150 miles of the Rocky Mountains. Beyond the convention center, venues such as Meow Wolf, Red Rocks Park and Amphitheatre, Sculpture Park and the National Western Center allow planners to incorporate Denver’s arts, culture, outdoor setting and Western heritage into the attendee experience.
Convention Sales Situation Analysis
Key Features Driving Convention Center Demand ▷
Bluebird Ballroom: The 80,000-square-foot Bluebird Ballroom is a major asset in Denver’s convention sales efforts and the centerpiece of the Colorado Convention Center expansion. As the largest ballroom in Colorado, it gives Denver the ability to accommodate groups that previously required additional exhibit space or could not fit comfortably within the center’s existing ballrooms. The column-free space can be divided into 19 sections and accommodates more than 7,500 attendees for a general session or 4,600 guests for a banquet. Most importantly, the Bluebird Ballroom gives planners greater flexibility under one roof. This expanded flexibility helps Denver compete for larger and more complex conventions while creating new opportunities to rebook groups that may have previously outgrown the facility.
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Pre-function Concourse: A stunning 35,000-squarefoot wrap-around concourse offers panoramic views of the Rocky Mountains and direct access to the center’s main lobbies. It serves as a welcoming space for networking, registration, and socializing between sessions.
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Rooftop Terrace: The 20,000-square-foot rooftop terrace is one of the Colorado Convention Center’s most distinctive features; the terrace allows planners to move seamlessly between indoor and outdoor spaces while enjoying panoramic views of the Rocky Mountains and downtown Denver. It provides planners with an experience that feels unique to Denver and helps transform a traditional convention program into something attendees are more likely to remember and share. Together, the Bluebird Ballroom, pre-function concourse and rooftop terrace significantly expand what Denver can offer meeting planners. The Colorado Convention Center now provides more than two million square feet of space, including 577,000 square feet of exhibit space, 63 meeting rooms, three ballrooms and a 5,000-seat theater.
The expansion is important not simply because it added space, but because it added the right kind of space: flexible, technology-enabled and connected to the character of the destination. These features allow Denver to compete for larger and more complex national and international events, accommodate groups more efficiently and provide the distinctive experiences planners increasingly seek for their attendees.
Visit Denver 2027 Marketing Plan // 39
Convention Sales Situation Analysis
Downtown Denver: Ensuring a Safe, Welcoming Experience for All Downtown Denver is central to the city’s visitor economy and meetings experience, bringing together convention attendees, leisure travelers, and residents. Allowing them to experience Denver’s culinary scene, cultural attractions and entertainment venues. These experiences are contingent upon a clean and safe downtown environment. And remain a top priority for meeting planners when selecting a destination. Denver entered 2026 with measurable momentum, including significant declines in several major crime categories, a reduction in unsheltered homelessness, the full reopening of 16th Street and downtown pedestrian activity returning to near pre-pandemic levels. These gains reflect sustained public and private investment in safety, outreach, maintenance and downtown activation. At the same time, public-safety conditions remain dynamic and continued attention is necessary to ensure that measurable progress translates into a consistently positive experience for convention attendees, visitors and residents. Furthermore, perceptions of cleanliness and safety remain important considerations in meeting-planner site selection and attendee satisfaction. Visit Denver’s Meeting Planner PostConvention Survey indicates that concerns such as People Experiencing Homelessness as the number one concern influencing some planners’ impressions of the destination. As we look ahead to 2027 and beyond, Visit Denver remains deeply invested in collaborating with city leaders, downtown partners and the hospitality community to continue elevating the standard of safety and cleanliness for all who visit our city.
40 // VisitDenver.com
Convention Sales Situation Analysis
new and expanded experiences throughout the city. Meow Wolf’s Convergence Station offers more than 70 interactive installations across four immersive worlds, while the expanded Denver Art Museum campus provides additional galleries, visitor amenities and distinctive event spaces. Together, these attractions contribute to the creative energy and authentic sense of place attendees increasingly seek from a host destination.
A Citywide Commitment: Strengthening Downtown Denver In an increasingly competitive meeting environment, the quality of the downtown experience remains essential to Denver’s reputation and long-term success. Under Mayor Mike Johnston’s leadership, the city has advanced a coordinated strategy focused on public safety, homelessness, infrastructure, economic development and activation. The Downtown Safety Action Plan set up a dedicated police unit, expanded daily foot patrols, opened a police kiosk on 16th Street and increased private security, park-ranger, mental health, and medical-response resources. These efforts complement All In Mile High, which connects individuals experiencing homelessness with housing and supportive services. The fully renovated 16th Street reopened in October 2025 following a $175 million investment, offering wider pedestrian areas, new amenities and landscaping, and restored complimentary shuttle service between Union Station and Civic Center. Denver is also advancing $570 million in Downtown Development Authority investments, while the voter-approved $950 million Vibrant Denver Bond will fund improvements to transportation, public facilities, parks and visitor-serving cultural assets. Early indicators show positive momentum: downtown pedestrian activity averaged 90% of 2019 levels in 2025, while visits to 16th Street increased 14% yearly. Together, these initiatives strengthen the area surrounding the Colorado Convention Center and downtown hotels, creating a cleaner, safer, more accessible and engaging experience for meeting planners, attendees, residents and visitors.
Destination Appeal When it comes to driving attendance for meetings and conventions, destination appeal consistently ranks among the strongest motivators. Denver delivers across the attributes that matter most to planners and attendees, combining accessibility, modern meeting facilities, a walkable downtown, a vibrant cultural and culinary scene, and easy access to the Rocky Mountains. Like all major cities, Denver has faced challenges; however, recent years have brought a sustained wave of investment, innovation and transformation that is enhancing the visitor’s experience and strengthening the city’s competitive position. Denver continues to evolve with
Denver International Airport remains one of the city’s most important convention assets. DEN continues to serve record passenger volumes, while the completed gate expansion has increased capacity and improved airline operations. The final phase of the Great Hall Program is also advancing, with completion scheduled by the end of 2027 and new areas opening in stages along the way. Denver Union Station further enhances the arrival and downtown experience, serving as both a historic gathering place and a multimodal transportation hub connecting airport rail, regional transit, Amtrak, dining, lodging and entertainment. In the heart of downtown, the Colorado Convention Center expansion has redefined Denver’s meetings infrastructure with the Bluebird Ballroom, expansive pre-function space, and rooftop terrace. The revitalized 16th Street fully reopened in 2025 with additional greenery, gathering areas, art, play features and improved pedestrian connections. The continued transformation of the National Western Center into a 250acre, year-round destination for agriculture, education, entertainment and events further demonstrates Denver’s commitment to accessibility, placemaking and memorable attendee experiences. Denver’s culinary reputation continues to grow. The city’s restaurants remain recognized by the MICHELIN Guide, while Denver chefs and hospitality professionals continue to earn national James Beard recognition—including Penelope Wong’s 2026 award for Best Chef: Mountain. These honors reinforce what residents and visitors have long known: Denver is a dynamic food city with experiences ranging from chefdriven restaurants to neighborhood dining, craft beverages and distinctly Colorado flavors. All of this is framed by the unmatched backdrop of the Rocky Mountains, giving attendees a built-in opportunity to extend their stay through outdoor recreation, wellness experiences and iconic Colorado scenery. Denver offers the energy and amenities of a major city with access to experiences that feel distinctly different from other convention destinations. While the downtown environment has improved in meaningful ways, cleanliness and public safety remain ongoing priorities for the community and for the success of Denver’s meetings and conventions business. Visit Denver continues to collaborate with the City and County of Denver, the Downtown Denver Partnership, law enforcement, hotels, the Colorado Convention Center, and other stakeholders to support a downtown experience that is active, welcoming, and responsive to the expectations of planners and attendees.
Visit Denver 2027 Marketing Plan // 41
Convention Sales Situation Analysis
Trends for 2027 and Beyond The Impact of Geopolitical and Policy Uncertainty on Meetings and Hospitality Geopolitical and policy uncertainty continues to shape the U.S. meetings and hospitality industry, as international conflicts, trade tensions and evolving visa requirements influence travel decisions, budgets and organizational risk. An April 2026 Global Business Travel Association survey found that 79% of respondents identified geopolitical instability as a leading travel risk, while 76% of corporate travel buyers reported that current conflicts were having a moderate or significant impact on business travel and meetings. Despite these pressures, demand remains resilient. U.S. Travel forecasts international visitation to increase 3.4% in 2026 to 70.6 million visitors following a 5.5% decline in 2025, while domestic group travel spending is projected to grow 1.4% to $118 billion. However, the international recovery remains uneven due to higher visa costs, longer processing times, changing entry requirements and global perceptions of the United States. Federal policy presents an additional concern for associations, universities, nonprofits, and other organizations that rely on federal grants. In May 2026, the Office of Management and Budget proposed changes that, if finalized, would require advance approval for federally funded conference attendance and association dues, prohibit the use of grant funds for professional subscriptions and give agencies broader authority to suspend or terminate awards that no longer align with federal priorities. The proposal would also establish viewpoint-neutral requirements for certain federally funded events and facilities. Collectively, these changes could increase compliance requirements, delay meeting decisions, and reduce federally supported conference attendance and association spending, particularly within the scientific, medical, educational, government and public-policy sectors.
Mergers and Acquisitions Mergers and acquisitions are becoming an emerging strategic concern for the meetings industry as organizations seek greater scale, operational efficiency and alignment by consolidating memberships, programming, and events. While these combinations can create larger and potentially more impactful gatherings, they may also reduce the number of independently rotating meetings available to destinations. Following Do it Best’s acquisition of True Value, the networks moved to integrated spring and fall markets, replacing separately operated events with larger combined gatherings. Similarly, the National Association for Home Care & Hospice and the National Hospice and Palliative Care Organization formed the National Alliance for Care at Home, whose annual meeting now incorporates programming from the organizations’ two legacy conferences. The planned combination of the Plastics Industry Association and the Society of Plastics Engineers is also reshaping their event portfolio, with SPE’s ANTEC technical conference being integrated into NPE2027 rather than operating as a separate event during that cycle. More recently, IAEE acquired Exhibitor Group in April 2026 and plans to co-locate EXHIBITOR LIVE with Expo! Expo! in Las Vegas in December 2028. Collectively, 42 // VisitDenver.com
these examples illustrate a developing structural risk for destinations: fewer stand-alone meetings and citywide conventions, changes to established rotation patterns and the concentration of attendance and economic impact into fewer events and host cities. As the industry moves into 2027, continued consolidation will require destinations to monitor organizational changes closely, protect existing relationships and identify new opportunities within increasingly integrated event portfolios.
Artificial Intelligence Reshaping Meeting Planning and Destination Sourcing Artificial intelligence is rapidly changing how meetings are researched, sourced, marketed, managed and measured. According to Northstar, 65% of planners use generative AI, although only 16% report significant improvements in planning and execution. Cvent’s 2026 research also found that 75% use AI during venue sourcing—for destination and venue searches, attendee-data analysis, proposal comparisons and vendor communications. Meanwhile, hotel brands and technology providers such as Hilton, IHG, Marriott, Hyatt, Cvent, Amadeus and Salesforce are investing in conversational search, RFP automation, personalized customer experiences, operational forecasting and stronger connections between event activity and measurable business outcomes. For DMOs, AI presents both an opportunity and a competitive challenge. Planners may increasingly use AI to identify and shortlist destinations before engaging a CVB, making accurate destination data, complete digital profiles, differentiated content and rapid responses essential to remain visible and competitive.
Evolving Meeting Attendance and Room-Night Production A potential market dynamic to monitor in 2027 is the relationship between meeting activity and resulting room-night production. Organizations continue to value and book faceto-face events; however, higher airfare, lodging, registration and related travel expenses are increasing the cost of sending each employee or member to a conference. As a result, companies may send fewer attendees, and individuals may become more selective about participation, contributing to smaller room blocks, shorter stays, and lower economic impact per meeting. The Events Industry Council reported that global RFP activity reached 102% of 2019 levels in the second quarter of 2025, while hotel group room nights remained at 94%, suggesting that sourcing activity recovered faster than lodging production. Cvent/Northstar also found that 70% of planners were actively sourcing or booking meetings, while 40% expected attendance declines of at least 10% in 2026. Although more recent research indicates that booking and room-block expectations may be improving, it is too early to determine whether that improvement will be sustained. Visit Denver will continue monitoring meeting volume alongside attendance, contracted and actualized room nights, peakroom commitments, program length and economic impact per event to evaluate whether strong booking activity is translating into comparable room-night production.
Convention Sales Situation Analysis
Booking Outside the Block Housing remains one of the most persistent challenges facing the conventions industry. Maritz analyzed more than 360,000 registrations across 30 trade shows and found that 45% of attendees registered within four weeks of the event. Nearly one-third registered during the final two weeks, and 9% waited until they arrived on site. Because hotel blocks are often released three to four weeks before arrival, this puts contracted group blocks at risk. At the same time, PCMA housing roundtables identified an industry-wide block capture rate of approximately 40%, with signs that it could fall closer to 30%. The reasons extend beyond attendees simply finding a lower rate online and include loyalty program preferences, corporate travel policies, room-type flexibility, cumbersome housing websites and the desire to maintain control over the booking process. Importantly, booking outside the official housing system does not always mean an attendee is staying outside the convention hotel package. PCMA research found that less than half of attendees used the official event housing portal, while one-quarter stayed at designated convention hotels but reserved through another channel. Therefore, the audit process between hotels and housing companies can be complicated and time-consuming. Based on Visit Denver analysis, 30-40% of the convention center business attendees are booking outside block. It is essential that the meeting planners provide clearer communication of the benefits of booking within the block and work with Visit Denver on thorough post-event audits to capture and accurately measure convention impact.
Workforce As meetings and conventions return, delivering exceptional service is more important than ever, which starts with people. Across the industry, workforce challenges remain a top concern, with many venues and hotels still working to train, rebuild staffing levels and fill experience gaps left by the pandemic. Planners have increasingly prioritized destinations that not only offer state-of-the-art facilities, but also consistent, high-quality service at every touchpoint. In response, Visit Denver remains committed to its workforce development program and partners with the hospitality community on workforce development and service initiatives. Through partnerships with local hospitality schools, workforce training programs and city-supported initiatives, Visit Denver and its partners will continue investing in the future of Denver’s hospitality community and working together to elevate the city’s reputation for excellence in service.
Sustainability Sustainability continues to be a factor in destination and venue selection as corporate and association clients place greater emphasis on environmental responsibility and ESG goals. Recent industry research found that 78% of planners consider venue sustainability efforts a key factor in the sourcing process. As organizations face increasing pressure to measure and report environmental impact, meeting professionals are seeking destinations that can provide
sustainable venues, local suppliers, CSR opportunities and transparent sustainability data. Denver’s long-standing commitment to sustainability provides a competitive advantage in attracting meetings and conventions. The destination offers a high concentration of LEED-certified hotels and venues, including the Colorado Convention Center, which continues to be recognized for its energy efficiency, water conservation and sustainable event practices. In November 2023, Visit Denver became the world’s first destination to achieve the Events Industry Council’s Platinum Level certification under the Sustainable Event Standards, reinforcing Denver’s position as a leader in sustainable meetings. As sustainability expectations continue to evolve, Visit Denver must serve as a resource for sustainable venues, suppliers, transportation options, CSR opportunities and tools that help planners measure and communicate the impact of their events. The destination’s commitment to sustainability not only aligns with client priorities but also enhances Denver’s reputation as a responsible and forward-thinking meetings destination.
Large Hotel Feasibility Study While Denver continues to be recognized for its walkable downtown convention district and more than 13,000 hotel rooms near the convention center, planners are signaling that hotel suitability is becoming a competitive concern. According to the recent 2026 Evidenz Study, Hotel Suitability & Logistics fell from 7.96 to 7.74 and now ranks 22nd out of 36 destinations, making it one of Denver’s weakest-performing operational attributes. At the same time, Denver is still one of the most considered destinations in the industry, continues to host meetings at a high rate and maintains elite visibility among planners. The disconnect suggests that the issue is not demand, but whether the hotel package fully supports the size, convenience and value expectations of large future conventions. As competing destinations continue to add large convention headquarters hotels, Denver’s inventory is increasingly dispersed across multiple properties rather than anchored by enough large-room-block hotels. The survey indicates planners still view Denver as highly desirable, but the decline in hotel suitability suggests growing friction around assembling room blocks, managing attendee flow and creating the seamless convention experience planners increasingly expect. This concern becomes more important when paired with the study’s broader findings around value perception and ease of doing business. In short, Denver’s convention center and destination appeal remain strong, but the hotel product may not be evolving at the same pace as the ambitions of the meetings Denver is trying to win. Other than the Gaylord Hotel in Aurora, there has not been any large hotel meeting construction in Denver for two decades, which makes it difficult to drive new convention business demand. Over the years there has been phenomenal growth in limited, selected service and small boutique hotels in Denver. Annually lost business reports reveal hundreds of thousands of room nights that are turned away due to the Visit Denver 2027 Marketing Plan // 43
Convention Sales Situation Analysis
lack of hotel room blocks for convention center business as well as lack of larger hotels with sufficient rooms and meeting space. This along with customer feedback and increased competition, Visit Denver hired JLL to conduct a comprehensive feasibility study for the proposed Colorado Convention Center (CCC) Large Meeting Hotel. The study will help identify infrastructure needs that would secure Denver’s future as a premier convention destination.
DESTINATION SERVICES Meeting Planning Trends & Impacts ▷
Research from Destination Analysts and Destinations International confirms that meeting planners continue to view convention and visitors’ bureaus as valuable partners, providing the expertise, resources and local connections that contribute to successful events and strengthen the destination’s reputation.
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Shorter planning timelines, limited staffing and constrained budgets are increasing planners’ reliance on Destination Services for last-minute assistance, site visits, vendor coordination and creative, cost-effective solutions. Visit Denver must continue providing turnkey yet customizable support.
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According to Cvent, 63% of planners identify attendee experience as their primary measure of success. Destination Services Managers and local partners help planners create authentic onsite and off-site experiences that highlight Denver’s culture, character and sense of place.
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Planners increasingly seek local expertise to strengthen programming and attract attendees. Destination Services connects planners with Denver’s business community, academic institutions, industry leaders, speakers, artisans and other subject-matter experts.
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Ancillary and in-conjunction-with (ICW) events are becoming increasingly important, but are often planned with limited lead time, making venues sourcing more challenging and increasing demand for Destination Services’ local knowledge and relationships.
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Sustainability, corporate social responsibility, accessibility, language assistance and diversity, equity and inclusion remain important planning considerations. Visit Denver serves as a resource for local vendors, venues, community organizations and tools that support responsible and inclusive events.
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Wellness continues to influence event design, with planners incorporating activities and amenities such as fun runs, yoga, relaxation stations and dedicated wellness areas.
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Convention groups continue to use livestreaming and virtual components to expand access for those unable or unwilling to attend in person.
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Mobile applications, social media and artificial intelligence are increasingly used to market events, personalize agendas, facilitate networking, provide real-time information and reduce paper waste. Visit Denver supports these platforms with curated content featuring local restaurants, attractions, shopping and experiences.
The process will include: ▷
Interviews with local stakeholders, meeting and event planners who have used the Center and the existing Hyatt Regency Denver hotel in the past, lost clients and/or potential prospects.
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A Colorado Convention Center Historical & Projected Performance Analysis.
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Lost Business review to determine the groups that cannot meet in Denver due to inadequate hotel room inventory, number of hotels needed for adequate walkable room block and quality and age of the available properties.
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Economic, Demographic and Tourism Analysis to evaluate Denver’s position as an economic and tourism center of activity. Consider how this activity generates overnight visitors.
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Competitive Convention Hotel Package Market Analysis
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Local Hotel Market Analysis to determine if new hotels have been absorbed into the market and how any additions or renovations have impacted the performance of the hotel market.
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Database Assessment of meetings activity occurring in many markets, reviewing data about meetings and events occurring at competitive conference/convention hotels in and around Denver. Provide profiles of relevant case study developments and best practices to better understand their components and reasons for success or lack thereof.
The feasibility study completed in 2025 included financial modeling indicating a 1,000-room convention hotel could achieve 70 percent stabilized annual occupancy based on a strategic mix of group, transient and contract clients. The development would require substantial meeting space programming of approximately 100 square feet per guestroom, to address specific needs identified by meeting planners. The strategic recommendation supports proceeding with hotel development, recognizing this investment as critical infrastructure that will determine Denver’s ability to compete for high-value convention business in an increasingly competitive marketplace. The information has been presented to Arts and Venues and City of Denver to determine if there is a next step.
44 // VisitDenver.com
Convention Sales Situation Analysis
DMO Destination Service Trends & Impacts ▷
▷
▷
DMOs are reevaluating whether staff must attend prepromotion trips for future meetings. Destination Services are tasked with curating unique activities or sponsorships to promote Denver in lieu of sending staff. Demand for Destination Services continues to grow among non-citywide and single-hotel meetings. Meeting professionals are increasingly relying on Visit Denver to provide comprehensive planning assistance, including customized site visits, overflow hotel coordination, off-site venue sourcing, local referrals and destination marketing resources that enhance the overall meeting experience.
sustainability and the overall visitor experience. Visit Denver is grateful to this media sector for sharing the positive news about Denver’s growth with industry professionals who further drive the message to businesses and leisure travelers. As noted in the past few years, the trade media sector continues to change, and many outlets have very slowly recovered from the pandemic or have not survived at all. A few notable trends: ▷
Convention trade magazines continue to see shrinking staff and diminishing resources, and many are relying primarily on freelance writers. Most trade publishers have reduced their publication schedule while migrating content from print to online presence. Publications associated with industry organizations like Convene (Professional Convention Management Association), Associations Now (ASAE) and The Meeting Professional (MPI) continue to decrease print circulation to focus more on digital platforms while regionally focused outlets like Colorado Meetings & Events have continued to run on a smaller scale.
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Industry outlets such as USAE, Successful Meetings, Meetings & Conventions and Smart Meetings convey most of the industry news via publication websites and digital newsletters.
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Trade publications often feature developments (such as renovations, expansions, and new projects. These features have been a terrific opportunity for Denver to reach meeting planners and share news about new updated venues as the city is growing and evolving.
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Specialized meeting trade magazines such as Black Meetings & Tourism, Insurance & Financial Meetings Management and Colorado Meetings & Events offer another method of keeping Denver in front of meeting planners.
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Opportunities continue for advertorials, featured content and “native advertising” for any destination buying convention trade advertising.
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Denver news stories in the coming year will feature DEN’s improvements/additions, the first full year of the completed 16th Street construction in downtown Denver, new hotel inventory and enhancements, new restaurants, and cultural experiences.
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National news topics through 2026 will include the continued recovery of the meetings industry, airline industry challenges, impacts of federal policy and an uncertain global economy.
While many DMO’s only provide website resources to non-bureau bookings, Visit Denver’s destination services team continues to support these meetings by providing promotional materials, partner referrals and marketing assistance.
Trade Media Trends The media sector of the industry reports on meetings and conventions, travel trends and research and overall industry updates for a diverse audience of travel and meeting professionals. The Visit Denver Public Relations (PR) team works with travel trade media to highlight the city as a top meeting and convention destination. In addition to traditional pitching, this year the team started a quarterly travel trade update delivered via email to 200 local and national editors and journalists. The update includes details about hotel and venue openings or renovations, convention center developments, Denver International Airport news, sustainability updates, general destination news and more tidbit of value to these journalists. The quarterly update has been a valuable resource to keep Denver top-of-mind for travel trade reporting. The PR team continues to pitch last year’s record-setting performance at the Colorado Convention Center (CCC) welcomed 276,536 attendees and generated more than $677 million in economic impact in 2025. In addition to the CCC, Denver hotels hosted 997 meetings in 2025, generating more than $344 million in economic impact and 2026 is currently expected to host 844 meetings totaling $325 million in economic impact. The team also shared that 2026 is shaping up to be another exceptional year. It is projected to be the second-best convention year on record, with an estimated 239,000 attendees and more than $607 million in economic impact. The team also continues to highlight the completion of the CCC expansion in their pitching. Visit Denver has booked 30 future meetings that would not have been possible without the added capacity and flexibility the expansion provides. Together, these meetings represent 187,200 attendees and an estimated $446 million in economic impact. This messaging emphasizes a combination of factors, including the team’s strong sales efforts, improvements to the convention center, continued investment in downtown infrastructure and Denver’s ongoing commitment to safety,
In 2027, the team will continue to maximize trade media opportunities to position Denver among the country’s top meeting and convention cities. This will include further promoting the CCC and surrounding venues as the best place to meet. The team will continue generating and distributing new, original content about Denver, including destination news and updates, photos, videos and press releases, to convention trade websites and publications. The team will also foster existing and new working relationships with trade journalists.
Visit Denver 2027 Marketing Plan // 45
Convention Sales: Market Segments Market Segments The meetings industry traditionally categorizes group business into three primary market segments: Association, Corporate and Specialty or SMERF (Social, Military, Education, Religious and Fraternal). While all three remain important to Denver, the association segment continues to lead, especially in the areas of health, medical, scientific, technology and education-related organizations. These meetings typically book farther in advance, supporting Denver’s long-term strategy of securing national groups years ahead of arrival. The sales team remains focused on building loyalty, targeting medical and scientific associations and enhancing the planner and attendee experience.
After several years of disruption and shifting booking patterns, Denver’s group business mix has continued to normalize. Large associations are once again sourcing events farther into the future, while smaller corporate and specialty meetings remain more sensitive to economic conditions, travel costs, availability and short-term budget pressures. This creates a market environment where Denver’s strongest long-term opportunity remains tied to industries that value education, certification, research, innovation and in-person collaboration. The chart below illustrates segment evolution between 2015–2019 and 2024-2028, reflecting both long-term changes in group demand and the continued strength of Denver’s core association segments.
2015–2019
2024-2028
Market Segment
Total Rooms
%
Market Segment
Total Rooms
%
Health & Medical
859,111
23.8%
Health/Medical
881,094
25.5%
Scientific, Engineering, Tech, Computer
464,810
12.9%
Scientific, Engineering, Tech, Computer
584,975
16.9%
Trade, Commercial, Business
333,961
9.3%
Educational
351,327
10.2%
Educational
305,421
8.5%
Trade, Commercial, Business
211,947
6.1%
Athletic & Sports/Rec
249,526
6.9%
Government, Public Admin.
180,512
5.2%
Government, Public Admin.
184,192
5.1%
Athletic/Sports/Recreation
171,102
5.0%
Hobby & Advocational
124,790
3.5%
Finance/Banking
116,354
3.4%
Retail/Wholesale
112,495
3.1%
Retail/Wholesale
75,060
2.2%
Finance/Banking
112,188
3.1%
Mtgs, Conv, Tourism Industry
74,162
2.1%
Mtgs, Conv, Tourism Industry
92,032
2.6%
Insurance
65,826
1.9%
46 // VisitDenver.com
Source: Visit Denver
Convention Sales
Market Segments
Key shifts include: ▷
Health/Medical remains the top-producing segment, increasing from 23.8% of total rooms in 2015–2019 to 25.5% in 2024–2028. This reaffirms Denver’s strength in hosting large-scale medical, healthcare and life sciences-related events.
▷
Scientific, Engineering, Tech and Computer remain in the second-largest segment, representing 16.9% of total rooms in 2024-2028, compared to 12.9% in 2015-2019. This continued growth reinforces Denver’s strength with groups tied to technology, research, engineering, aerospace, innovation and other knowledge-based industries.
▷
Educational meetings continue to perform strongly, growing from 8.5% in 2015–2019 to 10.2% in 2024–2028. This reflects the continued importance of professional development, credential-based learning, academic meetings and training-focused conferences.
▷
Trade, Commercial and Business events remain below pre-pandemic share, holding at 6.1% of total rooms in 2024–2028 compared to 9.3% in 2015–2019. This suggests that corporate and business-focused events are still being shaped by shorter booking windows, budget sensitivity and changing business travel patterns.
▷
Government and Athletic/Sports/Recreation remain important but more moderate contributors, representing 5.2% and 5.0% of total rooms, respectively. These segments continue to support Denver’s broader group base, particularly when they align with need periods or citywide availability.
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Retail/Wholesale and Insurance now appear in the top ten, signaling some movement among smaller industry categories. While these segments are not among Denver’s largest producers, their presence reinforces the importance of maintaining a diversified sales approach beyond the core medical, scientific and education segments.
Overall, the 2024–2028 data show that Denver’s strongest convention opportunity continues to be anchored by industries tied to healthcare, science, technology, education and professional advancement. These sectors align well with Denver’s regional strengths, destination appeal, central location and expanded convention infrastructure. As competition intensifies, Denver’s strategy remains focused on defending share among core high-producing segments while continuing to pursue new and first-time events that align with the city’s strengths and long-term growth opportunities.
Visit Denver 2027 Marketing Plan // 47
Convention Sales Market Segments
Future Demand Drivers Business performance in the hospitality industry is closely tied to broader shifts in the economy. Visit Denver tracks not only major customer segments such as associations, corporations and specialty markets, but also the industries most likely to drive future meeting demand. Understanding where economic activity is headed helps guide sales strategy, product development and long-term destination positioning.
For Visit Denver, the opportunity is not simply to track which industries are growing, but to align sales efforts with the sectors most likely to produce future meetings. Healthcare, medical, scientific, technology and education-related organizations remain especially important because they rely on in-person gatherings for research exchange, credentialing, training, member engagement and industry advancement.
The updated market segment data shows that Denver’s strongest future opportunity remains aligned with healthcare, science, technology, education and professional advancement. Health/Medical is Denver’s largest producing segment for 2024-2028, followed by Scientific, Engineering, Tech and Computer. These categories typically generate association activity, professional development, certification, research, training and industry collaboration, all of which support long-term meetings in demand.
Serving these future-facing sectors also requires Denver’s convention product to keep pace with planner and attendee expectations. Groups in healthcare, technology, science, aerospace and clean energy increasingly expect reliable highspeed connectivity, strong A/V, hybrid meeting capabilities, flexible meeting layouts, sustainability practices and an attendee experience that feels easy, inspiring and connected to the destination.
National and regional economic indicators reinforce this direction. The U.S. Bureau of Labor Statistics projects steady growth in healthcare-related occupations through 2034, while Colorado’s advanced industries include aerospace, bioscience, energy and natural resources, infrastructure engineering, technology and information and advanced manufacturing. Metro Denver’s tracked industry clusters also include aerospace, bioscience, energy and natural resources, healthcare and wellness, financial services and IT software. These sectors align well with Denver’s existing meeting base and provide a solid foundation for future sales targeting.
As competition among convention destinations intensifies, Denver’s strategy should continue to focus on sectors that align with both current room night production and future economic growth. This includes defending share among core medical, scientific and education segments while continuing to pursue emerging opportunities in AI, aerospace, clean energy, bioscience, wellness and advanced technology. Denver’s expanded convention infrastructure, central location, strong air access and regional industry strengths position the city well to compete for these future-facing meetings.
Future Demand Drivers and Denver Alignment Future Demand Driver
Why It Matters for Meetings
Denver Alignment
Healthcare, Medical and Life Sciences
Drives association meetings, education, certification, research and professional development
Denver’s largest producing market segment
Science, Engineering, Technology and AI
Supports conferences tied to innovation, research, software, data, infrastructure and emerging technologies
Strong alignment with Denver’s Scientific, Engineering, Tech and Computer segment
Aerospace and Advanced Manufacturing
Generates association, government, supplier, technical and workforcedevelopment meetings
Aligns with Colorado’s advanced industry base
Energy, Climate and Sustainability
Creates demand around clean energy, resilience, infrastructure and environmental innovation
Supports Colorado’s energy and natural resources strengths
Education and Workforce Development
Supports conferences, training, accreditation and professional learning
Educational meetings remain one of Denver’s top-producing segments
Wellness, Outdoor Recreation and Experience Economy
Supports attendee experience, incentive travel, lifestyle events and destination appeal
Fits Colorado’s broader brand and Denver’s visitor experience
Finance, Banking and FinTech
Supports corporate meetings, financial services conferences, investor events, compliance education, digital payments, blockchain and emerging financial technology programs
Finance/Banking is a top ten producing segment for Denver and aligns with broader technology and innovation strengths
48 // VisitDenver.com
Convention Sales
Market Segments
Association Market Large national associations remain Denver’s most consistent and productive group segment. While pandemic-era disruptions delayed many sourcing timelines, most association planning cycles have normalized, with many organizations again booking four to ten years in advance. Visit Denver continues to see strong engagement from association customers, reflecting renewed confidence in long-term planning and the essential role conventions play in member engagement, education and organizational revenue. Associations remain highly motivated to meet in person. Many are required by bylaws to hold annual gatherings, and conventions often generate a significant share of organizational income through registration fees, continuing education, trade shows, sponsorships and exhibitor participation. These events are critical for professional development, certification, networking, research exchange and highlight innovative ideas across industries. They also bring national thought leaders to Denver and can spark collaboration, innovation and long-term investment. The updated market segment data reinforces the importance of the association market to Denver’s future group strategy. Health/Medical remains Denver’s largest producing segment for 2024-2028, followed by Scientific, Engineering, Tech and Computer, with Educational also remaining a topproducing category. These sectors align closely with the types of association meetings that generate strong room night production, support longer booking windows and create meaningful opportunities to connect national organizations with Denver’s local industry strengths.
According to the 2026 Evidenz Meeting Planner Study, Denver continues to perform strongly among meeting planners and remains near the top of the competitive set. Denver ranked No. 3 of 36 destinations for overall “Best Fit” consideration, with 35.5% of planners naming Denver as a best fit for their largest meetings. Among target-list planners whose event profiles best align with Denver, best-fit consideration held at 63.0%, ranking Denver No. 1 of 36 destinations. The study also reinforces Denver’s strength in convention product and relationships, with strong rankings for Convention Center Facilities & Services, CVB contact quality and CVB/ convention center partnership. However, the clearest opportunity remains value perception. Denver’s Overall Cost & Value score ranked No. 22 of 36 and was the city’s only below-field factor, underscoring the need to reinforce value in core messaging while continuing to communicate the full strength of the destination package. Because associations remain Denver’s highest-priority group segment, Visit Denver continues to focus sales and marketing efforts on long-term association bookings, strategic account development and industry alignment. Many major associations are based in Washington, D.C. and Chicago, which is why Visit Denver maintains sales offices in both markets. This allows the team to stay connected through local events, regional meetings, customer engagement and industry partnerships. Sales deployment is also aligned by meeting size and headquarters location to ensure effective outreach and account coverage.
Visit Denver 2027 Marketing Plan // 49
Convention Sales Market Segments
Visit Denver also partners with the Denver Metro Chamber of Commerce and the Metro Denver Economic Development Corporation to pursue association conventions that align with the region’s strongest industry clusters. These events bring national audiences to Denver, create opportunities to highlight local experts and innovators and strengthen the connection between conventions and broader economic development priorities. Featuring Denver-based speakers, researchers, executives and thought leaders continues to be an important part of the city’s association sales strategy. While Denver’s destination appeal, air access and convention infrastructure remain strong, many association planners continue to express the need for a larger headquarters hotel package near the Colorado Convention Center. Addressing this demand remains important as competing destinations continue to invest in attached or adjacent high-capacity hotel supply. Visit Denver will continue to focus on long-term association bookings, strategic industry alignment and a destination message that reflects what association planners value most: accessibility, connectivity, collaboration, strong hotel participation, clear value and a positive attendee experience.
Corporate Market The corporate meetings segment continues to be defined by shorter booking windows, compressed decision-making timelines and a strong need for flexibility. These meetings are often tied to internal operations, leadership alignment, training, product launches, incentive travel or client engagement, making them more time-sensitive than many association programs. While corporate meetings typically book closer to arrival, they remain an important part of Denver’s group business mix because they can help fill need periods, support hotel compression and generate high-value opportunities across the city. Corporate meeting demand remains strongest in industries where in-person collaboration, training and relationship building are essential. Healthcare, pharmaceutical, biotech, life sciences, technology, aerospace and professional services companies continue to rely on meetings for leadership summits, sales training, customer engagement, clinical education, product launches and innovation-focused gatherings. These sectors align well with Denver’s broader economic strengths and support continued opportunity for both citywide and single-hotel corporate programs. Denver remains competitive for corporate meetings because of its central location, strong air access through Denver International Airport, destination appeal and broad hotel product. Corporate planners often seek full-service, upperupscale, luxury, lifestyle or boutique properties that offer flexible meeting space, strong food and beverage, built-in amenities and a memorable attendee experience. Denver’s hotel inventory, downtown walkability and access to outdoor experiences help position the city well for groups looking to combine business objectives with a compelling destination experience. At the same time, corporate business remains highly competitive. Shorter booking windows can make availability 50 // VisitDenver.com
more challenging, particularly during peak demand periods or when planners need compact hotel blocks. Corporate planners are also more likely to compare multiple destinations based on rate, air access, hotel package, overall value and ease of execution. As a result, Denver must continue to respond quickly, package the destination clearly and highlight the specific advantages that matter most to corporate decision-makers. Third-party intermediaries continue to play a critical role in this segment, with many corporate meetings sourced, negotiated and managed through agency partners. Visit Denver maintains strong relationships with key intermediaries through partnership agreements, education webinars, sales missions, hosted buyer events and ongoing account engagement. Supporting this network remains a priority as sourcing behavior evolves, and competition for corporate meetings intensifies. Looking ahead, Denver’s corporate opportunity will be strongest when the city can match short-term availability with the needs of high-value industries, particularly healthcare, life sciences, technology, aerospace, energy innovation and professional services. Continued coordination between Visit Denver, hotel partners and third-party planners will be essential to converting corporate demand and positioning Denver as a flexible, accessible and experience-driven destination for business meetings.
Amateur Sports & Social, Military, Education, Religious & Fraternal (SMERF) & Government Markets Amateur sports, SMERF and government groups remain an important specialty market for Denver, particularly when they align with need periods, shoulder seasons and available hotel patterns. These groups often have unique planning requirements and are typically more rate-sensitive than large associations or corporate programs. As a result, many continue to consider second- and third-tier destinations that can better accommodate tighter budgets, lower rate expectations and flexible space needs.
Convention Sales
Market Segments
will continue to prioritize relationship building, flexibility and targeted service. When sourced strategically, sports, SMERF and government groups can help fill need periods, diversify Denver’s group base and support hotel and venue performance outside of peak convention windows.
Multicultural Market The multicultural market continues to grow in influence and importance across the meetings industry, and Denver remains committed to being a welcoming and inclusive destination for groups that serve diverse communities. Success in this segment depends on more than destination appeal. It requires authentic relationships with national organizations, local chapters, civic leaders, elected officials and community partners who can help connect meetings to Denver’s local culture and leadership.
Historically, SMERF groups have been more flexible with dates and have often met over holidays, weekends or slower hotel periods, which can be valuable for Denver. However, strong hotel performance during peak demand months, especially in the summer, can make it more difficult to compete for larger rate-sensitive groups. Denver’s best opportunity in this segment is often during shoulder and winter periods, particularly November through March, when leisure and business travel demand is lower, and hotels may have more flexibility. Amateur sports-related business also remains an important specialty segment. Youth, participatory and amateur events can generate meaningful room nights, support weekend demand and bring repeat visitation from athletes, families and spectators. These events are often rate-conscious and may require specific venue, transportation and housing coordination, but they can be valuable when they align with available dates, need periods and broader destination goals. Larger strategic sports opportunities are addressed separately through the Denver Sports Commission. Government meetings are still shaped by federal per diem rates and budget limits. For FY 2026, the GSA lodging rate for the Denver/Aurora area is $165 from November through March and $215 in October and April through September, with a $92 M&IE rate. These seasonal tiers continue to influence sourcing behavior among federal agencies, contractors and government-adjacent organizations. FY 2027 rates should be reviewed once released by GSA, as new federal per diem rates typically take effect Oct. 1. Because these groups often require more tailored support, relationships remain especially important. Visit Denver deploys a dedicated sales manager to oversee sports, SMERF and government segments, regardless of group size. This structure allows the team to better understand each group’s specific needs, identify appropriate date patterns and connect planners with hotel and venue partners that are well suited to the business. As budget sensitivity, rate pressure and planning timelines continue to vary across these segments, Visit Denver
Visit Denver’s long-standing commitment to diversity, equity and inclusion supports its strategy in this market. The organization’s internal DEI efforts continue to guide efforts related to internal policy, workforce development, community partnerships and destination marketing. This work strengthens Denver’s credibility with multicultural groups and supports broader goals around representation, community impact and inclusive visitor experiences. For more than a decade, Visit Denver has focused on growing multicultural meetings, particularly within the Hispanic/Latino and Black/African American markets. Engagement with Asian American, Indigenous and other multicultural organizations also continues to develop as these segments gain greater visibility within the meetings industry. The redeployment of a sales manager focused specifically on African American groups further strengthens this effort and creates greater alignment with client needs, community relationships and long-term sales opportunities. Visit Denver continues to prioritize outreach through direct sales, advertising and sustained partnerships with organizations such as the National Coalition of Black Meeting Professionals, the U.S. Hispanic Chamber of Commerce and the Network of Latino Meeting Professionals. Denver’s selection as host of the NCBMP 2029 Annual Conference is an important validation of this work and reinforces the city’s position as a trusted and forward-looking destination for diverse meetings. These efforts are also supported by destination marketing that reflects the interests, values and identities of multicultural audiences. Targeted leisure messaging, digital campaigns and authentic community partnerships help strengthen the attendees’ experience before and during a meeting. By connecting sales strategy with inclusive marketing and local community engagement, Visit Denver can continue to grow multicultural meetings while reinforcing Denver’s reputation as a welcoming, relevant and culturally connected destination.
International Market The international meetings market remains important to Denver’s long-term convention strategy, particularly for associations in healthcare, science, technology, research, education and government-adjacent fields. While international Visit Denver 2027 Marketing Plan // 51
Convention Sales Market Segments
sourcing to U.S. destinations has continued to recover, the market remains uneven. Visa wait times, changing entry requirements, geopolitical tension, air service availability and attendee perceptions of the U.S. travel experience continue to influence destination selection and international participation. U.S. Travel has identified visa delays and limited visa-free access as ongoing barriers to inbound travel growth and the U.S. Department of State continues to advise travelers to plan and apply early for visitor visas. Many associations that rely on global participation are evaluating U.S. destinations with greater caution. For organizations with international attendees, speakers, exhibitors or researchers, uncertainty about travel access can affect registration, sponsorship, education and overall event value. This is especially important for scientific, medical and technical associations, where global expertise and research collaboration are central to the success of the meeting. Recent meetings of industry coverage have noted that visa access, political uncertainty and international participation challenges continue to affect association event planning. Although Visit Denver maintains a targeted international sales effort, the broader opportunity is to support U.S.-based associations in their efforts to grow international attendance. For many organizations, domestic membership growth has matured, making international delegates an important path for future attendance, revenue and industry reach. Denver can support these planners by providing clear destination messaging, air service information, attendee resources and local support that help the city feel accessible, welcoming and easy to navigate. Policy-related travel challenges remain outside Denver’s control, but destination readiness is within the city’s influence. Visit Denver will continue to work with planners, Denver International Airport, the Colorado Tourism Office, economic development partners and the hospitality community to support global attendees and advocate for more open, predictable access to the United States. Looking ahead, Denver’s international strategy should focus on accurate 52 // VisitDenver.com
pre-event communication, welcoming destination messaging, strong air service awareness and support for associations navigating a more complex global travel environment.
Sports Market The Denver Sports Commission, also known as Denver Sports, serves as the central resource for sporting event organizers considering Denver as a host destination. As a strategic arm of Visit Denver, Denver Sports leads the city’s efforts to identify, pursue and secure opportunities across the amateur, collegiate, Olympic and professional sports landscape. Sports-related tourism remains an important part of Denver’s broader group business strategy. Sporting events can generate significant visitor volume, hotel room nights, economic activity and national visibility, particularly when they bring athletes, families, spectators, coaches, officials and media to the destination. These events can also support weekend and shoulder-period demand, making them especially valuable when they align with hotel need periods and available venue patterns. Denver Sports works closely with local venues, rights holders, national governing bodies, community partners and civic leaders to position Denver as a premier destination for sports events. The team’s work includes event recruitment, bid development, site coordination and relationship management with organizations that influence future event placement. This collaborative approach helps ensure that sports opportunities are evaluated not only for their immediate economic impact, but also for their ability to strengthen Denver’s brand, support community priorities and create long-term destination value. An advisory board of local business and civic leaders guides event recruitment to align with Denver’s broader economic, tourism and community goals. Through these efforts, Denver Sports continues to build the city’s reputation as a competitive, accessible and experience-driven sports destination.
Convention Sales
Market Segments
Convention Industry Media Busy meeting professionals continue to widen the list of media they consume for their industry news with a focus on digital channels, leisure channels and existing trade channels. As with most areas of media and advertising, there is less reliance on traditional printed media to educate themselves about potential meeting destinations. So, while many are now working back in the office, the habits formed during the pandemic persist and consequently several industry trade publications have ceased operations or reduced frequency, circulation or both. This also means that planners are relying increasingly on their in-market, DMO sales and service contacts to keep them up to speed on market updates, which creates a significant opportunity for organizations like Visit Denver. They are also
increasingly turning to AI sources to research destinations, which is a trend that organizations like Visit Denver are just beginning to understand. Visit Denver’s trade advertising efforts have shifted to meet these new realities. Print advertising has been dramatically scaled back, though not eliminated. Visit Denver expects to continue to use new and emerging digital channels, while still maintaining a small, targeted use of print for those planners who still consume that medium. And given planners’ interest in news directly from destinations, expanded sales and marketing communications about new developments in the city are almost certain to be welcomed from Visit Denver clients.
Paid Media Channels
Earned Media Channels
▷
Top-performing e-newsletters from key outlets such as PCMA (Professional Convention Management Association) and Meeting Professionals International (MPI)
▷
Press releases to trade outlets
▷
Tours and meetings for visiting trade media
▷
Reactive efforts for journalists working on stories
▷
Digital display advertising
▷
Video advertising
Owned Media Channels
▷
Social media advertising, particularly on LinkedIn
▷
Print and digital advertising in trade publications and their companion websites
▷
▷
Social media tactics, particularly on LinkedIn
▷
Videos exclusive to the convention market
▷
Quarterly destination updates via Visit Denver’s email platform to sales database
▷
Innovative CRM program
High-impact tactics at tradeshows
Visit Denver’s “Meet Uplifted” campaign is designed to drive awareness of Denver and inspire planners to choose it as a destination, driving leads and bookings for Visit Denver conventions and meetings. The campaign also enables Denver to stay top of mind and differentiate itself in a very crowded convention market.
Visit Denver 2027 Marketing Plan // 53
Convention Sales:
Competitive and Product Overview As Denver moves into the 2027 planning cycle, the city’s meetings and conventions industry remains fundamentally strong, supported by an expanded Colorado Convention Center, continued planner interest, improved downtown infrastructure and strong national visibility. The postpandemic recovery cycle has transitioned into a more normalized but highly competitive group marketplace, where demand remains healthy, but conversion is increasingly shaped by cost sensitivity, date availability, hotel block alignment and the overall ease of doing business. Competition among major convention destinations continues to intensify. Cities across both tier one and tier two categories are investing heavily in convention infrastructure, hotel development, airport improvements and downtown convention districts. At the same time, planners weigh destination value more carefully, with greater attention to total cost, attendee experience, walkability, safety perception and the strength of the citywide package. Denver remains well positioned in this environment, particularly with the completed Colorado Convention Center expansion, the addition of the Bluebird Ballroom, strong air access through Denver International Airport and the continued revitalization of 16th Street. However, the market is becoming more complex. Denver continues to face constraints around the Colorado Convention Center for availability, peak-season compression and the alignment of hotel blocks with preferred meeting dates. The lack of a larger headquarters hotel package remains a competitive challenge, particularly as other cities advance integrated convention districts with larger attached
54 // VisitDenver.com
or adjacent hotel products. As destinations such as Dallas, Austin, Houston, Salt Lake City, Los Angeles, Nashville and Phoenix continue to invest in their meetings infrastructure, Denver must remain proactive in communicating its value proposition, optimizing available dates and reinforcing the strength of its downtown convention experience.
Convention Sales
Competitive and Product Overview
Lost Business Lost business is based on how much convention business, measured in room nights, is awarded to other cities over Denver. While Denver continues to generate strong interest from meeting planners, the destinations selected over Denver provide an important measure of competitive positioning, market pressure and product gaps. In 2025, Denver lost the greatest share of group room nights to Las Vegas, which remained the top lost-to destination with 171,289 room nights, representing 9.5% of total lost business. Las Vegas continues to dominate the national convention landscape due to its expansive convention infrastructure, abundant hotel inventory, aggressive pricing and incentive strategies and strong air access. Its scale and flexibility remain especially competitive for large citywide events and groups seeking integrated resort-style meeting environments. Nashville emerged as Denver’s second-largest lost-to destination in 2025, with 137,403 room nights, or 7.7% of total lost business. This represents a notable shift in Denver’s competitive landscape and reflects Nashville’s continued rise as a high-demand meeting destination with strong leisure appeal, growing hotel inventory and a distinctive entertainment brand. Dallas, Orlando and Phoenix rounded out the top five, reinforcing the continued strength of destinations that combine large-scale convention products, strong air access, competitive hotel packages and broad attendee appeal.
Denver also lost significant business to San Diego, Gaylord Rockies, Austin, Seattle and Chicago. The Gaylord Rockies remains a particularly important local competitor, with 84,956 lost room nights in 2025. Its all-in-one resort model, national brand reach and ability to package guestrooms, meeting space and amenities under one roof continue to appeal to planners seeking simplicity and control. The opening of Gaylord Pacific in Chula Vista further expands the Gaylord portfolio and may increase competitive pressure for multiyear or rotating programs evaluating resort-style convention options. The 2025 lost business data shows a more dispersed, competitive field. Philadelphia, Houston, Atlanta and Los Angeles all ranked just outside the top ten, while 28.6% of lost room nights were booked across 29 other cities. This reinforces that Denver is not only competing against traditional tier one convention destinations, but also against a growing set of regional and emerging markets that are investing in convention infrastructure, hotel product and attendee experience.
Visit Denver 2027 Marketing Plan // 55
Convention Sales
Competitive and Product Overview
Lost Convention Room Nights Analysis As in previous years, the leading reason Denver lost convention business in 2025 was lack of availability at the Colorado Convention Center. In 2025, Denver lost 2.37 million room nights due to center availability, making it the largest single lostbusiness factor by a margin. That trend continued into 2026, with 1.13 million room nights lost year-to-date due to center availability. This reinforces the ongoing challenge of limited open date patterns, peak season compression and high demand for the most desirable meeting windows. Hotel availability was also a significant factor in 2025, accounting for 928,000 lost room nights. This corrected figure shows that hotel availability had a much larger impact than previously reflected and remains one of Denver’s most important competitive challenges. While hotel availability losses have moderated to 332,000 room nights in 2026 year-to-date, the data continues to point to the importance of hotel block alignment, peak-night availability and the strength of Denver’s headquarters hotel package. Geographic and demographic factors accounted for 1.01 million lost room nights in 2025 and 408,000 room nights in 2026 year-to-date. These losses are often tied to planner rotation, attendee base, regional preference or market fit and are less directly controllable than availability-related factors. Overall package losses totaled 574,000 room nights in 2025 and 339,000 room nights in 2026 year-to-date, showing that Denver continues to compete on the broader destination value proposition, including pricing, hotel package, air access, walkability, safety perception and overall ease of doing business. Overall, the data shows that Denver’s greatest lost-business challenge continues to be availability, led by the Colorado Convention Center and reinforced by hotel availability constraints. As the competitive landscape becomes more aggressive, Denver must continue to optimize available date patterns, strengthen hotel participation and clearly communicate the value of the full destination package.
Lost Convention Room Nights Analysis 2023
2024
2025
2026 YTD
Overall Package
669,632
570,846
573,550
338,664
Hotel Availability
933,238
761,195
928,454
331,952
Center Availability
2,222,560
2,826,163
2,372,749
1,134,420
Geographic/Demographic
838,266
820,851
1,013,588
408,208 Source: Visit Denver
Tier One Cities with Strong Destination Appeal Denver is well established as a tier-one convention destination for both product and perception. The city benefits from a strong national brand, central U.S. location, expanded convention center product, broad air access and a downtown environment that continues to evolve as a more active, walkable and destination-defining experience. The Colorado Convention Center expansion, anchored by the Bluebird Ballroom and rooftop terrace, has strengthened Denver’s ability to compete for larger and more flexible programs at a time when planners are prioritizing modern space, operational ease and memorable attendee experiences.
Downtown Denver’s product has also improved with the completion of the 16th Street revitalization. The fully reopened corridor, now positioned as 16th Street and The Denver Way, gives planners a stronger downtown story to tell, with improved pedestrian flow, public spaces, mobility enhancements, patios, programming and a renewed sense of place. For citywide groups, these improvements support a more connected convention district and help reinforce Denver’s appeal as a walkable urban destination with access to restaurants, entertainment, cultural assets and off-site experiences.
Denver International Airport (DEN) remains one of the city’s most important competitive advantages. DEN continues to rank among the busiest airports in the United States and the world, providing the air access needed to support national and international meetings. Ongoing improvements through the Great Hall Program are expected to further enhance passenger flow, security capacity and the overall arrival experience as the airport continues its modernization through 2027.
Tier-one cities are typically defined by their large population base, extensive infrastructure, air service, hotel inventory and broad destination appeal. Cities such as Chicago, Los Angeles, Atlanta, Boston and Washington, D.C. continue to benefit from long-established convention reputations and substantial hospitality infrastructure. Other destinations, including Las Vegas, Orlando and New Orleans, maintain tier-one status through major tourism investment, largescale convention products, integrated hotel packages and
56 // VisitDenver.com
Convention Sales
Competitive and Product Overview Denver’s 2025 lost business data reinforces this shift. Nashville ranked as Denver’s second-largest lost-to destination, while Phoenix, Austin, Seattle, Philadelphia and Houston also appeared among the top competitive markets. This reflects a broader trend in which planners are evaluating destinations that offer strong attendee appeal, available dates, competitive pricing, new or renovated facilities and a clear sense of place. Nashville’s rise is particularly notable, as its entertainment brand, hotel growth and improving air access have elevated it from a regional competitor to a major national meetings destination.
aggressive destination marketing. These cities remain highly competitive for large-scale events, particularly when they can offer flexible date patterns, financial incentives and significant hotel inventory near the convention center. The broader tier-one landscape continues to evolve. Planners are increasingly focused on total cost, availability, air access, attendee experience, safety perception, sustainability, accessibility and the strength of the overall destination partnership. While Denver is well positioned in many of these areas, challenges remain. Hotel availability continues to be a constraint during peak periods, and the absence of a larger attached or adjacent headquarters hotel package can make Denver less competitive for groups seeking a simplified, one-campus convention model. In addition, downtown safety and cleanliness remain important considerations in the site selection process, even as visible progress continues through public and private sector efforts. Denver’s opportunity is to position its tier-one strengths as part of a complete and differentiated convention experience. The combination of an expanded Colorado Convention Center, strong air access, a revitalized 16th Street, central geography, walkable downtown product and proximity to Colorado’s outdoor and cultural assets gives Denver a compelling platform. To maintain and grow its competitive position, Denver must continue to align convention center availability, hotel partner strategy and downtown experience into a cohesive package that meets planner expectations for value, flexibility and ease of execution.
Tier Two Cities and Regional Competition While Denver continues to compete with traditional tier-one convention destinations, the competitive set has become more fluid as tier-two and high-growth regional markets invest aggressively in their meetings infrastructure. These cities are no longer competing only on affordability. Many are adding new convention spaces, expanding hotel inventory, improving airport access and developing more cohesive downtown convention districts. As planners become more cost-conscious and more willing to consider emerging or non-traditional destinations, these markets are capturing a larger share of national group business.
Phoenix, Austin, Seattle, Salt Lake City, Indianapolis, San Antonio and Houston are also important markets to watch. Phoenix continues to benefit from expanding hotel supply, strong Western U.S. rotation appeal and competitive pricing. Austin is temporarily constrained by the closure and redevelopment of its convention center, but its planned spring 2029 reopening will create a stronger long-term competitor. Houston’s major convention district transformation, Salt Lake City’s planned Salt Palace redevelopment and Indianapolis’s expansion tied to a new headquarters hotel all reflect the same industry-wide trend: destinations are building more integrated, flexible and planner-friendly convention environments. Denver’s geographic location allows it to compete effectively across both western and central rotation patterns. In western rotations, Denver is often evaluated against Las Vegas, San Diego, Seattle, Phoenix, Los Angeles, Salt Lake City and Austin. In central rotations, the city competes with Chicago, Dallas, Houston, Nashville, Indianapolis and New Orleans. This flexibility is an advantage, but it also means Denver is exposed to a wide range of competitors with different strengths, from large-scale convention infrastructure and aggressive incentives to lower-cost packages and stronger regional attendee alignment. To remain competitive against both tier-one and tier-two destinations, Denver must continue to emphasize the full value of its convention package. The expanded Colorado Convention Center, Bluebird Ballroom, strong airport access, revitalized 16th Street, walkable downtown and distinctive Colorado brand all support Denver’s position. At the same time, Visit Denver and its partners must remain focused on the operational factors that increasingly drive planner decisions: date availability, hotel block alignment, rate competitiveness, safety perception, ease of contracting and the ability to deliver a high-quality attendee experience across the entire destination. The rise of tier-two competition does not diminish Denver’s position, but it does increase the need for sharper differentiation. Denver’s advantage is not based on a single asset; it is the combined strength of its convention center, access, downtown environment, destination appeal and partnership approach. As more cities improve their product and pursue group business more aggressively, Denver’s ability to clearly package those strengths and respond strategically to planners’ needs will be essential to securing future convention business.
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Convention Sales
Competitive and Product Overview
Competitor Updates As planners evaluate future host destinations, the primary decision drivers remain overall cost, accessibility, venue availability, hotel inventory and destination appeal. For the 2027 planning cycle, these factors are increasingly interconnected. Destinations are no longer competing only on convention center square footage, but on the strength of the full package: hotel availability, walkability, airport access, downtown experience, financial flexibility and the ease of delivering a successful citywide program. Nationally, the hotel industry has shown improved performance despite continued macroeconomic and geopolitical uncertainty. U.S. RevPAR increased 4.0% yearto-date through May 2026, driven primarily by ADR growth, while group demand in high-end hotels increased 1.3% through May, with stronger growth in March and April. At the same time, hotel development remains constrained. Rooms under construction remain near 140,000 nationally and limited-service projects account for 70% of the pipeline. This suggests that while demand conditions are improving, new full-service and convention-oriented hotel supply remains difficult to advance in many markets. A select group of markets continues to diverge from the national trend. CoStar identifies Nashville, Phoenix, Dallas, Miami and Denver as markets with combined underconstruction and planned inventories that could support supply growth exceeding 10% over the next several years. Several of these cities also overlap directly with Denver’s top lost-to destinations, including Nashville, Dallas and Phoenix. This reinforces the need to monitor not only traditional tier-one competitors, but also high-growth markets that are expanding hotel inventory while strengthening their convention and destination products. Denver enters the 2027 planning cycle from a stronger position than it held during much of 2025. The Denver hotel market entered 2026 on firm footing, with trailing 12-month occupancy of 67.2%, ADR of $150 and RevPAR of $101. Firstquarter RevPAR increased 5.1% year over year, supported by stronger group business, healthier weekday demand and improved market conditions. CoStar projects a more sustained recovery beginning in 2027 as recently delivered supply is absorbed. Denver’s overall hotel pipeline remains active but manageable. Approximately 1,700 rooms across 15 projects are currently under construction, representing 3.3% inventory growth through 2028. However, much of this development is concentrated in branded select-service, extended-stay and upper-midscale segments rather than large, full-service convention hotels. The 249-room Virgin Hotel Denver at Fox Park is the highest-profile project currently under construction, while the proposed 546-room Downtown Denver Convention Center Marriott remains one of the most significant future projects for strengthening Denver’s convention hotel inventory. The downtown picture is more constrained. The Denver CBD reported 14,894 rooms, 67.8% occupancy, ADR of $214 and RevPAR of $145, with performance improving as event and 58 // VisitDenver.com
meeting demand strengthened late in 2025 and into 2026. The CBD also benefited from the full reopening of 16th Street in October 2025, with market participants reporting doubledigit year-over-year foot traffic growth. These improvements support Denver’s downtown convention story, but the hotel’s pipeline remains limited. Only 249 rooms across two projects are under construction in the CBD, representing about 1.7% of inventory. This limited downtown pipeline has two implications for Denver. On one hand, it reduces the risk of oversupply and supports continued ADR strength in the urban core. On the other hand, it does not materially solve the headquarters hotel and room block challenges that continue to affect Denver’s competitiveness for larger citywide programs. As more competing destinations pursue integrated convention districts with attached or adjacent headquarters hotels, Denver’s ability to align convention center dates, downtown hotel blocks and rate strategy will remain essential. The broader convention center landscape is also becoming more competitive. Major markets such as Dallas, Austin, Houston, Los Angeles, Salt Lake City, Indianapolis, Orlando and New Orleans are advancing or planning significant investments in convention centers, headquarters hotels,
Convention Sales
Competitive and Product Overview airport access and surrounding convention districts. While timelines vary, these investments are already shaping long-term site selection discussions, particularly for groups booking into 2028, 2029 and beyond. For Denver, the priority is to continue positioning its expanded Colorado Convention Center, Bluebird Ballroom, strong air access, central location, revitalized downtown corridor and Colorado brand as a cohesive convention package. At the same time, Denver must remain candid about constraints around peak-season availability, hotel block alignment and headquarter hotel capacity. As competing destinations add new space and more integrated hotel packages, Denver’s ability to coordinate its convention center, hotel partners and downtown experience will be critical to maintaining and growing its competitive position.
Updates to Top 10 Competitors While Denver continues to compete with a broad range of cities, the 2025 lost business data show a notable shift in the competitive set. Las Vegas remained Denver’s top lostto destination, continuing to leverage its unmatched scale, hotel inventory, entertainment offerings and aggressive convention infrastructure investments. However, several fast-growing Sun Belt and Western destinations gained ground, with Nashville, Dallas, Orlando and Phoenix rounding out the top five. The most significant year-over-year change is the rise of Nashville, which moved into the No. 2 position as its destination appeal; expanding hotel base and major airport investments continue to strengthen its convention profile. Austin and Seattle also entered Denver’s Top 10, reflecting the growing importance of cities with strong attendee appeal, major convention center investments and distinct urban experiences. Meanwhile, Chicago remains a major national competitor, though it dropped to No. 10 in 2025 for lost room nights.
This updated competitive set reflects a broader trend across the meetings marketplace: Denver is competing not only against traditional tier-one convention cities, but also against high-growth destinations investing heavily in hotel supply, airport access, walkable districts and flexible convention infrastructure. CoStar’s national hotel report identifies markets such as Nashville, Phoenix, Dallas and Denver among those with sizable supply pipelines that could support above-average growth over the next several years.
State Tax
City/ County Tax
Special District Tax
Total Tax
Convention Center Exhibit Space (gsf)
Convention Center Meeting Space (gsf)
4.0%
10.75%
1.0%
15.75%
584K
265K
City
2025 Competition Rank
# of Rms Metro Wide
# of Rms w/in 1 mi. of Conv. Center
Denver
N/A
58K
13,000
Key/ Headquarter Hotels
Hyatt Regency at the Colorado Convention Center: 1,100 rooms
Destination Updates
Sheraton Denver Downtown: 1,238 rooms Denver International Airport continues to advance the final phase of its Great Hall Program, which will complete the full build-out of the Jeppesen Terminal and is expected to be finished by the end of 2027. The project is designed to improve passenger flow, increase terminal capacity and modernize the airport experience as DEN prepares for continued long-term growth. A major milestone was reached in August 2025 with the opening of the East Security Checkpoint on Level 6, adding 17 new screening lanes and reopening the walkway/bridge to Concourse A. Future Great Hall improvements will add new passenger amenities, public art, dining areas and gathering spaces that further reflect Colorado’s identity. At the same time, downtown Denver’s one-mile pedestrian corridor, 16th Street, fully reopened in October 2025 as The Denver Way. The revitalized corridor strengthens Denver’s downtown convention experience through improved pedestrian flow, public art, mobility enhancements, storefront activation and ongoing programming.
Visit Denver 2027 Marketing Plan // 59
Convention Sales
Competitive and Product Overview
City
Las Vegas
Key/ Headquarter Hotels
2025 Competition Rank
1
# of Rms Metro Wide
166K
# of Rms w/in 1 mi. of Conv. Center
42K
State Tax
3.38%
City/ County Tax
10.00%
Special District Tax
0%
Total Tax
Convention Center Exhibit Space (gsf)
Convention Center Meeting Space (gsf)
13.38%
Las Vegas: 2.9M Mandalay Bay: 1M Venetian: 1M
Las Vegas: 390K Mandalay Bay: 765K Venetian: 106K
Venetian and Palazzo complex: 7,167 rooms
MGM Grand and Signature: 6,490 rooms
CityCenter (Aria, Vdara, Waldorf Astoria): 5,886 rooms
Wynn and Encore: 4,748 rooms
Mandalay Bay, W Las Vegas, Four Seasons: 4,752 rooms
Destination Updates
Las Vegas remained Denver’s No. 1 lost-to destination in 2025, driven by its unmatched concentration of hotel rooms, expansive convention facilities, strong air access and ability to package large-scale meetings across multiple resort campuses. The Las Vegas Convention Center has now completed its $600 million renovation of the legacy campus, with CES 2026 serving as the first major trade show in the fully renovated space. This investment extends the design, technology and customer experience improvements introduced with the West Hall across the broader LVCC campus, further strengthening Las Vegas’ position as one of the most formidable convention competitors in the country.
Nashville
2
Key/ Headquarter Hotels
Omni Nashville: 800 rooms
62K
15K
7.0%
9.75%
$2.50
16.75% + $2.50
353K
90K
Gaylord Opryland Resort & Convention Center: 2,888 rooms
Renaissance Nashville Hotel: 674 rooms
Destination Updates
Nashville moved into the No. 2 position in Denver’s 2025 competitive set, reflecting the city’s continued rise as a highdemand meetings destination. Its appeal is driven by strong entertainment value, national brand awareness, an expanding hotel product and continued infrastructure investment. Nashville is advancing plans for a significant expansion of Music City Center, while its downtown hotel pipeline continues to grow. Among the most notable projects is the planned 789-room Autograph Collection Nashville Downtown, scheduled to open in 2028. Nashville International Airport is also continuing its New Horizon expansion, including additional gates and terminal improvements through 2028. These investments, combined with Nashville’s strong leisure and music brand, continue to strengthen the destination’s ability to compete for larger citywide groups and deliver a compelling attendee experience.
Dallas
3
Key/ Headquarter Hotels
Omni Dallas: 1,001 rooms
Hyatt Regency Dallas: 1,120 rooms
Sheraton Dallas Hotel: 1,841 rooms
Hilton Anatole: 1,617 rooms
Destination Updates
100K
15K
6%
9%
2%
17%
750K
180K
Dallas ranked No. 3 in 2025 and remains a major competitor due to its central location, large hotel base and major convention center redevelopment. The Kay Bailey Hutchison Convention Center Dallas expansion is now described as a 2.1 million-square-foot facility set to debut in 2030, with plans for 750,000 square feet of exhibit space, 180,000 square feet of meeting rooms, a 105,000-square-foot ballroom, outdoor event terraces and a new walkable convention district. As this project advances, Dallas will become an even stronger long-term competitor for large citywide conventions, particularly those seeking central U.S. access and a fully reimagined convention district.
60 // VisitDenver.com
Convention Sales
Competitive and Product Overview
State Tax
City/ County Tax
Special District Tax
Total Tax
Convention Center Exhibit Space (gsf)
Convention Center Meeting Space (gsf)
6%
6.5%
0%
12.5%
2.1M
480K
City
2025 Competition Rank
# of Rms Metro Wide
# of Rms w/in 1 mi. of Conv. Center
Orlando
4
143K
10K
Key/ Headquarter Hotels
Hyatt Regency Orlando: 1,641 rooms
Rosen Centre Hotel: 1,254 rooms
Hilton Orlando: 1,424 rooms
Rosen Plaza Hotel: 800 rooms
Destination Updates
Orlando remained one of Denver’s top lost-to destinations in 2025, ranking No. 4. Its competitive strength continues to come from a combination of large convention facilities, abundant hotel inventory, strong air access, family-friendly destination appeal and the ability to offer attractive seasonal pricing. The Orange County Convention Center is moving forward with improvements to the North-South Building, including 60,000 square feet of additional meeting space, an 80,000-squarefoot ballroom and a new grand entrance along Convention Way. These investments will reinforce Orlando’s ability to compete for large-scale conventions, especially those seeking extensive space, resort-style hotel packages and broad attendee appeal.
Phoenix
5
Key/ Headquarter Hotels
Sheraton Phoenix Downtown: 1,003 rooms
73K
4K
5.5%
6.57%
1%
13.07%
584K
300K
Renaissance Phoenix Downtown: 521 rooms
Hyatt Regency Phoenix: 693 rooms
Destination Updates
Phoenix rose to No. 5 in Denver’s 2025 competitive set, supported by strong hospitality growth, competitive pricing, warm-weather appeal and an increasingly mature convention product. Phoenix continues to perform well in Western and Southwestern rotations and benefits from a large hotel pipeline and proximity between the airport, downtown and convention center. Phoenix Sky Harbor International Airport is also planning a future West Terminal, with visioning underway in 2026, design procurement anticipated in 2027, construction potentially beginning in late 2029 and opening targeted for 2033. While this is a longer-term project, it reinforces Phoenix’s continued infrastructure investment and future competitiveness.
San Diego
6
Key/ Headquarter Hotels
Manchester Grand Hyatt San Diego: 1,628 rooms
Destination Updates
66K
14K
0%
13.75%
2.0%
15.75%
525K
204K
Hilton San Diego Bayfront: 1,200 rooms
Marriott Marquis San Diego Marina: 1,366 rooms San Diego ranked No. 6 in 2025 and remains a strong competitor for groups seeking coastal appeal, walkable convention infrastructure and a destination with strong attendee draw. San Diego International Airport opened the first phase of its new Terminal 1 in September 2025, marking a major milestone in its airport modernization program. In addition, the opening of Gaylord Pacific Resort & Convention Center in Chula Vista adds a major new meetings product to the region, with 1,600 guest rooms and more than 477,000 square feet of meeting and event space. This gives Southern California a large new allin-one resort and convention option, creating additional pressure in coastal and Western U.S. rotations.
Visit Denver 2027 Marketing Plan // 61
Convention Sales
Competitive and Product Overview
City
2025 Competition Rank
# of Rms Metro Wide
# of Rms w/in 1 mi. of Conv. Center
State Tax
City/ County Tax
Special District Tax
Total Tax
Convention Center Exhibit Space (gsf)
Convention Center Meeting Space (gsf)
Gaylord Rockies
7
1,501
1,501
2.9%
8.85%
1%
12.75%
175K
379K
Destination Updates
Gaylord Rockies ranked No. 7 in 2025 and remains Denver’s strongest local competitor. Its all-in-one resort model, proximity to Denver International Airport, national Gaylord brand reach and ability to host large groups under one roof continue to make it a compelling alternative to downtown Denver. The resort completed Phase Two of its multi-year transformation, adding new dining concepts and enhancing the guest experience, while its current product includes more than 1,500 guestrooms and more than 485,000 square feet of meeting and convention space. Plans for a 450-room expansion and a 47,000-square-foot indoor waterpark addition remain important to monitor, though recent reporting indicates that expansion timing has faced uncertainty.
Austin
8
Key/ Headquarter Hotels
Fairmont Austin: 1,048 rooms
Destination Updates
51K
14K
6%
11%
2%
19%
247K
117K
Hilton Austin: 800 rooms
JW Marriott Austin: 1,012 rooms Austin entered Denver’s Top 10 in 2025, ranking No. 8. The city continues to gain traction due to its strong destination brand, tech-sector appeal, live music identity and growing national profile. The Austin Convention Center for Redevelopment is one of the most significant long-term competitive developments to watch. The reimagined facility is expected to open in spring 2029 and increase rentable square footage to approximately 620,000 square feet. While construction may limit Austin’s near-term convention capacity, the completed project will significantly strengthen the city’s ability to compete for major meetings and conventions in future booking cycles.
62 // VisitDenver.com
Convention Sales
Competitive and Product Overview
City
2025 Competition Rank
# of Rms Metro Wide
# of Rms w/in 1 mi. of Conv. Center
State Tax
City/ County Tax
Special District Tax
Total Tax
Convention Center Exhibit Space (gsf)
Convention Center Meeting Space (gsf)
Seattle
9
51K
15K
6.5%
9.2%
2.3%
18%
454K
295K
Key/ Headquarter Hotels
Hyatt Regency Seattle: 1,260 rooms
The Westin Seattle: 891 rooms
Sheraton Grand Seattle: 1,236 rooms
Destination Updates
Seattle ranked No. 9 in Denver’s 2025 competitive set, reflecting its continued strength in Western rotations and its appeal to technology, medical, scientific and association groups. The Seattle Convention Center’s Summit addition has nearly doubled the facility’s capacity, adding 574,630 square feet of event space, including 62 meeting rooms, a 58,650-squarefoot ballroom, 248,590 square feet of exhibit space and a 14,000-square-foot outdoor Garden Terrace. This expanded product, paired with Seattle’s strong urban brand and West Coast access, makes it a more competitive option for groups seeking a modern downtown convention experience.
Chicago
10
Key/ Headquarter Hotels
Destination Updates
122K
4K
6.17%
11.22%
1.5%
18.89%
2.6M
Hyatt Regency McCormick: 1,258 rooms
Hyatt Regency Chicago: 2,032 rooms
Marriott Marquis Chicago: 1,205 rooms
Palmer House, a Hilton Hotel: 1,641 rooms
600K
Hilton Chicago: 1,544 rooms Chicago dropped to No. 10 in Denver’s 2025 lost business ranking but remains one of the most important national convention competitors. Its central location, extensive air service, deep hotel inventory and McCormick Place convention campus keep it in consideration for many large association and trade show rotations. O’Hare International Airport is also advancing the ElevateT3 project, which includes expanded concessions and amenities, enhanced screening and baggage claim areas, widened corridors and improved passenger accessibility, with completion scheduled for 2027. Even with its lower 2025 lost-room-night ranking, Chicago should remain a priority competitor to monitor due to its scale and longstanding convention reputation.
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Convention Sales
Competitive and Product Overview
Updates to other Competitors
HOUSTON
(Listed alphabetically)
Houston is advancing one of the country’s most significant convention district transformations. The first phase of the George R. Brown Convention Center project includes GRB South, a new 700,000-square-foot building that will connect to the existing convention center, along with a new 100,000-square-foot pedestrian plaza linking the district toward Toyota Center. The broader plan is designed to create a more connected, walkable convention and entertainment district between the convention center, Discovery Green, Toyota Center, Daikin Park and East Downtown. These investments are expected to strengthen Houston’s position for large national and international events.
The following are notable updates on destinations with which Denver has competed in recent years, though not as frequently as those listed among the top ten competitors. These markets remain important to monitor as new hotel developments enter the market. Airport improvements, convention center investments and broader downtown revitalization efforts continue to reshape the national meetings and conventions landscape.
ANAHEIM Anaheim continues to strengthen its convention package through hotel reinvestment and major district development. Hilton Anaheim, one of the largest convention hotels on the West Coast, completed a multi-million-dollar, full-property renovation in 2025. The project refreshed guestrooms, meeting and ballroom spaces, dining concepts and outdoor amenities, further supporting the hotel’s role as a key property near the Anaheim Convention Center. Anaheim is also advancing OCVIBE, a major mixed-use district of Honda Center. The 100-acre project is expected to introduce new dining, entertainment, open space, trails, public art and year-round programming, with initial public spaces planned to begin opening in 2027. Together, these improvements continue to enhance Anaheim’s position as a strong West Coast meeting and leisure destination.
ATLANTA Atlanta remains a major convention competitor, supported by the Georgia World Congress Center campus and its concentration of sports, entertainment and hospitality assets. The opening of Signia by Hilton Atlanta has strengthened the city’s headquarters hotel package by adding a 976-room property connected to the Georgia World Congress Center. The hotel includes more than 100,000 square feet of meeting and event space and is positioned within the broader convention, sports and entertainment campus that includes Mercedes-Benz Stadium, State Farm Arena, Centennial Olympic Park and surrounding downtown attractions. This enhanced campus package improves Atlanta’s ability to compete for large citywide and national association businesses.
BOSTON Boston remains a strong East Coast convention competitor, particularly for association, medical, education and technologyrelated meetings. The Thomas M. Menino Convention and Exhibition Center, formerly the Boston Convention & Exhibition Center, continues to anchor the city’s convention package in the Seaport District. Long-term expansion and hotel development remain important priorities for the Massachusetts Convention Center Authority, particularly as nearby hotel inventory affects Boston’s ability to compete for larger citywide events. Even without a major near-term expansion, Boston’s strong air access, intellectual capital and established convention demand keep it highly competitive for national meetings.
64 // VisitDenver.com
INDIANAPOLIS Indianapolis is nearing completion of a major enhancement to its downtown convention package. The Indiana Convention Center expansion will add 143,500 square feet of new space, including a 50,000-square-foot ballroom, and will connect to the new 803room Signia by Hilton Indianapolis. The project is anticipated to open in late 2026 and will further expand Indianapolis’ already strong connected hotel package, bringing the total to 13 properties and approximately 5,500 rooms connected by an enclosed skywalk. These improvements will strengthen Indianapolis’s ability to host larger meetings and multiple events simultaneously.
LOS ANGELES Los Angeles is moving forward with a major expansion and modernization of the Los Angeles Convention Center. The project will add 190,000 square feet of new exhibit space and 95,000 square feet of multipurpose space, with completion planned for spring 2029. The convention center is expected to remain open during construction. LAX is also undergoing significant modernization, including the $1.6 billion modernization of Terminals 4 and 5 and broader terminal, access and passengerexperience improvements. These investments are intended to strengthen Los Angeles’s long-term competitiveness as a global convention and events destination.
MIAMI Miami continues to strengthen its meetings infrastructure through the completed renovation of the Miami Beach Convention Center, and the addition of a true convention-center headquarter hotel. The Miami Beach Convention Center was reimagined through a $640 million renovation and now offers approximately 1.4 million square feet of flexible event space. The 800-room Grand Hyatt Miami Beach Convention Center Hotel is under development and is projected to open in 2027 with a direct connection to the convention center. Together, these assets will improve Miami’s ability to compete for larger national and international meetings.
Convention Sales
Competitive and Product Overview NEW ORLEANS
SAN FRANCISCO
New Orleans continues to reinvest in the Ernest N. Morial Convention Center through a $763 million Capital Improvement Plan. The program is focused on modernizing the facility, improving meeting rooms, lobbies, pre-function areas and public spaces and creating a stronger sense of place that reflects the culture of New Orleans. These improvements are designed to enhance the attendee experience while supporting the city’s continued competitiveness for association, cultural and citywide convention business.
San Francisco remains a meaningful convention competitor, particularly for technology, healthcare, innovation and large citywide events. The Moscone Center continues to serve as the city’s primary meetings asset, offering more than 1 million square feet of total space in a central downtown location. San Francisco Travel has also reported continued tourism momentum, supported by a strong convention pipeline and major events. While the city continues to face perception and downtown recovery challenges, its convention calendar, hotel package and global brand keep it competitive for selecting national and international meetings.
PHILADELPHIA Philadelphia continues to focus on technology, sustainability and customer-experience improvements at the Pennsylvania Convention Center rather than a major facility expansion. Recent investments include Wi-Fi 6E infrastructure across the two-millionsquare-foot facility and a major digital signage program with more than 150 digital screens. The convention center has also continued to emphasize sustainability and social responsibility through annual reporting and operational improvements. While Philadelphia is not pursuing the same type of transformational convention district project as some competitors, these upgrades help maintain its competitiveness for East Coast, regional and repeat national association business.
WASHINGTON, D.C. Washington, D.C. remains a strong destination for association, government, policy and citywide meetings. The Walter E. Washington Convention Center offers more than 700,000 square feet of exhibit space and 77 meeting rooms in the heart of downtown’s convention and entertainment district. Regional airport improvements are also enhancing the destination’s longterm accessibility. Reagan National is advancing DCA Reimagined, a multi-year modernization of Terminal 2 that includes new concessions, upgraded restrooms and passenger amenities, while Dulles is moving forward with Concourse E to add capacity and improve the passenger experience.
SALT LAKE CITY Salt Lake City remains a market to watch closely. The 700-room Hyatt Regency Salt Lake City, connected to the Salt Palace Convention Center, has strengthened the city’s headquarters hotel package and added approximately 60,000 square feet of hotel meeting space. Salt Lake County is also advancing planning for a major transformation of the Salt Palace Convention Center, with a goal of completing the project by 2031. Salt Lake City International Airport continues to advance The New SLC redevelopment, including additional Concourse B gate expansion. These investments improve Salt Lake City’s long-term competitiveness, though convention-center redevelopment phasing should continue to be monitored.
SAN ANTONIO San Antonio’s long-term convention outlook is tied to its planned downtown sports and entertainment district. The district vision includes an expansion of the Henry B. González Convention Center, a new convention center hotel, improvements to the Alamodome, a land bridge over I-37, mixed-use development and a new downtown arena. These projects are intended to improve walkability, strengthen the downtown visitor experience and expand San Antonio’s ability to compete for larger meetings and events. Because several components remain in planning and development, San Antonio should be monitored as a long-term competitive threat rather than a near-term inventory shift.
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Denver Sports Commission: Marketing Plan
In December 2012, the Board of Directors of the Metro Denver Sports Commission voted to become an affiliate of Visit Denver’s sports marketing efforts, effective January 2013. Former Denver Mayor Michael B. Hancock, an avid sports fan, helped lead the alignment. A Denver Sports Advisory Committee was formed immediately afterward and has been working diligently to fulfill the mission ever since.
Denver has always been a sports city. Long before the Denver Sports Commission, which turns 25 in 2026, was established, community leaders, local sports organizations, venues and civic partners came together to attract major events to the Mile High City and establish Denver’s reputation as one of the nation’s premier sports destinations. From hosting the 1984 NBA All-Star Game, the 1990 NCAA Men’s Final Four and the 1998 MLB All-Star Game to earning Sporting News’ recognition as the nation’s Best Sports City in 1995 and 1997, Denver created the momentum that would shape the decades to come. That momentum led local business leader Rob Cohen, along with other key stakeholders, to establish the Denver Sports Commission in 2001. Their efforts helped bring events that have filled stadiums, packed arenas and put Denver in front of national and international audiences. 66 // VisitDenver.com
As an official affiliate of Visit Denver, the Denver Sports Commission, frequently referred to as Denver Sports, operates as a clearinghouse and resource for all sporting event owners and organizers interested in Denver as a future location. The mission of the Denver Sports Commission is to proactively identify, pursue and attract new regional, national and international sporting events and sports-related business opportunities that generate economic impact, engage the community and support Denver’s brand as an active, healthy city. Over the past 25 years, the commission has built an impressive record of accomplishment of recruiting and supporting championships, tournaments, showcases and matches across every major sport and at every Denver sports venue. Along the way, the commission has supported more than 400 events that have generated more than $1.2 billion in economic impact for the region.
Denver Sports Commission
Marketing Plan
SITUATION ANALYSIS Sports are a foundational element of communities across the United States. They unite residents, shape local identity and enhance quality of life through shared experiences, civic pride and community engagement. According to Sports ETA and Tourism Economics’ latest industry report, sports travelers in 2025 spent $111 billion while in the host destinations. Participatory and spectator sports travelers generated 124.3 million room nights in 2025. For Denver, sports in 2026 hit a high mark in the number of high-quality, media-grabbing sporting events. Denver was honored to host several events in 2026 that are keeping the Mile High City in the forefront. To name a few:
2026 U.S. Soccer Women’s National Team Despite chilly weather, over 17,000 fans attended the match at DICK’S Sporting Goods Park in April. Colorado native, Lindsey Heaps and Sophia Wilson, helped deliver a 3-0 win against the national team from Japan.
2026 Savannah Bananas World Tour The phenomenon that is a Banana Ball made its return to Coors Field with another successful weekend for fans of all ages. The Bananas sold out two games in August, drawing more than 50,000 fans each night while taking on the Indianapolis Clowns.
2026 Rugby Nations Cup The inaugural World Rugby Nations Cup brought international rugby to DICK’S Sporting Goods Park on July 4, combining elite rugby with Commerce City’s annual 4thFEST celebration. The event featured a doubleheader, family activities and Colorado’s largest Independence Day fireworks show. On the field, Tonga defeated Zimbabwe in the opening match before the USA Men’s Eagles rallied to edge Portugal 30-29 in a dramatic nightcap.
2026 Transplant Games The 2026 Transplant Games of America held in Denver from June 18-23, brought together more than 3,000 participants including transplant recipients, living donors, donor families and supporters from across the country for a week-long celebration of life, resilience and the power of organ donation. Hosted by the Transplant Life Foundation, the biennial event featured 20 Olympic style sports, along with educational and community events taking place throughout Denver. Visit Denver 2027 Marketing Plan // 67
Denver Sports Commission Marketing Plan
MARKET SEGMENTS Denver Sports regularly assesses opportunities to recruit or develop sporting events across five different segments and will continue to do so in 2027. The primary targets of relationship-building and recruitment are as follows:
A. NCAA/Collegiate Conferences Based on extensive research conducted during former bid cycles, it has become clear that securing some large-scale NCAA events could have challenges and be cost-prohibitive. Budget requirements for most events come with a hefty fee weighed against the value of hosting these lucrative events. In addition, an important qualifying element is the impact of taking Denver’s high-capacity venues offline. Several NCAA events require a high volume of event-days on the calendar, which will be a continuous issue for venues to consider moving forward. With that said, the men’s basketball tournament each March has always found an excellent home in Denver, as evidenced by the sold-out weekends each time being staged in the Mile High City. At the time of this writing, the Denver Sports Commission is participating in the current bid cycle for most NCAA Championships and will be involved in uncovering all suitable opportunities. This process will go on until late 2026 and will be targeting signature events like the Frozen Four and multiple rounds of the men’s basketball tournament.
B. Amateur/Participatory The recruitment and promotion of all amateur/participatory events solicited to Denver will fall under the purview of the Visit Denver sales and marketing teams. Denver Sports will lend support, such as committee representation and promotion, when necessary. With Denver offering several multipurpose facilities, like DICK’S Sporting Goods Park, Ball Arena and DU’s Ritchie Center, there is substantial opportunity to solicit mass amateur participation in several different sports like soccer, lacrosse and rugby. The diverse scheduling of regional parks and sporting complexes can also play a role in more amateur sports bookings. For example, venues like Stenger Soccer Complex and the Schaefer Soccer Complex have a bigger appetite now to schedule more business across their entire footprint. One of the mainstays for Denver is the annual soccer events produced by U.S. Club Soccer and the annual volleyball tournaments taking place at Colorado Convention Center.
C. United States Olympic Committee (USOC), National Governing Bodies (NGBs) & International Organizations Denver Sports remains in close contact with USOC members. With most NGBs headquartered in Colorado Springs, the proximity of these groups to run events in Denver can and has become an operational advantage for many of the different organizations in the USOC family. In 2027, the sports commission will continue to work on projects involving some of the nation’s best events with 68 // VisitDenver.com
members such as USA Fencing, USA Rugby and USA Volleyball. USA Volleyball is currently locking in space at the convention center for a multi-year girls qualifier in future years.
D. P rofessional Sports/National Team Tournaments & Exhibitions In addition to amateur/participatory events, Denver Sports can recruit events associated with Denver’s professional sports franchises. Since Denver has seven high-profile professional teams in addition to first-class sports venues and top-tier convention infrastructure, the city is well positioned to host these high-profile events. With the number of franchises in top-tier cities, these events can have limited availability and are cyclical. Examples of these events include the NHL Stadium Series outdoor hockey game, the NFL Draft and the annual All-Star Games. Because of Denver’s inventory of large-capacity venues, like Empower Field at Mile High and DICK’S Sporting Goods Park, another area of recruitment will be to secure attendanceheavy events involving the national teams in rugby and soccer. A notable example of this is the semi-regular hosting of Concacaf’s Gold Cup tournament and Nations League Finals, as well as the US’s national rugby team that played this past summer in the Rugby Nations Cup. Denver’s new franchise, the Denver Summit FC of the National Women’s Soccer League, also puts a new spotlight on professional women’s sports as well as supplies the city with new high-end facilities. These stadiums and training venues will be great recruitment tools for future soccer matches with U.S. Soccer and our friends with Concacaf and FIFA.
E. Owned & Operated Properties With the success of booking conventions and transient business over the years, finding available dates in Denver’s calendar to recruit sporting events can be challenging. This, along with the sometimes-high price tag being placed on high-profile events, leads to a need to strategically review opportunities to create owned and operated events that are beneficial for the community and certain niche markets. Members of the Commission’s Advisory Committee have been meeting to discuss implementing this concept under Denver Sports’ supervision and alongside Visit Denver. Creating a unique and Denver-only annual event is the focus and collaboration with city partners will be crucial.
Denver Sports Commission
Marketing Plan
OPPORTUNITY ANALYSIS Denver Sports has made it a priority to assess Denver’s position and opportunities in the marketplace when developing strategies and tactics for 2027 and beyond.
STRENGTHS ▷
Denver has built a diverse resume of high-impact events. In the last 20-plus years, Denver has hosted all-star games for six professional sports leagues and staged several types of NCAA events. This brand recognition in the competitive world of event recruiting can boost future conversations with event operators.
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Denver has seven professional sports teams, serving as one of the highest numbers in any city in the nation. Three of Denver’s professional franchises claimed championships recently, with Ball Arena staging parts of their journey to the trophy.
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Denver and Colorado have colleges and universities that are well known and respected in the collegiate sports arena. The University of Denver’s venues have proven to be excellent host sites. In addition, Metro State University is a seasoned host, evidenced by their successful hosting of several NCAA Division II Softball Championships and the NCAA Division II Spring Festival.
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Denver has a passionate sports fan base that has set many attendance records for professional games and events as well as NCAA and international sporting events.
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Denver has built five state-of-the-art facilities in the last 30 years, all of which have hosted major sporting events. Two of the major downtown facilities are currently implementing development projects to improve the fan and team experience, and the new NWSL franchise has plans to build three different high-end venues for soccer and training by 2028. In just a few years, Denver will have the significant distinction of having four major sporting event facilities in the walkable downtown core.
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Denver has 300 days (about 10 months) of sunshine and a mild, dry climate that is extremely favorable for yearround outdoor sports.
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Denver is a top-tier convention destination, with a proven record of accomplishment hosting fan events associated with all-star games and international sporting events. Key assets are a world-class airport with direct rail transportation, a state-of-the-art convention center and more than 58,000 metro-area hotel rooms, including more than 13,000 downtown rooms at 50-plus hotels.
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Denver has one of the healthiest, most active populations in the U.S. and sets an example for NCAA and other youth-oriented sporting events.
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Elite endurance athletes are attracted to training in Denver, given the cardiovascular benefits of training at altitude. England’s national rugby team is an excellent example of this, training in the altitude as a precursor to the U.K.’s hosting of the Rugby World Cup.
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Being centrally located in the U.S. and the largest city within a 600-mile radius, Denver is an ideal location to host nationwide sporting events that require geographic representation in this region of the country.
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Denver serves as the gateway to resorts in the Rocky Mountains for people coming to Colorado from abroad.
WEAKNESSES ▷
The plethora of sports options and sporting events in Denver can present a saturation challenge, wherein there may be difficulties in gaining media exposure, sponsorships and Return on Investment (ROI) for the event owner and the city.
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Securing venues for sporting events recruited to Denver can be difficult, given the number of professional teams with extensive annual schedules and the need to preserve postseason dates. In addition, the need periods for conventions and tourism are often at the times of the year when sports venues are in maximum use.
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Major corporate sponsors in the region are limited, especially for one-time unique events, and most of them are already aligned with existing sports teams and properties.
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Generating audiences for new events or one-time events can be challenging, given the saturation of spectatordriven sports in Denver and the small population base in the states surrounding Colorado. Therefore, it is important that Denver Sports strategically targets both local and regional audiences for future events.
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Different agendas for business models and financial risk among the parties necessary to achieve a successful sports event bid submission make effective collaboration challenging but imperative.
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The City and County of Denver has a limited number of playing fields and sports complexes available for the amateur sports market, and most of the activities are hosted in the metro area, including but not limited to Aurora, Westminster, Lakewood’s Gold Crown facilities and Commerce City’s DICK’S Sporting Goods Park. While these surrounding areas and their complexes are typically partners, all entities are engaged in aggressive efforts to host events to their immediate area.
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Denver Sports Commission Marketing Plan
OPPORTUNITIES ▷
Mixed Martial Arts (MMA): MMA has a great history in Denver, since the very first Ultimate Fighting Championship (UFC 1) was staged at the former McNichols Arena in 1993. One of the most watched and attended sports in the world now, Denver has become a welcomed home to this discipline, evidenced by Ball Arena hosting high-profile events in recent years. Denver Sports has evaluated zip code data and visitor tracking to get a handle on the impact of visitation of fans, and the results are incredibly positive — there can be up to 30% of fans visiting from outside the region. This information can assist with pursuing further MMA events in the coming years. The amateur market of MMA is also seeing upward trends, as events like Brazilian Jiu-Jitsu tournaments are becoming more regular.
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eSports: eSports is an emerging player in the sports landscape. Video gaming has been around in various forms for decades, but new levels of professionalism, viewership and commercialism are emerging. Today there are organized eSports at the youth, high school, college and professional levels. Some locations, such as Las Vegas and Arlington, Texas, have responded with permanent eSports arenas. The Denver Sports Commission has reviewed data that suggests the Denver area has higher than national average numbers for users and devices. In addition, Denver is seeing a growing community in training and participation with venues like the Localhost Arena in Lakewood. The Denver Sports Commission is part of a state-wide eSports council and is exploring signature industry events. The current climate suggests that eSports are here to stay. However, there is plenty of evidence that suggests these signature events pose financial risk as host. Because of this, this committee is still reviewing the best strategy to enter the market in a significant way.
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International Events: With the exceptional amenities of DEN, hotel accommodations and mass transit, Denver can be an attractive destination to global events rights holders. These attributes can be beneficial to international competitors too. Denver Sports will continue to explore this territory with international networking shows featuring federations of different sports, most of which can now be done virtually.
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Rugby: Denver has made a compelling case as a rugby hotbed, due in large part to Glendale’s Infinity Park and a long history of hosting international events like the Churchill Cup, Serevi Sevens tournament and the Rugby Town 7s tournament that takes place every year at Infinity Park in Glendale. With the announcement of the Rugby World Cup, the world’s third largest attended event, coming to the United States in 2031 and 2033, the sport will be receiving a great deal of attention in the coming years. Denver Sports will continue to work with USA Rugby, whose headquarters are advantageously located in nearby Glendale, CO, to bring large international events to Denver. Denver Sports feels strongly that hosting high-profile rugby matches in the lead-up to a future World Cup will be desirable to the international rugby community, and Denver Sports has already been
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successful with luring the Pacific Nations Cup and Rugby Nations Cup the past two summers. ▷
Hockey: Following Denver’s recent claim as Hockey Capital USA, the attention on the sport of hockey has not slowed down. Two of Denver’s primary ice floor venues, Ball Arena and Magness Arena, are actively part of discussions to bring high-profile hockey events to the city. Denver Sports will continue to work closely with the NHL (All-Star Game), NCAA (Frozen Four) and USA Hockey (National Team friendlies) on finding landing spots in their calendar. Denver and Ball Arena recently hosted the U.S. Hockey Hall of Fame Game, featuring two premier hockey programs in the University of Denver and the University of Minnesota. The Professional Women’s Hockey League (PWHL) has also staged successful games at Ball Arena for their recent Takeover Tour.
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U.S. Olympic Committee (USOC) and Associated National Governing Bodies (NGBs): Over the years, Denver Sports Commission has taken significant strides in furthering its relationship with the leadership of the USOC and its related NGBs. Given the city’s proximity to Colorado Springs, where the USOC is headquartered, it makes sense for Denver Sports to continue to foster these relationships and bid to host USOC events. Organizations of the USOC see it as an advantage to stage events within 75 miles of their headquarters. The USOC is always looking to diversify their host destination schedule for their athletes and premier events, and this gives access to over 20 organizations. Denver’s strong resume of hosting Olympic family events will continue to be an asset. For example, the recent USA Volleyball Open Championships and the USA BMX Mile High Nationals.
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New Facilities: The redevelopment of the National Western Center facilities, including the very new CoBank Arena, will enhance Denver’s ability to solicit and attract events that currently have not chosen the city because of limited venue availability. Denver Sports has participated in discussions for the appropriate use of the competition venue currently planned for the National Western Center. Denver Sports has uncovered many events that could benefit from a fixed-seat facility with an adaptable competition floor; these on-going conversations will be crucial to the success of future sporting events in Denver.
Denver Sports Commission
Marketing Plan
Denver Sports has several key strategies and tactics that it will continue to focus on in 2027: ▷
Engage key sports and venue stakeholders in Denver with the mission of Denver Sports and involve them in assessing opportunities to recruit sports events as potential business partners. The recent multi-year process of bidding on FIFA World Cup was a productive exercise in collaboration and team building, and it will pay dividends when bidding on future mega-events like the FIFA Women’s World Cup and Rugby World Cup, scheduled for 2031 and 2033.
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Work with the Denver Sports Advisory Committee to be the voice of sports in Denver and establish this office as the go-to for any sports destination opportunities. Continue building on the current work of the office’s Ambassador Program and bring key local partnerships to implement plans. Denver Sports is consistently adding members every year, while also retaining veteran members and establishing a foundation for community stakeholders.
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Ensure messaging, strategies and tactics of Denver Sports are aligned with the mission, overall goals, infrastructure and resources of Visit Denver.
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Continue Denver Sports’ overall event recruitment strategy and develop the criteria and tactics necessary to analyze and recruit sporting events.
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Refine a set of core capabilities for Denver Sports that can be applied and used in support of events recruited to Denver by venues, promoters or grassroots sports organizations.
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Continue to aggressively recruit high-profile soccer matches to Denver, since Denver has proven success with frequent matches at Empower Field at Mile High and DICK’S Sporting Goods Park. Concacaf, Major League Soccer, U.S. Soccer and now new partners at the National Women’s Soccer League and Denver Summit FC, have become excellent resources in staging high-profile events in Denver.
THREATS ▷
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Competition from other cities: Whether funded by government money, privately owned firms or professional teams, the recent proliferation of multi-use venues and sport-specific training sites in other cities brings increased competition for sporting events. These venues offer event owners many options to consolidate their event footprint, especially when many fields, courts, etc. are required. Venues and training sites that provide additional on-site or adjacent amenities can be incredibly attractive to event owners as they decide where to bring their future events. Denver’s foray into the international market, opening the city up to potential events, will bring new competing destinations into the mix too. Event marketing funds in other destinations: Certain cities, counties and states have created tax revenue streams or allocated significant funds to attract sporting events by buying the event, especially when large rights fees to host the event are in place. Although the occurrence of rights fees can be cyclical, Denver Sports will find itself in direct competition with markets that can deliver funding and offset operation costs. Denver Sports has seen a propensity for international events to have a large financial commitment and/or risk attached but now sees more domestic events taking a similar approach. The incentive concept will continue to be an element that must be considered for securing events. The emergence of Denver’s Tourism Improvement District (TID) funding source has already played a successful role in landing several events. The ability to show strong returns on this funding will be important in maintaining this resource. Denver Sports has also engaged members of their advisory committee to uncover new funding concepts and anticipate having options to activate in the future.
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Higher bid fees: Many second- and third-tier cities view sporting events as an opportunity to gain exposure and brand their destinations. Thus, they are willing to bid up the price by increasing their investment in hosting these events. The result is that event owners are now using this demand to ask for higher bid fees and more concessions.
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Perception of inclement weather: Organizers can be swayed by the misperception that the Mile High City experiences severe wintry weather and snow during the entire winter. Denver Sports will continue to work with Visit Denver to carry on marketing efforts to combat this perception, which could pave the way for more events in the non-peak times of the calendar.
With Denver’s desirability and busy calendar, recruiting meaningful events can be a challenge. The Denver Sports Commission has done well with securing quality over quantity and will continue to uncover significant opportunities for the city. The sports commission office looks forward to concluding 2026 and plans for a busy 2027 schedule featuring a new resume of events and partners. Visit Denver 2027 Marketing Plan // 71
Convention Sales: Goals and Objectives Goals Analysis Annual sales production and room nights on the books measure different dimensions of performance and should be evaluated separately. While recent sales production remains strong, 2027 remains a need year, with 539,453 room nights currently on the books compared with 663,724 for 2026. Although this shortfall is partly attributable to reduced longterm booking activity during the pandemic, the immediate priority is to improve 2027 performance by converting qualified short-term opportunities and increasing in-the-yearfor-the-year production. At the same time, the Convention Sales team must maintain disciplined production across future years to strengthen the long-term pipeline and support sustained demand for both the Colorado Convention Center and Denver’s hotel community.
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The potential impact of geopolitical and economic conditions on 2027 performance remains difficult to predict. To establish appropriate and achievable performance targets, Visit Denver evaluates a range of indicators, including macroeconomic conditions, national and regional meetings trends, competitive-set performance and Denver-specific market dynamics. This analysis incorporates supply and demand conditions, historical production and pace, booking patterns and industry forecasts to ensure goals reflect current market realities while supporting strategic growth. Performance objectives are informed by Visit Denver’s production and pace reporting, along with market intelligence from CoStar, CBRE, Tourism Economics and other leading industry sources. Together, these data provide the foundation for balancing near-term room-night needs with long-term convention center and hotel performance.
Convention Sales
2027 Goals and Objectives
Current Hotel Market Supply Impact Looking ahead, Denver’s supply outlook is becoming more favorable for existing hotels. There are 15 hotels with a combined 1,729 rooms under construction across the metro area, 868 rooms among seven hotels in City & County and 251 rooms in Denver CBD. Most projects are smaller select-service, extended-stay and airport-oriented hotels rather than large full-service properties. Due to hotel conversions to alternative uses, CoStar projects declined supply in 2026, followed by modest increases in 2027 and 2028 in the MSA, County and CBD. This restrained development environment should allow future demand growth to translate more directly into occupancy gains, reducing oversupply concerns and supporting improved hotel fundamentals. However, while slowing supply growth benefits existing properties, Denver still lacks a significant new convention-oriented hotel that would materially strengthen the destination’s ability to attract and accommodate larger group events.
Market Demand Impact Despite entering 2026 amid continued economic uncertainty and geopolitical tensions, hotel demand across the United States proved more resilient than expected. Strong leisure travel, an ongoing recovery in business travel and a robust event calendar drove broadbased performance gains, resulting in the strongest quarterly ADR and RevPAR growth in three years during the second quarter. Demand growth expanded across every major hotel class and traveler segment, reflecting a more balanced recovery than in 2025 when revenue gains were concentrated among higher-end properties. While Denver MSA benefited from these favorable national trends and generated positive year-to-date RevPAR growth through the first half of 2026, its performance trailed many major U.S. markets. Denver’s topline hotel results have been heavily dependent on the group segment, resulting in uneven monthly performance that closely mirrors the convention and event calendar. Strong citywide conventions, including The American Academy of Dermatology convention, have produced outsized gains, while periods with limited group activity have generated weaker results, highlighting the market’s dependence on conventiondriven demand.
The demand challenges are most evident in downtown Denver. Although transient occupancy improved compared to 2025, demand remains below 2024 levels and is best characterized as a partial recovery from prior softness rather than a return to peak performance. Through June 2026, Denver CBD upper-tier hotels recorded approximately 28,000 fewer transient room nights than during the same period in 2024, while the broader Denver MSA experienced a decline of 17,000 transient room nights. Among 22 competitive downtown markets, Denver posted the third-largest transient demand decline. Denver’s transient performance remains closely tied to group activity, with convention overflow, sporting events, concerts and outdoor recreation helping to generate incremental demand. At the same time, elevated downtown office vacancy rates continue to weigh on business transient travel, creating headwinds that have limited demand growth relative to many leisure-oriented destinations that have benefited from a stronger resurgence in domestic travel.
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Convention Sales
2027 Goals and Objectives
FuturePace FuturePace is a forecasting and business intelligence platform designed for DMOs that gives Visit Denver a more accurate view of convention booking pace and future market demand. Through a dynamic integration with Simpleview CRM data and support from Simpleview’s business intelligence team, the platform tracks definite and tentative bookings by month, year, market segment and group size across 60 U.S. and Canadian destinations. This allows Visit Denver to compare production with peer cities and monitor booking and consumption pace, demand, conversion and market share. Most importantly, FuturePace provides visibility into industry demand one to seven years out, helping Visit Denver identify pace gaps early, develop realistic forecasts and establish appropriate booking targets. Because the reports are built from aggregated future-booking data supplied by participating DMOs, they also provide credible context for conversations with hotel partners about market pressure, pricing, inventory and the types of groups needed in future years. FuturePace has become an industrystandard tool for turning forward-looking convention data into more informed sales and destination decisions.
Current Pace Although 2027 remains behind the exceptionally strong pace established by 2025 and 2026, the year has now reached the longterm target needed to support a healthy convention base. Significant deficits remain when compared with same-time-last-year metrics; however, the gap to the long-term pace target has improved dramatically — from 40% below target in January 2023 to slightly above target today. Visit Denver continues to actively pursue groups booking one year out, as well as in-the-year-for-theyear opportunities, to incrementally strengthen the short-term convention base. Future years have also improved considerably as convention organizers return to more traditional booking windows for their largest meetings. Both 2028 and 2029 are pacing well to target and have a healthy pipeline of high-probability tentative business still considering Denver. Although 2030 remains a need year, focused sales efforts have reduced its pace deficit from 43% below target in January 2026 to 27% below target as of July month-end. While additional work remains, this progress reflects meaningful conversion within the four-year booking window, supported by continued interest and a strong pipeline of tentative business. Pace for 2031 remains healthy, while 2032 is only slightly behind target. Visit Denver has also identified 2033 as another need year and is deploying targeted sales strategies to address that deficit well in advance.
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Convention Sales
2027 Goals and Objectives
Competition Impact Competition remains strong from both tier-one and fastgrowing tier-two destinations investing heavily in hotels, convention facilities and integrated downtown districts. As options expand, planners are evaluating destinations based on total cost and value, accessibility, venue quality, hotel inventory, date availability, safety and overall appeal. Financial incentives, flexible contracting and new development are also playing a greater role in sourcing decisions. Denver remains well positioned with the expanded Colorado Convention Center, Bluebird Ballroom, strong air access, downtown walkability and continued infrastructure improvements. However, limited growth in downtown convention hotel inventory, peak-season compression and the availability of large committable room blocks near the convention center remain competitive challenges. These constraints are increasingly significant as other cities develop integrated convention districts and headquarters hotel packages that simplify the planner experience. Mega-hotels and resort-based convention properties also present growing competition, particularly for corporate, incentive and midsize association business. Their ability to accommodate an entire meeting under one roof — often with bundled services, extensive amenities and competitive pricing — offers planners with greater efficiency and cost certainty. The 1,501-room Gaylord Rockies, located 23 miles from downtown Denver, is a significant competitor and is considering an additional 450 rooms. Depending on the opening timeline, the new inventory could be sold several years in advance. The opening of Gaylord Pacific in Chula Vista further strengthens the Gaylord network. With 1,600 rooms and more than 477,000 square feet of meeting and event space, the waterfront resort enhances the brand’s ability to pursue national accounts and multi-year, multi-property agreements. This creates additional pressure on individual destinations — including Denver and Gaylord Rockies — to protect their share of group business. Convention center competition is also accelerating. Dallas is targeting a 2030 debut for its redeveloped Kay Bailey Hutchison Convention Center, while new or expanded facilities in Austin and Los Angeles are planned for 2029. Houston is transforming the George R. Brown Convention Center district, and Salt Lake City is planning a major renovation of the Salt Palace Convention Center and a new 700-room Hyatt hotel. These projects reflect a broader shift toward convention districts that combine flexible venues, larger ballrooms, integrated hotel packages, dining, entertainment, public spaces and improved connectivity. Competitive pressure is further intensified by increased Tourism Improvement District funding in leading destinations. As planner budgets tighten and meeting costs rise, destination incentives are becoming more prominent in bid evaluations and site-selection decisions.
Together, these investments raise expectations for venue design, technology, wellness, safety, walkability and overall destination experience. To remain competitive, Denver must clearly communicate the value of its expanded convention product, strategically manage date availability and strengthen hotel participation in citywide room blocks and destination bids.
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Convention Sales
2027 Goals and Objectives
Goal Summary & Recommendation Visit Denver established the recommended 2027 definite room-night production goal through a comprehensive review of internal sales performance, booking pace, hotel supply and demand, competitive-market conditions and broader industry trends. The analysis incorporated market intelligence from CoStar, Tourism Economics and other leading industry sources, along with input from hotel partners and members of the Convention & Tourism Advisory Committee. As part of this process, Visit Denver engaged 2Synergize, its convention sales analytics partner, to estimate Denver’s sustainable, definite room-night production potential. The analysis used mathematical modeling and correlation analysis, including the Destination Attractiveness Comparative Cities study. The DACC model evaluates more than 40 variables known to influence convention and attendee destination decisions and compares Denver with more than 135 U.S. destinations, both nationally and within its defined competitive set. The model assesses Denver’s relative attractiveness,
market position and expected share of convention demand, producing an estimated annual definite room-night opportunity of 764,000 room nights. Based on this combined analysis, the recommended goal balances Denver’s demonstrated production potential with the need to improve near-term pace, support hotel and Colorado Convention Center demand and maintain disciplined production across future years
Summary of Goal Setting Factors and Impacts New Supply
No new large meeting hotels added to the market within the last 10 years. The limited supply of meetings and convention hotels in Downtown Denver restricts capacity for large events.
Limited hotel inventory available to meet "Commitable Room Block" requirements for citywide conventions
Large hotels prioritizing contract business over group bookings reduce availability for citywide conventions
Conservative Room Block Commitments
Planners and hotels concerned with rooms booking outside block creating challenging contracting environment. In addition, meeting planner budgets are tightening as costs continue to increase
Increased Competition: Development in top tier destinations improving convention infrastructure
Dallas, Orlando, Austin and Salt Lake City expanding convention infrastructure
Improved convention infrastructure
Bluebird Ballroom has been successful an attributed to increased citywide convention bookings
Geopolitical Uncertainty
Uncertainty continues to shape the U.S. meetings and hospitality industry, as international conflicts, trade tensions and evolving visa requirements influence travel decisions, budgets and organizational risk. YE 2027 Forecast: (As of August 2026)
CoStar Forecast
U.S.: Demand +1.1%, Occ +0.5% ADR +1.6%, Revpar +2.1% Denver MSA: Demand +1.8%, Occ -0.2%, ADR +1.6%, RevPar +1.4% Denver CBD: Demand +2.4%, Occ, 0.9%, ADR 2.1%, RevPAR 3.0%
2027 Visit Denver Future Pace Target
Flat
2028 Visit Denver Future Pace Target
Up 8%
2029 Visit Denver Future Pace
Down 2%
76 // VisitDenver.com
Convention Sales
2027 Goals and Objectives The 2027 goals outlined below have taken the DAC/DAMM analysis and key performance indicators into consideration and have been developed with the best available data as of August 2026. Goals may be different in the final report as production continues to actualize over the next few months and as current national and local industry environment changes.
PUBLIC RELATIONS ▷
Definite Goals 2027 Considering the analysis and data outlined above and taking into consideration historical production pre-pandemic. The goal recommendations are as follows.
Definite Room Night Goals The proposed goal is 764,000 Definite room nights.
Lead Goals 2027 The proposed lead goal is 3,888 leads, an increase of 8% to 2026. It remains one of the highest goals in Visit Denver’s history.
Lead Room Night Goals 2027
The public relations team maintains databases of local, regional and national journalists who report on meetings and conventions. The team assists journalists, tracks trends and creates quarterly press releases covering topics from upcoming meetings and convention news to general destination news that would also be of interest to meeting planners. Recognizing that meeting planners do not operate in a vacuum and gather news from mainstream sources, the team sees value in placing industry specific stories as well as those that inspire Denver travel. These are encompassed in the local and domestic advertising value equivalency, the public relations industry best practice for measuring success by calculating how much the space occupied by the story would have cost if it had been purchased as an advertisement. Whether the story appears in USA Today, The New York Times, the Business Journal network, Meetings & Conventions magazine or Successful Meetings, it is included toward this goal.
Goals ▷
DESTINATION SERVICES
Improve Lead Conversion: Demonstrate Denver’s value and ROI by clearly quantifying the business case for Denver, including total meeting costs, operational efficiencies and the return organizations can achieve from hosting their events in Denver.
▷
The demand to provide unique and top-rated service to convention planners and their delegates continues to be a top priority. It is vital that close attention is paid to the destination appeal, attendance-building and an upscale visitor experience expected of a first-tier convention city.
Leverage destination appeal to drive attendance: Position Denver’s walkability, cultural and culinary offerings, outdoor access and overall visitor experience as key advantages that can increase attendee interest, participation and satisfaction.
▷
Improve ease of doing business: Preserve the strength of Visit Denver’s customer relationships while reducing friction throughout the sales and contracting process. Monitor ease of doing business as a key conversion metric and identify barriers related to the transition from proposal to signed agreement.
▷
Generate community awareness among city and hospitality constituents, encouraging them to support Visit Denver’s sales and marketing programs.
Aligned with the Lead Goal, the proposed target for lead room nights is 5,646,499 — a 10% increase to 2026; it is the highest lead room night goal in Visit Denver history.
▷
Below are the forecasted services goals for 2027:
▷
Generate 11,000 partner referrals for Denver facilities and services information and keep Denver on the “short list” of meeting planners and executives.
▷
Achieve a rating of 90% or higher satisfaction rating of all sales and services customer evaluations. This equates to a four and a half or higher on a one to five scale. Meeting Type
2027 Goal
CCC
68
Non-CCC
1,000
Non-Bureau
175
Objectives ▷
Confirm 764,000 future definite room nights for Denver to be consumed from 2026 and beyond.
▷
Generate 3,888 leads resulting in 5,646,499 lead room nights, which represent business that has the potential to be consumed from 2027 through 2035 and beyond.
▷
Generate 11,000 partner referrals for Denver facilities and services information and keep Denver on the “short list” of meeting planners and executives.
▷
Achieve a rating of 90% or higher satisfaction rating of all sales and services customer evaluations. This equates to a four-and-a-half or higher on a one-to-five scale.
Visit Denver 2027 Marketing Plan // 77
Visit Denver
Positioning & Messaging
Convention Sales: Strategies and Tactics 2027 CONVENTION SALES & MARKETING STRATEGIES 1.
5. Enhance the effectiveness of customer communication
and targeted prospecting efforts to address the diverse needs and preferences of decision-makers. This will include an emphasis on the value and cost benefits of Denver. This will positively influence the sales conversion rate by delivering a polished and professional experience that aligns with the expectations of decision-makers.
Maintain an aggressive, solicitation and direct sales effort targeted at meeting planners to market Denver as a firsttier convention and meeting destination.
2. Build upon the collective strengths of the Denver sales
team and local hospitality community to maximize the appeal and value of Denver as a convention destination. This will include unified messaging and promotional materials that highlight Denver’s key advantages and unique offerings.
3. Enhance site tour experiences. Offer a personalized and
immersive experience for potential clients to highlight the unique advantages of holding meetings and conventions in Denver. These efforts will help prospective clients visualize their events in Denver, building a stronger connection to the city and its offerings.
4. Maintain and enhance the ongoing strategic Customer
Engagement Strategy (CES) program with meeting planners to capture new business, enhance the probability of repeat business and build relationships with third parties who influence customer decisions.
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6. Maintain integrated, branded marketing campaigns using advertising, online promotions, social media, public relations and other tactics to enhance Denver’s image as a premier, first-tier meeting destination and promote the CCC expansion.
7.
Enhance the Bureau’s destination services, leverage relationships and educate the hospitality community.
8. Foster solid communication and positive relationships
with the mayor’s office and Denver City officials to enhance the Denver brand, increase convention business and improve visitor services throughout the community.
9. Educate and solicit assistance from local business
leaders, higher education institutions and local/state industry associations to generate contacts and new leads for convention and meeting business.
Convention Sales Strategies and Tactics
10. Work closely with key hotels to better align on the
importance and impact of citywide convention business and room block participation.
11. Collaborate with the Denver Sports Commission on high-
profile sporting events that generate room nights during fill need periods for the hotel community.
12. Work in partnership with the Bureau’s “Go the EXTRA Mile” training program to improve the service level provided to meeting delegates.
13. Work with Tourism Improvement District Board of Directors to use new funds to target and win new convention business and room-night-driven events through incentives and annual buyer education trips targeting in-house meeting planners who represent multiple meetings.
14. Host key industry meetings that position Denver to display all the new infrastructure changes that have happened in the past several years as well as current projects that are underway.
2027 CONVENTION SALES & SERVICES: TACTICS Convention Sales & Destination Services Team Deployment The Bureau’s integrated direct sales efforts are driven by a 19-member sales team and a nine-member destination services team. The sales team is divided into four geographic regions based on the heaviest concentrations of meeting planners (Washington, D.C., Midwest, Eastern U.S., and Western U.S.) and then split by size of group. The primary market is association meeting business. In addition, there are six other markets: Sports, SMERF (Social, Military, Education Religious and Fraternal), Multicultural, African American, and Corporate. Visit Denver also continues its proactive lead solicitation effort with two independent contractors.
Corporate Business The Bureau will aggressively pursue short-term and longterm corporate meetings using direct sales tactics and an integrated advertising and marketing campaign.
Small Meetings Program
Interactive Sales Effort The Bureau will continue to use digital technologies and aggressive search marketing tactics to target small meetings, corporate retreats and social gatherings, all of which are growth areas. Meeting planners associated with these markets are using the web to research destinations and plan their meetings. Therefore, the Bureau will continue to employ search marketing tactics and enhance the information on VisitDenver.com to streamline the process and capture incremental business.
Proactive Sales Solicitation Effort The Bureau Extra Sales Team (B.E.S.T.) will continue to secure business leads for Denver. The contractors deployed in this sales effort focus on generating new business for the destination. The team will update hundreds of database accounts and generate leads annually.
State & Regional Convention Center Business The Bureau will serve as the primary contact for all state and regional associations, such as the Colorado Oil and Gas Association, to increase this business and continue to track its value.
The Bureau will enhance sales efforts to small- and mid-size group business seeking hotel meeting space. This will include semi-annual partner training webinars that focus on lead response efficiencies in the community. And leveraging all available sales and marketing tools to drive hotel only room nights.
Industry Meetings
Yield Management
Convention Industry Tradeshows & Industry Meetings
The Bureau will utilize in-depth level-one and level-two meeting reports to better yield space and hotel packages that utilize the CCC, focusing on need years, as well as filling short-term holes.
Visit Denver has been focused on hosting key industry meetings for many years. With the completion of the CCC expansion, the focus will be on securing key industry events in 2027 and beyond to highlight this space.
The focus in 2027 centers on maintaining Denver’s presence in the industry and strategically aligning with events that offer appointment-based — therefore guaranteed — customer interactions. Visit Denver 2027 Marketing Plan // 79
Convention Sales Strategies and Tactics
The projected shows for 2027 are: RELIGIOUS CONFERENCE MANAGEMENT ASSOCIATION (RCMA) ○ Emerge Conference
The RCMA is a professional, nonprofit, multifaith organization consisting of individuals who are responsible for planning and/ or managing meetings, tutorials, conferences, conventions and assemblies for their religious organizations.
PROFESSIONAL CONVENTION MANAGEMENT ASSOCIATION (PCMA) ○ PCMA Convening Leaders ○ PCMA Visionary Awards ○ PCMA EduCon
PCMA represents 7,000 meeting industry leaders throughout the world, including planners, tradeshow professionals, suppliers and more. Convening Leaders is PCMA’s largest annual event, offering hundreds of educational sessions and networking opportunities for more than 3,000 meeting professionals. The Visionary Awards is an annual celebration of leaders in the hospitality industry. PCMA’s EduCon offers more intimate educational sessions, professional development tracks and networking events.
80 // VisitDenver.com
NEW YORK SOCIETY OF ASSOCIATION EXECUTIVES (NYSAE) ○ Meet NY NYSAE’s mission is to lead in advancing and serving the profession of association and not-for-profit management. NYSAE is the “association of associations” that are headquartered in the Tri-State region of New York, New Jersey and Connecticut. NYSAE’s members are full-time, paid chief executives and middle managers of trade associations, professional societies, voluntary organizations, other not-forprofit organizations and supplier firms.
NORTHSTAR MEETINGS GROUP ○ Independent Planner Education Conference (IPEC) ○ Destination West ○ TEAMS Conference & Expo
Hosted by Northstar Meetings Group’s prime brands, M&C and Successful Meetings, IPEC delivers targeted education and addresses the business needs of today’s independent meeting professionals. Destination West is a premier, destination-specific, hosted-buyer event for meetings and incentive professional sourcing programs in the West. It enables attendees to experience firsthand the most desirable destinations, hotels, and activities for successful meetings, while making invaluable business connections. This unique event is hosted by Successful Meetings magazine and draws around 45 qualified clients. Visit Denver partners with Northstar to sponsor an evening event and city tour when the event is hosted in Denver. TEAMS is one of the largest conferences for the sports-event industry, attracting more than 1,000 industry-related attendees. The Expo features pre-scheduled appointment sessions between sponsors, exhibitors and event organizers.
Convention Sales Strategies and Tactics
SPORTS EVENTS & TOURISM ASSOCIATION (SPORTS ETA) ○ Sports ETA Symposium The Sports ETA Symposium is the annual meeting of the Sports ETA. Throughout the week, sports destinations meet hundreds of decision-makers responsible for organizing sports events.
SOCIETY OF GOVERNMENT MEETING PROFESSIONALS (SGMP) ○ National Education Conference & Expo ○ Rocky Mountain Fall Education Conference
CONNECT EVENTS ○ Connect North ○ Connect NYC ○ Connect Spring Marketplace ○ Connect Marketplace ○ Connect Faith ○ Connect West ○ Connect Winter Marketplace Connect’s regional and specialty, appointment-only, reversestyle trade shows offer business, networking, education and entertainment. These intimate shows target event professionals who plan conferences in either a niche market or region.
MEETINGS INDUSTRY COUNCIL (MIC) ○ Educational Conference and Trade Show
MIC is made up of local chapters of national industry membership organizations that come together annually for a joint educational conference and tradeshow. Visit Denver is a founding member of this organization. The meeting has grown over the years and is now attended by local, regional and national planners.
CVENT ○ Cvent CONNECT Cvent’s CONNECT brings more than 4,500 hospitality professionals and meeting planners together for educational sessions, networking opportunities and an exchange expo. This event will be hosted in Denver in 2027.
MARITZ GLOBAL EVENTS ○ Elevate ○ Activate Maritz Global Events is the rebranding of Maritz and Experient. Both entities once held their independent associate, client and partner events, but moving forward they will streamline their events. Activate is specially designed to provide education, advance the events industry and create connections between the supplier partner audience and key Maritz Global Events decisionmakers. Elevate is an annual conference for clients, partners, speakers, vendors and networking opportunities.
SGMP’s National Education Conference & Expo brings together government meeting planners to assist with planning and execution of government meetings through education, training, and industry relationships. The Rocky Mountain Fall Education Conference convenes government planners from within Colorado for networking and educational opportunities.
GLOBAL ASSOCIATION OF INTERNATIONAL SPORTS FEDERATIONS (GAISF) ○ Sport Accord Sport Accord World Sport & Business Summit brings together more than 100 international sports federations and other organizations involved in the business of sport. The event is hosted over a week, combining an exhibition area, a themed conference program and many networking events.
IMEX ○ IMEX America IMEX America is a worldwide exhibition for meetings, events and incentive travel professionals. This exhibition attracts more than 15,000 participants representing more than 150 countries, including many major cities in the U.S. ○ IMEX Frankfurt
IMEX Frankfurt is Europe’s largest global trade show for the meetings, events and incentive travel industry and provides Visit Denver with direct access to international meeting planners, association executives and incentive buyers. The 2026 show attracted more than 13,000 participants and 4,739 buyers from 94 countries, including 3,731 hosted buyers, and generated approximately 73,000 scheduled meetings over three days. Although IMEX America is the larger of the two events by total attendance and buyer volume, IMEX Frankfurt’s strategic value for Denver is less about scale and more about expanding international reach and developing incremental global convention opportunities.
Visit Denver 2027 Marketing Plan // 81
Convention Sales Strategies and Tactics
DESTINATIONS INTERNATIONAL (DI) ○ Destinations Showcase ○ Sales and Services Summit ○ Annual Convention Destinations Showcase is a one-day tradeshow that offers exclusive access to hundreds of pre-qualified meeting planners. DI’s Sales and Services Summit will bring together Destination Marketing Organizations and Sales and Services professionals to share and discuss best practices. DI’s Annual Convention is exclusive to convention bureaus and related allied sponsors, providing valuable educational opportunities.
HELMSBRISCOE ○ Annual Business Conference HelmsBriscoe is a third-party planning company that provides site-selection services and full-service meeting planning to more than 8,000 clients worldwide. The Annual Business Conference offers educational sessions, networking and relationship building with HelmsBriscoe Associate attendees.
COLORADO SOCIETY OF ASSOCIATION EXECUTIVES (CSAE) ○ Annual Conference
CSAE is an association for people involved in the management of trade and professional organizations based in Colorado. The annual conference includes educational sessions and networking opportunities with association leaders from across the state.
MEETING PROFESSIONALS INTERNATIONAL (MPI) ○ International World Education Conference
MPI membership is composed of corporate and association meeting planners. MPI’s World Education Conference consists of educational sessions, networking opportunities and oneon-one marketplace opportunities.
COUNCIL OF ENGINEERING & SCIENTIFIC SOCIETY EXECUTIVES (CESSE) ○ ACCESSE
ACCESSE, CESSE’s Annual Meeting, provides attendees with the opportunity to interact with meeting executives and leadership from engineering and scientific societies through educational sessions and networking events.
CORPORATE EVENT MARKETING ASSOCIATION (CEMA) ○ Summit
The CEMA Summit is a two-and-a-half-day conference focused on driving success in event marketing. Attendees gain knowledge, insight and tools to thrive in a rapidly evolving event marketing industry. This event will be hosted in Denver in 2027
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AMERICAN SOCIETY OF ASSOCIATION EXECUTIVES (ASAE) ○ Annual Meeting & Exposition The Annual Meeting & Exposition is the largest association industry tradeshow attended by more than 5,000 association executives and meeting planners.
DESTINATION COLORADO ○ Colorado Meetings Showcase
Formerly known as the Front Range Tradeshow, the Colorado Meetings Showcase draws hundreds of meeting planners from Colorado and the surrounding areas for educational sessions and networking events.
CONFERENCEDIRECT ○ Annual Partner Meeting ○ Diversity ○ CD+ Forum The Annual Partner Meeting allows suppliers to meet oneon-one with some of Conference Direct’s 200-plus sales associates in attendance. Conference Direct represents more than 10,000 meetings per year, generating more than $700 million in room revenue per year. Diversity brings together like-minded meeting industry professionals, CD Associates and partners for an educational conference focused on Diversity, Equality and Inclusion, and other ESG pillars. CD+ Forum is an exclusive event for their top Corporate Meeting Planners, associates and partners to participate in networking and educational sessions.
SOCCEREX ○ Soccerex USA Soccerex USA delivers the latest in soccer industry insight through a conference program, featuring senior decision makers from clubs, leagues and federations alongside experts from the world of commerce, performance, technology and management. The organizers gather with an advisory board of leading industry thinkers and influencers across a variety of sectors to ensure that the event delivers the innovative content and expert speakers the market deserves. Participants include the Confederation of North, Central American and Caribbean Association Football (CONCACAF), Major League Soccer (MLS), the Mexican Football Federation (FMF) and the United States Soccer Federation (USSF).
ASSOCIATION FORUM ○ Holiday Showcase Showcase brings together leaders and meeting professionals throughout the Chicago area for invaluable networking opportunities, educational sessions and an exhibit hall component.
Convention Sales Strategies and Tactics
AMERICAN EXPRESS GLOBAL BUSINESS TRAVEL INTER [action] ○ INTER [action]
HOSPITALITY PERFORMANCE NETWORK GLOBAL (HPN GLOBAL) ○ Partner Conference
INTER [action] focuses on short-term, in-house corporate business and is a fantastic opportunity for suppliers to connect with more than 550 of American Express’ meeting planners.
HPN Global is a third-party planning firm, and the Annual Partners Conference brings together associates and suppliers for a three-day networking, education and relationship building program.
NATIONAL COALITION OF BLACK MEETING PLANNERS (NCBMP)
INTERNATIONAL ASSOCIATION OF EXHIBITIONS AND EVENTS (IAEE)
○ Annual Conference The National Coalition of Black Meeting Professionals is a non-profit organization dedicated primarily to the training needs of African American meeting planners. The organization is committed to the improvement of the meetings, conferences, exhibitions and conventions they manage. Members of NCBMP include meeting planners from numerous businesses, civil rights, churches and fraternal organizations. Since its founding, NCBMP has made a significant impact in the hospitality community by identifying the sizable purchasing power and impact of the African American convention market.
○ Expo! Expo! The IAEE is the leading association for the global exhibition industry and represents over 10,000 individuals who conduct and support exhibitions around the world. This event provides an interactive networking and experiential education opportunity and includes a trade show for face-to-face opportunities to meet with industry professionals from trade show managers and meeting/event planners alike.
Visit Denver 2027 Marketing Plan // 83
Convention Sales Strategies and Tactics
Convention Industry Tradeshows & Industry Meetings 2027 Calendar Start Date
Show
2027 Location
January 5-7
RCMA Emerge
Orlando, FL
January 10-13
PCMA Convening Leaders
Miami, FL
February 17
NYSAE Meet New York
New York City, NY
February 21-23
Northstar Meetings IPEC (Independent Planner Education Conference)
Tampa, FL
February 22-24
Connect North (Midwest + Northeast Combined)
Cincinnati, OH
March 30-31
MIC Educational Conference and Trade Show
Denver, CO
April 5-7
CVENT Connect
Denver, CO
April 6
PCMA Fashion Show
Washington, D.C.
April 7
PCMA Visionary Awards
Washington, D.C.
April 12-15
Maritz Elevate
Grapevine, TX
April 12-15
Sports ETA Symposium
Salt Lake City, UT
April 21-23
Connect Spring Marketplace (Association, Citywide, Corporate, Diversity, Financial, Incentive and Sports
Las Vegas
May 4-6
SGMP National Education Conference & Expo
Pittsburgh, PA
May 9-13
GAISF Sportaccord World Sport and Business Summit
Baku, Azerbaijan
May 11-13
IMEX Frankfurt
Frankfurt, DE
May 16-18
Northstar Meetings Destination West
Vail, CO
Spring 2027
DI Sales & Services Summit
TBA
Spring 2027
Greater Philly PCMA Phillies Businessperson’s Special
Philadelphia, PA
June 2
ECEF 2027
Washington, D.C.
June 7-10
HelmsBriscoe Annual Business Conference
Orlando, FL
June 8-10
Esports Travel Summit
Tulsa, OK
June 9-11
CSAE Annual Conference
Keystone, CO
June 20-23
PCMA Business Events Summit
Lake Tahoe, CA
June 28-30
MPI WEC
Las Vegas, NV
July 12-14
ACCESSE Leadership Conference
Richmond, VA
84 // VisitDenver.com
Convention Sales Strategies and Tactics
Convention Industry Tradeshows & Industry Meetings 2027 Calendar Start Date
Show
2027 Location
July 12-14
DI Annual Convention
Kansas City, MO
July 21-23
Lamont Associate Xchange Summit
Scottsdale, AZ
July 24-27
CEMA Summit
Denver, CO
August 24-28
Maritz Activate 2027
Montreal, QC
Summer 2027
ASAE Annual Meeting & Exposition
TBA
Summer 2027
Connect Marketplace
TBA
Summer 2027
Destination Colorado Meetings 2027 Road Show
TBA
September 28-30
IMEX America
Las Vegas, NV
Fall 2027
Conference Direct CDX 2027
TBA
Fall 2027
Destination Colorado Customer Appreciation Event
TBA
Fall 2027
MJ Meetings Dine with Destinations
Kansas City, MO
Fall 2027
Etherio Connect 2027
TBA
Fall 2027
Northstar Meetings TEAMS Conference & Expo
TBA
Fall 2027
SGMP Rocky Mountain Fall Education Conference
TBA
Fall 2027
Soccerex USA
TBA
December 2027
Holiday Showcase (hosted by Association Forum)
Chicago, IL
December 2027
Destination Colorado Meetings Showcase
TBA
Winter 2027
Connect Winter Marketplace
TBA
Winter 2027
Conference Direct CD+ Forum
TBA
Winter 2027
AmEx INTER [action]
TBA
Winter 2027
NCBMP Annual Conference
TBA
TBA
HPN27
TBA
TBA
MJ Meetings Destination Celebration
TBA
TBA
Greater Philly PCMA Education & Networking Day
Philadelphia, PA
Visit Denver 2027 Marketing Plan // 85
Convention Sales Strategies and Tactics
Sales Missions & “In-Market” Client Events
Customer Advisory Board
As the resurgence of in-person interactions gains momentum, it is notable that client events are officially back. In 2026, the Bureau continued to foster partnerships through receptions, sporting events, concerts and other events. Visit Denver anticipates being able to execute on a minimum of three, and a maximum of five, high-profile sales missions and client events designed as “Denver Road Shows.” The goal is to present a unified destination sales effort with hotels and members. Chicago, Dallas, San Francisco, New York, Philadelphia and Washington, D.C. are tentatively targeted for 2027.
The Denver Customer Advisory Board (CAB) has played an integral role in the success of Denver’s convention sales and marketing efforts. The CAB is comprised of 30 meeting professionals and industry leaders who voluntarily assist the Bureau in assessing industry trends and Denver’s image, as well as developing competitive positioning, services, S.W.O.T. analysis, marketing approach and sales strategies. The CAB meets twice a year (June and November), and each member is asked to serve in a three-year term. To date, the CAB has provided feedback and guidance on a wide variety of issues, adding immeasurable value to the Bureau’s sales and marketing efforts.
Experience Denver Firsthand & Virtually Convention business is often a complex sales process with many decision makers and influencers involved. Bringing association executives and meeting professionals to Denver allows them to experience the city on a personal level. Site inspections, hosted board meetings and special event sponsorships enable the sales team to educate key prospective buyers about the destination and the numerous benefits of holding their meetings and conventions in Denver. In fall 2023, the sales team implemented a site tour training program through a third-party partner. This program includes training for internal staff as well as Denver hotels and venues to collectively enhance the buyers’ experience. These efforts are focused on positively impacting conversion and will continue in 2027.
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Customer Engagement Strategy (CES) Program The art of selling starts with solid customer relationships. It is proven that successful sales professionals are those who have earned the trust, respect, and in many cases, the friendship of their clients. The CES program provides “surprise and delight” touch points with customers on a regular basis throughout the year. The team will continue this program in 2027. Each sales team member will continue to keep an up-to-date list of their clients’ personal “hot buttons” (i.e., birthday, favorite author, etc.). The resulting client contacts from the ongoing CES program provide many opportunities to ask for and confirm new business. The Destination Services Department will also continue the CES process with citywide meeting planners that have definite bookings for Denver, starting 12 months before the meeting date, through the postconvention period.
Convention Sales Strategies and Tactics
Post-Convention Sales Efforts
Denver Sports
As Denver continues to host more high-profile major events, it is critical that post-convention research be done to evaluate the visitor experience, identify opportunities to make improvements for future groups and calculate entire room night production inside and outside the room block.
The Executive Director of the Denver Sports Commission will work collaboratively with the Conventions Department to create short-, mid- and long-term plans for bringing more sporting groups to Denver. The focus will be on need periods as well as traditional off-season periods.
Post-convention surveys are sent for all Visit Denver bookings. The Destination Services Department monitors responses and follows up with citywide planners to ensure critical feedback is received from all major meetings. Citywide conventions also receive an in-depth Post-Convention Report with valuable insights. The department will continue analyzing room nights inside and outside room blocks to provide a more accurate account of economic impact, using zip code analysis and cell phone technologies such as Datafy and Placer.
Active Role in Denver Alliance The Denver Alliance brings key community entities together to collaborate on the promotion and use of the CCC to generate and maximize economic benefit to all parties of the Alliance and the entire hospitality community. Key community entities operating in a unified manner reduces duplication of effort around “pre-sales” activities (e.g., trade shows, site visits, marketing and data entry for tentative bookings) and creates one-stop shopping for the customer, as well as enhances the customer service experience.
Visit Denver 2027 Marketing Plan // 87
Convention Sales Strategies and Tactics
INTEGRATED MARKETING CAMPAIGN
▷
Advertising will be placed in leading industry trade channels that target the lucrative citywide clients, as well as meeting planners of all sizes. In 2027, it is expected that most advertising vehicles will continue to be digital and take advantage of evolving digital advertising and video technologies that help push messages to the most important prospects, while making targeted use of print advertising to cover all bases.
▷
To extend the reach of the campaign, additional ad placements are typically made in trade publications that reach niche, minority, and third-party planner audiences. In 2026, the following tactics were relied on heavily, and will make up a sizable portion of 2027 tactics:
Visit Denver’s successful “Meet Uplifted” campaign will continue in 2027. The national campaign targets meeting planners across the country and is designed to keep Denver top-of-mind by focusing on the city’s overall destination appeal, supported by the hard data in the areas that meeting planners care most about. The city’s overall appeal is best described in terms of the consumer brand positioning, “Uplifting by Nature,” which highlights Denver’s appeal as a best-of-both-worlds destination that includes urban amenities and the lure of Colorado’s Rocky Mountains. For the meeting planner audience, the campaign tagline has evolved into “Meet Uplifted.”
Additional messaging will focus on Denver’s: ▷
Accessibility, particularly the strength of Denver International Airport’s global connections, direct rail service to Union Station and Denver’s compact, walkable downtown.
▷
Downtown convention campus, the Colorado Convention Center and the new expansion. The CCC will be a particular area of focus, making sure that citywide planners are familiar with the entire building package and not just the new space.
▷
Hotel package, which includes more than 50 downtown hotels, 13,000 downtown rooms and more than 55,000 metro-wide, with all brands and price points represented.
▷
Unique, offsite venues, which include museums, historic theaters, renowned restaurants and one-of-a-kind, onlyin-Denver venues like Red Rocks.
▷
Overall destination appeal with a focus on the dining scene, which is rapidly gaining national and international acclaim due to the addition of the Michelin program, multiple James Beard Foundation award winners and a slew of positive press.
▷
Sustainability, a factor increasingly important to meeting planners, and represented by large facilities like the airport, CCC and hotels, as well as by small individual service providers.
▷
Affordability and value, showing a combination of the specific ways Denver creates financial value such as lower average fares at DEN and how Denver’s compact downtown reduces need for shuttling.
▷
Incentive programs offered by the sales team to promote soft, value dates.
As in previous years, the campaign was designed to generate awareness and education and not designed to be transactional (i.e., it is not intended to generate immediate bookings). Rather, it is designed to support the existing sales relationships with busy meeting planners by offering easily digestible information on the overall meeting product, as well as timely updates and major CCC improvements.
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○ Digital display, including specialty
B2B advertising networks. ○ Video advertising, including video retargeting from trade market websites. ○ Dedicated electronic newsletters directly from trade publishers and through independent third parties like eTarget Media. Investments will continue to be made in vehicles targeting “executive decision makers,” those business leaders who influence destination decisions, but who are not otherwise involved in the planning process. Substantial investment will continue to be made in various online marketing vehicles that enhance messaging and extend reach: meeting planning websites, video, social media, search engine strategies and nontraditional marketing. ▷
Meeting planning websites include those that cover the entire U.S. and allow planners to find destinations and venues across the country such as Cvent.
▷
The use of video in convention marketing is expected to continue in 2027, especially ones that highlight key components of Denver’s destination appeal (off-site venues, new and renovated hotels, chef-driven dining, outdoor activities, craft cocktails, beer, etc.).
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Social media advertising to the convention market will continue in 2027 via the use of LinkedIn advertising products, which have seen substantial growth in usage over the last couple of years and were instrumental in the success of campaigns over the last three years. LinkedIn’s targeting capabilities means that some 300,000 national meetings and event planners can be reached.
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Search marketing strategies, usually referred to as SEO/ SEM, will also be used to accomplish two main goals: (1) to make the Bureau’s website as attractive as possible to search engines, ensuring the site comes up as high as possible for planning-related search terms, and (2) to buy pay-per-click ads for various keyword combinations. This ensures that messages and offers are shown to planners who use major search engines, especially to encourage planners to use the Request for Proposal form on the website. Both tactics will be used in 2027, including a proposed redesign of the conventions section of the VisitDenver.com website. In addition, Visit Denver will employ new Generative Engine Optimization (GEO) tactics to take advantage of the growing use of Artificial Intelligence by meeting planners to source destination Information.
Convention Sales Strategies and Tactics
Promotional Collateral Collateral and promotional materials effectively market Denver as a meeting destination and will be implemented in 2027, including: ▷
Website: The convention section of the website will be upgraded with the launch of the new VisitDenver.com in March of 2027.
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Digital Marketing Toolkit: Destination Services works closely with the Marketing Department to ensure the Bureau’s online toolkit for planners has useful and current information that helps planners build attendance and create helpful attendee resources. This toolkit allows clients to customize promotional materials to market their meeting and the destination. It includes promotional verbiage/materials, Denver copy, photos, videos, b-roll and usage guidelines for the Blue Bear.
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Meeting Attendee Microsites: Visit Denver will continue to explore the utility for attendee microsites for citywide conventions and other high-profile events held in Denver. This portal for attendees are used to promote pre- and post-meeting vacation opportunities, discounts to area attractions and restaurants and events taking place during the meeting (arts, cultural, festivals). The microsite is also a vehicle to promote “Denver’s Know Before You Go” that includes safety, packing and cleanliness tips. This tool relates to destination appeal and helps meeting planners boost attendance for Denver meetings. The tactic is currently being evaluated for 2027.
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Brochures: “Lure” brochures are produced and distributed to convention delegates to help increase attendance at Denver conventions; they are also provided on-site at the previous year’s meeting to encourage delegates to prepare for traveling to Denver.
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CCC Sales Brochure: This brochure, which describes the features and benefits of the CCC, including information on the expansion, was updated in 2026. The CCC brochure is distributed to all future city-wide groups and will be used as a handout and resource at the trade shows the Bureau plans to attend in 2027.
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Convention Sales Strategies and Tactics
Marketing Program for Future Meetings The effective DMO/planner marketing collaboration will continue in 2027. The program includes meeting with major definite groups to develop custom marketing programs that help grow attendance, while improving the attendee experience by providing extensive destination information, as well as social media content provided by the Bureau’s social media manager. In addition to many of the items listed above in “Promotional Collateral,” these meetings help introduce planners to the full scope of resources and assistance Visit Denver can provide, including collaboration on social media promotions and use of mobile technologies.
Specific tactics will include: ▷
Distributing press releases about Denver as a convention destination for the national meeting and convention trade press, as well as for traditional national and regional business media.
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Conducting deskside tours with trade journalists and freelancers and working with individual trade reporters on their Denver assignments.
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Pitching convention and meeting destination stories as appropriate to visiting media.
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Initiating communications, pitching stories, and developing one-on-one relationships with business and trade writers from key industry publications.
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Creating a stable of satisfied meeting planners who we can call on as resources for media looking for firsthand experiences.
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Pitching stories and sending releases about Denver as a business meeting and convention destination to business media.
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Positioning key Bureau executives as experts on various meeting industry issues, encouraging publications to interview them, thus enhancing the exposure of the Bureau and the City.
Public & Media Relations Media placements allow the Bureau to reach large numbers of meeting planners with information about new developments in Denver at a low cost, while also carrying out the weight of an editorial recommendation.
Publicity efforts in 2027 will include: Several significant stories will be highlighted in 2027: the larger groups at the Colorado Convention Center, including Cvent Connect and CEMA, and downtown convention campus. The Convention stories may include significant groups in the Colorado Convention Center; Denver’s continued emergence as a must-meet destination; ongoing improvements to Denver International Airport (DEN) including connectivity of DEN domestically and internationally; Denver’s expanded MICHELIN Guide and other key examples of the city’s dining and nightlife scene; the new 16th Street. Secondary story topics will include new hotel openings, unique venue offerings, wellness, transportation and sustainability, among others. If Denver is awarded the 2028 Democratic National Convention, that will also become a significant storyline.
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Destination Services Efforts In today’s meeting marketplace, clients expect creative and innovative service solutions from conventions and visitor bureaus. Due to a reputation for providing excellent customer service, Visit Denver’s Destination Services Department is considered one of the finest in the industry and is the recipient of an ever-growing list of awards and recognitions. In 2027, the department will continue to evaluate current programs and initiate innovative programs and tools to assist planners with destination information, marketing materials and assets for convention planners to plan for their Denver meeting. Visit Denver will continue to be a “one-stop-shop” and key resource for all definite meetings with the goal of always exceeding expectations.
Convention Sales Strategies and Tactics
In 2027 the Destination Services Department will: ▷
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Collect citywide hotel pickup reports and present findings to Sales leadership for discussion and comparison of current performance, attendee registration pacing and historical trends. Leverage these insights to understand anticipated convention impacts and provide Denver’s hotel community with timely updates to support forecasting, operational planning and preparedness. Provide citywide clients with Visit Denver’s Citywide Post-Convention Report, summarizing key convention data and insights to help customers evaluate their Denver meeting and make informed decisions for future events. When appropriate, this report may also include the “ORDA” analysis which provides an estimated percentage of participants that booked hotel rooms outside of their contracted convention hotel block. Oversee the post-convention survey process and proactively utilize client feedback to identify trends, evaluate the Denver meeting experience and inform future improvements. Share findings with the Denver Alliance to reevaluate best practices and enhance the planner and attendee experience. Lead ongoing collaboration among the Denver Alliance Services teams, including Visit Denver, Legends Global event management, Sodexo Live! catering and Hyatt Regency event management, through monthly meetings focused on group needs and expectations, customer profiles, construction and operational updates and other convention-related considerations to ensure consistent and cohesive communication for a seamless customer experience. Work with the DDP, Consolidated Services Group, City officials and departments, partners and others, by taking a lead role in providing delegate services and implementing a welcome program that includes banners, digital billboards, community convention alerts and more. Visit Denver will also collaborate with DEN as construction and new developments are finalized to determine assets and opportunities to welcome convention attendees. Serve as the project lead for the planning and execution of assigned Visit Denver customer, hosted industry conferences and organizational events, such as Denver Daycation, MEET Denver and MICHELN Guide Celebration. Collaborate with internal stakeholders across Visit Denver to drive the planning process, manage logistics, develop creative ideas and solutions and deliver successful events that support organizational goals and showcase the destination.
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Collaborate with the Partnership Department to develop educational workshops for partners that promote new tools and ways to engage with meeting planners.
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Continue to find ways to promote minority- and women-owned businesses to meeting professionals in collaboration with the Partnership Department.
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Work in partnership with the Denver Sports Commission to service and support all efforts regarding tentative and definite events. The uniqueness and short-term nature of these bookings require the Destination Services team to support the bid process, pre-planning, site inspections and onsite planning.
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Partner with Government Affairs to monitor and update Visit Denver’s “Know Before You Go” and “A Downtown for All” that live on the website which provides safety and travel tips to visitors.
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Proactively collaborate with key stakeholders, including DDP, DPD, the City and County of Denver and hospitality partners, to share information on upcoming citywide conventions, monitor potential impacts and stay informed of downtown developments and public safety initiatives to help provide a safe, welcoming and well-prepared community for conventions.
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Partner closely with Denver’s Public Event & Film Permitting (PEFP) office and the Department of Transportation and Infrastructure (DOTI) to stay informed of construction projects, street closures, permitted events and other activities that may impact conventions. Leverage these partnerships to help clients navigate City processes, identify solutions and troubleshoot challenges while maintaining open communication about convention needs and potential impacts.
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Work with Legends Global and Denver Arts and Venues on a coordinated emergency communication plan that is regularly updated.
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Collaborate with clients to identify the most effective opportunities to promote Denver at their preceding-year meeting, utilizing both traditional and non-traditional approaches, with in-person pre-promotion activations evaluated on a case-by-case basis.
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Utilize local intellectual capital, Destination Services will work with leadership to develop a turn-key attendee acquisition program to assist with local and regional outreach to attract attendance, speakers and exhibitors by industry segment.
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Provide online resources for meeting planners to help them minimize their carbon footprint, produce elements of a green meeting and/or find ways to give back locally. Continue to enhance and improve the Voluntourism page and the Green Vendor Directory, which provide options for local individual or group volunteer and corporate social responsibility (CSR).
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Continue professional development through industry organizations such as ESPA and PCMA to learn and implement best practices. Educational opportunities include annual conferences, virtual meetings, webinars and leadership sessions.
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Tourism: Situation Analysis and Markets Three major leisure tourism markets are reviewed in detail: Domestic Consumer Leisure, Domestic Group Leisure and International. Success in the leisure market is driven largely via a combination of Visit Denver’s paid, earned and owned channels. Paid promotions, e.g., advertising campaigns, as well as earned media in the form of public relations and owned channels such as the VisitDenver.com website and social media all combine to deliver to consumers the inspiration they need to select Denver, as well as the planning tools to ensure a successful trip. By reviewing trends and understanding consumer preferences, Visit Denver is better able to direct its domestic and international marketing efforts to maximize results and generate the highest possible return on investment.
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Tourism
Situation Analysis and Markets
DOMESTIC CONSUMER LEISURE MARKET A. National Trends According to U.S. Travel Association in their Spring 2026 Forecast, despite a slower growing economy and higher inflation, domestic travel volume is expected to continue growing in 2026. With prices rising and real incomes under pressure, consumers are likely to shift spending toward more affordable options, particularly day trips and road trips. The modest growth in 2026 is expected to accelerate in 2027 and maintain strong levels through the end of the decade.
Real domestic travel spending has grown, driven over the last few years by inflation, which led to higher travel prices, has somewhat stalled out in 2026 but, like travel volume, is expected to grow in inflation-adjusted terms beginning in 2027 and continuing through the end of the decade.
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Tourism
Situation Analysis and Markets
Longwoods International offers another source for the growth in travel volume. The domestic overnight travel industry grew in 2025, albeit at a slower rate than the immediate post-pandemic time period. The “revenge travel” over-correction that occurred from 2022-2024 has burned itself out as patterns return to historical norms.
Even as travel volume and spending return to historical norms, there have been fundamental changes in the way people plan and book travel, in the way they experience destinations and how destinations approach the visitor experience. This section will attempt to encapsulate those to position how Visit Denver prepares to address them moving forward to ensure continued success.
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Tourism
Situation Analysis and Markets
CONSUMER SENTIMENT & BEHAVIOR The following section relies on the research produced by key partners including Destination Analysts, Longwoods International, MMGY and others. These ongoing studies track the travel industry, as well as the travel sentiment of consumers, and provide constant monitoring of trends in a very unpredictable and rapidly changing travel environment. These insights have become indispensable resources in adjusting and effectively implementing convention and leisure sales and marketing programs.
The Current Domestic Travel Landscape Midway through 2026, the U.S. travel market is relatively stable, despite several aspects of uncertainty that are having a meaningful impact on the market. This uncertainty is largely financial in nature, and takes on a variety of forms, all of which are having a consistent impact on travel intent and behavior. Despite these financial concerns, consumers continue to prioritize travel spending, adding some welcome normality to the market. Despite higher costs, including airfares as much as 26% higher than last year, and with gas still averaging around $4 per gallon, American’s are still hitting the road in record numbers. As stated succinctly by a recent CNBC article, “vacation seems like a non-negotiable.” According to Longwoods International and Miles Partnership from Wave 108 of their American Travel Sentiment Study, the vast majority of Americans have travel plans in the next six months, a figure that has remained remarkably stable over the last 12 months, though it has dropped five points since the previous year.
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Tourism
Situation Analysis and Markets The same study also suggests that consumers have elevated concerns about the impact of various financial measures on their travel decisions, particularly gas prices. According to Longwoods, the impact of gas prices on Americans’ interest in travel has increased sharply since the beginning of the Iran war. Overall concerns about inflation have also increased but nowhere near as sharply as concerns about gas prices.
Future Partners explores these factors in greater detail in their July 2026 “State of the American Traveler” study, and with similar conclusions, namely that consumers are expressing more positive financial sentiment, coupled with diminished concerns about a recession in the next six months.
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Tourism
Situation Analysis and Markets The number of travelers who are excited to travel remains near the study’s all-time high, approaching levels that peaked in 2023-2024 at the height of the “revenge travel” boom.
A rising number of travelers feel that now is a good or very good time to travel, also experiencing a sharp rise over the previous month.
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Tourism
Situation Analysis and Markets In encouraging news for an organization like Visit Denver, projected travel spending remains elevated, signaling consumers’ optimism about near-term expenditures, though possibly also reflecting the reality that persistent inflation has continued to drive high travel prices.
Information from the Summer 2026 edition of MMGY’s Portrait of the American Traveler, a quarterly leisure travel study, is a bit more measured in its outlook, with slight declines reported in both trip volume and spending.
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Tourism
Situation Analysis and Markets Through summer, travel intentions remain high, though the continued impact of inflation and other domestic concerns continue to throw up cautionary flags, causing consumers to consider trimming their trip volume and spending.
Unsurprisingly, travel spending and household income are closely correlated and generational cohorts. Interestingly, trip volume is less affected at the cohort level, but more than evident at the household income level.
Taken together, this research supports the conclusion that the overall domestic travel market remains strong, but with some unsurprising headwinds that indicate the need for caution but not panic.
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Tourism
Situation Analysis and Markets
2026 TRAVEL INSIGHTS FROM MMGY’S PORTRAIT OF THE AMERICAN TRAVELER For years, MMGY’s quarterly Portrait of the American Traveler has documented key travel insights related to intent to travel, planned spending and other considerations. They also report on a variety of new and emerging traveler habits and behaviors, many of which were compiled in their Summer 2026 edition, and all of which are helpful to Visit Denver in planning for future visitor needs. Here is a roundup of some of the trends they are tracking.
Overall Traveler Outlook Snapshot Travel Remains a Priority, but Value is Under Greater Scrutiny ▷
Despite ongoing cost pressures, Americans continue to prioritize travel, with 49% planning a leisure trip within the next three months and travelers expecting to take an average of 3.5 trips over the next year. However, rising costs, particularly gas prices (+20 points) and airfare costs (+11 points), which have seen the largest increases since Q2 2025, are encouraging travelers to be more selective about where and how they spend.
Travelers Are Becoming More Selective ▷
The Summer 2026 travel landscape is defined by resilient demand, growing use of AI and increasingly selective decision-making. ▷
AI has rapidly moved into the mainstream travel planning process, with 52% of active leisure travelers having now used AI tools for travel planning, up 10 percentage points year over year. ChatGPT (57%) and Gemini (42%) lead usage, highlighting how destination discovery and trip planning are increasingly influenced by AI-powered recommendations.
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Americans remain eager to travel; however, rising costs and greater competition for travelers’ attention mean success will increasingly depend on delivering clear value, memorable experiences and targeted messaging for distinct traveler segments.
Other Factors Influencing Travel ▷
Tourism and hospitality sectors are critical drivers to the economic growth and employment in Denver, and Visit Denver is committed to developing a plan for 2027 and beyond to ensure these sectors remain strong and resilient.
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Below are some key and national statistics that help illustrate the current situation and mindset:
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The U.S. Travel Association’s Travel Price Index (TPI) tracks the cost of travel in the United States using U.S. Department of Labor data from the monthly Consumer Price Index (CPI). Released monthly, the Travel Price Index (TPI) is comparable to the CPI while focusing on travel-related expenses.
Technology Is Reshaping How Travelers Discover and Plan ▷
Although established destinations continue to dominate consideration sets, relatively few destinations recorded meaningful growth year over year. Orlando was one of the strongest gainers among major destinations (+3 points), while interest softened for destinations such as New York City (-3 points), St. Petersburg/Clearwater (-3 points) and Palm Springs (-3 points). As travelers become more deliberate in their choices, destinations must work harder to demonstrate value and relevance.
Tourism
Situation Analysis and Markets
August 2026 Overview: Overall consumer prices rose 0.1% in July on a monthly basis, reversing the 0.4% decline recorded in June. Year-over-year CPI growth continued to moderate, reaching 3.4% in July, down from 3.5% in June and 4.2% in May. Housing costs accounted for roughly two-thirds of the monthly increase, rising 0.1%. Energy prices remain elevated, up 14.7% from July 2025, driven largely by gasoline prices, which were 24.6% higher than a year ago. Gasoline prices fell 1.5% in July, marking a second consecutive monthly decline following a 5.7% drop in June. Core prices, excluding food and energy, rose 0.2% over the month and 2.5% over the year. The Travel Price Index (TPI) fell 1.0% in July compared with the prior month, a second consecutive monthly decline that leaves the index 3.0% below its May level. Despite the recent declines, travel prices remained 7.1% higher than in July 2025. That represents continued moderation from the 8.1% year-over-year increase in June and 9.8% increase in May. Unlike June, when falling gas prices drove the overall decline, July’s decrease was led almost entirely by lower hotel prices. Gas prices and airfares remained roughly 25% higher than a year ago.
Category Highlights ▷
Motor Fuel: Gas prices fell 3.0% in July, a second consecutive monthly decline following June’s 9.6% drop. Fuel remains 24.8% higher than a year ago and 41.5% more expensive than in July 2019, the largest increase of any travel category over that period.
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Airfares: Airline ticket prices rose 2.2% in July and have now increased in every month of 2026, up 19.9% since December. Fares were 25.5% higher than July of last year, and 19.2% above 2019 levels, still below the 30.1% increase in overall consumer prices over the same period. Jet fuel prices reversed course in July. After holding below $3 per gallon through the first week, the Argus US Jet Fuel Index rose through the month and closed July at $3.83 per gallon, returning to levels last seen in May.
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Hotels: Lodging prices fell 3.3% in July, following a 2.8% decline in June. This was the largest July decrease since 2017 and leaves hotel prices only 2.6% above the same time last year. Hotel prices were 8.8% higher than in 2019, compared with a 30.1% increase in consumer prices over the same period.
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Intercity Transportation: Bus and rail fares fell 2.1% over the month and were 4.4% lower than a year ago. Intercity transportation remains the only travel category with price levels below its 2019 level, down 5.3%.
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Recreation and Food & Beverage: Both categories saw only fractional monthly changes in July, with recreation prices falling 0.2% and food and beverage prices rising 0.3%. Food and beverage prices were 3.4% higher than a year ago, roughly in line with overall CPI growth, while recreation prices were up 1.0%. (Source: U.S. Travel Association Travel Price Index, August 2026.)
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Tourism
Situation Analysis and Markets
B. Denver Trends In 2025, according to the latest Longwoods International Travel USA Visitor Profile study, Denver welcomed 37.6 million visitors, 1.4% more than 2024. Total overnight visitation remained high in 2025, hitting a near-record 20.1 million, a 1.4% increase over 2024. Overnight leisure visitation saw a healthy increase of 3% to 17.9 million, including a 12% increase in marketable trips – visits from those most receptive to marketing and advertising – to 9.7 million, a jump of 1 million from the previous year. Travel spending by all visitors to Denver in 2025 was $10.5 billion, a slight increase of 1.3% from 2024. Spending by overnight visitors in 2025 was $8.7 billion, equal to the same figure in 2024. Among all traveler types, marketable travelers spent the most at $240 per day, followed by business travelers at $147 per day. Based on May 2026 worldwide passenger traffic (the latest figures available), DEN ranks as the fourth busiest airport in the U.S. and the eleventh busiest airport in the world.
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More than 7.8 million passengers transited DEN in June 2026, a year-over-year (YoY) increase of 2.3% vs. June 2025. Year-to-date (YTD) 2026 passenger traffic totaled more than 40.0 million, 1.5% above 2025. (Source: Denver International Airport Air Service Profile, August 2026) Tier I cultural organizations provided a strong lineup of exhibits and events in 2026. The Denver Art Museum, Denver Botanic Gardens, Denver Museum of Nature & Science and the Denver Zoo continue to be top attractions for Denver. The Denver Center for Performing Arts continued its robust calendar during the 2026-2027 season with shows such as Beauty and the Beast, Waitress, Jersey Boys, Legally Blonde and more. Denver’s blockbuster exhibitions also had a full schedule in 2026. Denver Art Museum hosted shows such as The Stars We Do Not See and the blockbuster DIVA fashion exhibit scheduled for this fall. Denver Museum of Nature & Science exhibitions included the World’s Largest Dinosaurs and Discovering Teen Rex. Michelin recognized 32 Denver restaurants in the third year, including the state’s first two-star restaurant, Wolf’s Tailor, and three one-star restaurants, Alma Fonda Fina, Beckon and Brutø.
Tourism
Situation Analysis and Markets
Visit Denver 2026 Promotions In 2026, Visit Denver executed a robust regional and national campaign and promotional schedule. Several key factors contributed to this: ▷
Advertising budgets continue to grow. This includes the impact of TID funds for key leisure marketing programs.
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Demand for travel overall and for Denver continues to increase, albeit at more historical, single-digit levels. Denver continues to enjoy an outsized advantage here due to the proximity of Rocky Mountain adventure throughout Colorado.
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The Denver travel product is compelling. This importantly includes the rebuilt 16th Street and a robust events calendar.
Visit Denver’s 2026 campaign schedule: For the first time in 2026, the former winter campaign was rolled into a new always on campaign. The always on campaign will run all year (January-December) in national target markets. Due to advanced targeting capabilities from digital partners, this new campaign serves seasonally dynamic messaging based on demand. Potential travelers looking for flights or hotels in winter months receive winter messaging, while those looking for summer trips receive summer messaging. This updated campaign structure allows for increased media efficiency, improved shoulder season growth and accounts for fluctuating travel planning windows. The campaign featured the tagline, “This is How We Denver.” In 2026, the campaign generated more than 51,000 room nights and more than $9.6 million in hotel revenue from those exposed to the ads. Another structural shift that occurred in 2026 was the merging of the former regional and spring/summer campaigns into one new national campaign. Due to overlapping audiences, geographies and messaging, this led to improved media efficiency. The new national campaign, which launched in March and will continue through September, is the biggest of the year and combines the best of the former regional and spring/summer campaigns. Creative focuses on appealing to travelers based on specific interests they can find in Denver: outdoor adventure, music, arts and culture, sports,
family-friendly, dining and events. Using a four-tier system, the national campaign focuses dollars into large target markets: New York, Los Angeles, Chicago, Dallas, Houston and Phoenix, regional markets including Colorado (excluding Denver), Albuquerque, Cheyenne and Kansas City and several “growth” markets, including St. Louis, Detroit, Orlando, Boston, Philadelphia and Atlanta. The campaign also includes a national overlay with specific audience targeting. The national campaign uses the tagline, “This is How We Denver.” The national campaign this year also included a dedicated effort targeting affluent Hispanic/Latino families for travel to Denver. The campaign, featuring Spanglish messaging, also runs under the new tagline, “This is How We Denver.” Through July, the national campaign has generated more than 176,000 room nights and nearly $36 million in hotel revenue. Mile High Holidays, Denver’s holiday marketing campaign, will also return in 2026. The campaign promotes holiday events and festivities, including the return of Visit Denver’s Mile High Tree and drone show, to local and regional customers in November and December. Mile High Holidays is partially funded by the TID. In 2025, the Mile High Holidays campaign generated more than 114,000 room nights and nearly $18 million in hotel revenue from those who saw the ads. In 2026, Visit Denver also ran several smaller campaigns to support local programs like Denver Restaurant Week and Denver Arts Week that are discussed in more detail in those respective sections. This fall, Visit Denver will again partner with Denver Art Museum on a joint campaign to promote its blockbuster fall/winter exhibition, DIVA. Visit Denver will promote this exhibition regionally while the museum promotes it locally. Across all consumer campaigns through July, Visit Denver generated nearly 706 million advertising impressions and nearly 1.8 million conversions on the VisitDenver.com website, the best indicator of demand.
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Situation Analysis and Markets
C. Primary Markets
Denver CityPASS
Denver is the biggest city in a 600-mile radius. This huge, central/western part of the U.S. represents the largest source for potential leisure visitors who come to the Mile High City for its unique combination of urban adventure and access to outdoor recreation.
Denver CityPASS, which launched in May 2018, offers discounted tickets to visit three, four or five of the eight participating Denver attractions with pricing available for both children and adults. Denver CityPASS is sold on VisitDenver. com, as well as other CityPASS platforms and retail locations. Denver CityPASS did not include the Denver Zoo Conservation Alliance from 2022 to 2024, but they came back in 2025. As of June 2025, CityPASS is performing 7% below 2024 in sales with total sales of 1,392 tickets.
NATIONAL SPRING/SUMMER ○ Geographic focus: large target markets (NYC,
Chicago, LA, Dallas, Houston), smaller growth markets (Detroit, Orlando, Boston), regional markets (Colorado excluding Denver, Albuquerque, Cheyenne, Kansas City) and national overlay ○ Main goal: appeal to travelers’ specific interests they can find in Denver, including outdoor adventure, live music, dining and more ○ Timing: March-September
ALWAYS ON TRAVEL ○ Geographic focus: large target markets (NYC,
Chicago, LA, Dallas and Houston), national overlay ○ Main goal: create inspiration through interest-based branding and seasonally dynamic messaging to encourage travel to Denver year-round ○ Timing: January-December
MILE HIGH HOLIDAYS ○ Geographic focus: Colorado (including
Denver metro) and regional markets ○ Main goal: retail, based on availability of events, exhibitions and performances related to winter holidays including the Mile High Tree and the Mile High Drone Show ○ Timing: October–December Markets are evaluated based on a number of factors, including historic performance, website traffic, proximity, prevalence of air lift and multiple other determinants.
D. Niche Markets & Attraction Passes The Bureau continues to market to several key niche markets and offers two multi-ticket cultural attraction programs.
Cultural & Heritage Tourism National research done by U.S. Travel Association shows that cultural/heritage travelers spend more money, stay longer and are more likely than the average traveler to rent a car and stay in a hotel. This vital and critical sector of Denver’s tourism product has roared back to life. The latest Colorado Business Committee for the Arts Economic Activity Study reported $3.12 billion in total economic activity in 2024, a 20% increase over 2022.
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CityPASS Sales ○ 2026 sales through July: 3,974 ○ 2025 sales through August: 2,273 ○ 2024 sales through September: 2,394 ○ 2023 sales through September: 2,428 ○ 2022 sales through September: 2,303 ○ 2021 sales through September: 1,221 ○ 2020 sales through September: 605 ○ 2019 sales through September: 1,386
Mile High Culture Pass The Mile High Culture Pass offers admission to some of the city’s most fascinating attractions, all for the bargain price of $41 for a three-day pass for both children and adults. We sold 388 Mile High Culture Passes in 2025, through July. In 2026, we sold 348 YTD July.
Mile High Culture Pass Sales ○ 2026 sales through July: 348 ○ 2025 sales through August: 1,430 ○ 2024 sales through September: 825 ○ 2023 sales through September: 1,210 ○ 2022 sales through September:
472 (relaunched in April) ○ 2021: inactive ○ 2020 sales through March (inactive after March): 143 ○ 2019 sales through September: 1,506 The Bureau employs a full-time Cultural Tourism Programs Manager to manage all cultural tourism initiatives, including the Denver365 events calendar, programs such as Denver Arts Week, outreach to the cultural community and management of Visit Denver’s neighborhood content program.
Lesbian, Gay, Bisexual & Transgender (LGBTQ+) Markets Destinations around the globe have recognized the value of LGBTQ+ markets because of their propensity to travel. Visit Denver works with the LGBTQ+ community to promote the city to these markets, especially around the annual PrideFest, which, according to The Center at Colfax, was estimated at 500,000 attendees in 2026, similar to previous years (estimated; final official count not published). Visit Denver was again a sponsor of the event.
Tourism
Situation Analysis and Markets Visit Denver was a sponsor of, and advertised Juneteenth, Black Pride Colorado, Cinco de Mayo and The Colorado Dragon Boat Festival and the Chicano Music Festival in an effort to support these communities. This effort is critically important to Visit Denver’s operations because of the business opportunities these markets represent. Visit Denver will continue to serve as a welcoming city to these historically marginalized populations.
According to 2020 Census data, the U.S. is becoming increasingly diverse and multiracial:
Denver’s ongoing potential in this market is based on a combination of the city’s strong LGBTQ+ community and its growing reputation for cuisine, shopping, arts, culture and entertainment and proximity to the Rocky Mountains. Visit Denver is dedicated to showcasing inclusivity in consumer marketing programs using photos and video featuring members of the LGBTQ+ community as well as a committed component of the spring/summer campaign dedicated to this market.
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The Multiracial population has changed considerably since the last census in 2010. It was measured at nine million people in 2010 and is now 33.8 million people in 2020, a 276% increase. (2020 U.S. Census)
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The Hispanic or Latino population, estimated at 18.7% of the population, grew 23% since 2010. (2020 U.S. Census)
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Hispanics have $1.5 trillion in buying power with $73 billion spent on travel. (Nielsen)
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The Hispanic population is projected to grow by 82%, compared to only 9% for the nonHispanic population. Latin consumers are also the youngest minority group, with a median age of 31 years old. (Nielsen, Diverse Intelligence Series)
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Colorado is one of the top 10 states where Latino consumers are spending their money, totaling $31 billion. (Nielsen, Diverse Intelligence Series)
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More than 12% of the population identifies as Black/African American. (2020 U.S. Census)
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The buying power of the Black population continues to grow, reaching $2.1 trillion in 2025, up from 2000 when it reached $1.3 trillion. (Nielsen, Diverse Intelligence Series)
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There are estimates that there are 80 million U.S. consumers who qualify as disabled due to one or more conditions, including those with ambulatory, cognitive, hearing or vision impairments. (Exploryst)
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The disabled market is estimated to represent $1.2 trillion in buying power. (Exploryst)
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Visit Denver maintains a collection of resources devoted to these markets. This includes:
In 2023, Visit Denver contracted a writer from the community, who continues to release new content for this community. In addition, in 2024, Visit Denver became a member of IGLTA, an LGBTQ+ association that provides information and resources for LGBTQ+ travelers and expand LGBTQ+ tourism globally. Through IGLTA, Visit Denver is amongst Marriott, Disney and American Express, just to name a few, to support LGBTQ+ travel while continuing to be the welcoming city that it is.
Multicultural Markets Visit Denver continues to expand its promotional reach to a variety of multicultural markets. As has been the case historically, both the Hispanic/Latin and Black segments of these multicultural markets are a priority for the Bureau. The Hispanic/Latin market offers potential for growth in leisure travelers to Denver, partially because of the large regional Latin population. For the Black market, the focus is on meetings, conventions and fraternal events, as well as driving leisure travelers to the city. Recently, the multicultural list has expanded to include those with disabilities (physical, cognitive, blind/visually impaired and deaf/hearing impaired), as well as the Asian American/Pacific Islander (AAPI) market. In late 2024, Visit Denver released an Accessible Guide to provide resources for the different types of disabilities and needs of travelers. Denver attracts these segments by showcasing the city’s diverse population, as well as its diversity in dining, shopping, outdoor recreation, cultural events, attractions and unique neighborhoods. As noted above, Visit Denver will continue to target this audience at other times of the year. Additionally, photography and video that represent members of these communities are incorporated into brand messaging and marketing to highlight the city’s rich cultural heritage. In 2026,
○ National and regional Spanish-language
consumer advertising designed to reach Hispanic/Latino audiences as part of spring/summer, fall and Mile High Holidays campaigns. ○ Expanding diverse content on the VisitDenver.com website as well as across the Bureau’s social media channels in what is referred to as an “always on” fashion.
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Situation Analysis and Markets City destinations viewed as competitors for Denver within the Rocky Mountain region and the Western U.S. include: ▷
Many destinations worldwide are investing in marketing efforts and technology, which make it easier for destinations of all sizes to compete for a piece of the travel and tourism pie. Denver has remained competitive in these efforts by positioning the city as an urban destination combined with outdoor activities, but still has a myriad of competitors, from national and international cities to cruises, theme parks, outdoor adventure tour operators and beach vacations.
Seattle and Portland: Seattle’s location on the West Coast is attractive. It boasts a vibrant downtown complete with renowned attractions, as well as a reputation for technology and innovation. The city also offers easy access to many scenic outdoor attractions. Portland (in many ways similar to Denver) has a hip, young atmosphere, a walkable downtown, a bike-friendly reputation and a strong culinary and craft beer scene. Denver’s proximity to the Rocky Mountains is a plus, but Portland also promotes easy access to Oregon’s wine country and the scenic Oregon Coast. Both cities’ reputation suffered as they became early hotspots for COVID cases. Portland remains in the news as its downtown area continues to be plagued with crime and safety issues and a very visible population of people experiencing homelessness.
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Phoenix/Scottsdale: The Phoenix/Scottsdale area has many five-star resorts and the cities are significantly closer to the major attraction of the Grand Canyon. The two cities have established themselves as sunny destinations for golf and luxury resorts/spas. This is definitely a seasonal competitor during colder months, but extreme heat essentially takes this city off the table for summer travel.
Denver must showcase its safe, exciting, unique and compelling offerings to reserve a spot on the “short list” with potential visitors. While high-profile events and conventions have broadened awareness of the Mile High City, consistent marketing and delivering on the promise of a “mustexperience” combination of urban destination with outdoor activities is crucial to continued success. Photography, videos and other creative messaging help tell the story of how the spirit of the Rocky Mountains inspires both visitors and locals to explore the city.
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Salt Lake City: Salt Lake City has a positive image as a ski destination and is somewhat closer to the mountain resorts than Denver. While it may not have as strong a reputation for urban experiences, it is well known for outdoor activities in the summer as well as winter; and it has made infrastructure investments, from shopping complexes to highways and a new airport that opened in September 2020 to support tourism.
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San Diego: San Diego is a well-branded West Coast city with must-see urban and outdoor attractions that appeal to all ages. The city has maintained a very positive destination image that includes an “always sunny” weather perception among business and leisure travelers. In addition, San Diego also has a walkable, vibrant downtown, plenty of great restaurants, art and culture and access to outdoor recreation and beautiful scenery.
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Nashville: This Midwest destination has a strong urban brand and is similar in size to Denver. Its crossroads, mercantile roots mirror Denver’s, and it also left behind a historic downtown that has been revitalized in recent years. Nashville’s superior entertainment and music brand makes this city a draw for younger visitors, especially those on special occasion trips like bachelorette parties and guys getaways.
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Austin: The Texas capital continues to provide a worldclass visitor experience, attracting people to the state who are drawn by its combination of live music, outdoor experiences (especially on its central river features) and food, particularly barbecue.
E. Competitive Overview
In 2026 and beyond, the competitive edge will go to the destination that not only maintains its brand, but can also deliver on the promise of safety, cleanliness and confidence. Furthermore, the impact of climate change, including extreme heat events and wildfires, became much more important as many U.S. destinations experienced one or both events in 2023. Denver’s generally mild climate continues to help the city’s reputation, though a significant 2026 fire season did not help this. Factors contributing to a positive visitor perception in Denver and Colorado, especially compared to several traditionally competitive cities, include: ▷
Strong brand as an outdoor recreation destination, paired with “best of both worlds” messaging
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Reputation for exciting dining, nightlife and cultural scenes in a city with diverse, vibrant neighborhoods
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Reputation for being easy to get to, paired with reinforcement of the strength of Denver International Airport and with the appeal of western road trips
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Situation Analysis and Markets Denver Arts Week Initiated by the Bureau in 2007, Denver Arts Week is a celebration of all arts and culture genres in Denver. YEARS OF CREATIVITY & CULTURE The primary goals of this local and regional marketing initiative are to generate awareness of Denver’s thriving and diverse arts and cultural activities with residents and visitors, and to help build new audiences for Denver’s arts and cultural organizations. PRESENTED BY
F. Local & Regional Tourism Marketing Initiatives Denver Restaurant Week In its 22nd year of promoting the Mile High City’s dining scene, Denver Restaurant Week 2026 continued the established 10-day long format and multi-course dinner for $25, $35, $45 and $55 price points, spanning two full weekends from March 6-15. 345 local restaurants participated, up 10% from the prior year. Post-event research estimates: ▷
Meals served: 169,556
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Revenue generated: $15.8 million in spending at participating restaurants, delivering a much-needed economic boost to struggling restaurants
In 2025, Visit Denver launched a new Diner Portal, allowing diners to create accounts and favorite restaurants and keep track of where they visited. This was continued in 2026, and 3,037 new diner accounts were created, totaling 7,677 diner accounts and an additional 3,173 opt ins to the Visit Denver e-newsletter. In 2026, a revamped Bootcamp was introduced for restaurants to engage with the program and learn from long time participating restaurants. The new Bootcamp is called Setting the Table, which allows for larger engagement with sponsors of the program and a more dynamic event, partnering with Colorado Restaurant Association and Eat Denver. In total 179 people attended the event. Denver Restaurant Week is supported by a multimedia advertising campaign that includes television, digital ads and billboards, as well as a full complement of public relations, social media and search engine marketing support. The website received 2.5 million total views, with a decrease of 8% YOY; while the PR team garnered more than $11 million in Advertising Value Equivalency (AVE). Denver Restaurant Week 2027 will take place from March 5-14. Program timing is based on data from other key events and large conventions happening in the city.
Denver Arts Week 2025 took place Nov. 1–10 and saw a record 700+ events from more than 250 cultural organizations. Denver Arts Week again included signature programs like expanded First Friday Art Walks and Free Night at the Museums. All events were promoted on DenverArtsWeek.com and through a dedicated local marketing campaign, as well as through Visit Denver’s social media and public relations channels. Free Night at the Museum reported 32,764 participated in the program. Denver Arts Week 2026 will take place Nov. 6-15.
Denver Beer Week Denver Beer Week was created to position Denver as America’s craft beer capital. It is usually staged around the Great American Beer Festival (GABF), one of the largest beer competition in the world, and includes a metro-wide campaign promoting all the beer-related events that happen around GABF. In 2024, Visit Denver discontinued the Denver Beer Week program, though the Great American Beer Festival and adjacent events will continue to be promoted. The Denver Beer Trail will also continue to exist and will be updated annually.
Neighborhoods Initiative Because travelers are seeking authentic experiences, marketing the “hidden gems” found in Denver’s neighborhoods is a great way to showcase the city’s uniqueness. Many of Denver’s cultural treasures, including galleries, theaters, museums, independent shops and chefowned restaurants, are located throughout the city’s diverse neighborhoods. Neighborhood content remains an important component on VisitDenver.com. Updates to existing videos and dedicated landing pages that overview Denver neighborhoods continue annually to help enhance content. Visit Denver worked on making the Neighborhood Guide on the website more user friendly as well as mobile friendly. The written content has been updated to make it easier for visitors to understand the makeup of the neighborhoods and an interactive map was completed in Q4 of 2023, where visitors are able to click on each neighborhood and see the key aspects of each neighborhood. Videos continue to be updated as needed. The Neighborhood section of the website will be reviewed in 2026 and updated in the transition to the new website.
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Situation Analysis and Markets
DOMESTIC GROUP & TRAVEL TRADE LEISURE MARKET A. National Trends The American Bus Association (ABA) includes approximately 1,891 motorcoach and tour companies in the United States and Canada, managing 50,968 coaches. According to the ABA Foundation Research, the motorcoach industry was flat in 2025 compared to 2024. The National Tour Association (NTA) is North America’s leading association for the packaged travel industry, connecting approximately 700 tour operators from the United States, Canada and Mexico with more than 1,100 supplier organizations, including destinations, hotels, attractions, restaurants, transportation providers and other travel businesses. NTA’s November 2024 survey found that 44% of suppliers expected to finish 2024 ahead of 2023, and 66% anticipated business growth in 2025. However, a joint survey by NTA, the American Bus Association and the Student & Youth Travel Association released in April 2025 found that 63% of suppliers had already experienced losses in business, bookings or visitation from Canadian and other international groups. By November 2025, NTA’s annual member survey showed the market had stabilized: a majority of tour operators reported stronger sales than the previous year, and most DMOs expected visitation to remain stable or grow in 2026, although reduced Canadian visitation continued to affect many destinations.
B. Denver & Colorado Trends Expanding on the success of the Hotelbeds Travel Trade Domestic marketing campaign in 2025, which generated 15,569 room nights, in 2026 the Hotelbeds marketing campaign generated 19,054 room nights YTD through July. campaign runs through November and additional room nights are expected. The Tourism Department tracks all domestic group leads and service referrals generated from specific travel trade clients, small groups, weddings and reunions. The department tracked 369 leads and referrals for the domestic wedding market as of July 2026 compared to 431 for the same period in 2025. Colorado continues to be a highly desirable destination for the group tour market, offering iconic landscapes, wide-open spaces and world-renowned national parks. Denver serves as the ideal starting point for exploring not only Colorado’s natural wonders, but also many of the renowned national parks and scenic destinations throughout the Rocky Mountain West. Combined with Denver’s vibrant arts and culture scene, exceptional dining and convenient air access, the destination offers group travelers the best of both urban experiences and outdoor adventure.
C. Target Markets & Results This market is comprised of tour operators, travel companies, motorcoach companies and non-professional group leaders. 108 // VisitDenver.com
This segment has not fully recovered since COVID. Traditional escorted leisure group travel has recovered substantially but the market has shifted towards smaller groups, higher prices and shorter booking windows. Although largely impacted, the Tourism Department continues to service group travel planners in the following segments: ▷
Motorcoach tours – Primarily mature adults and specialinterest groups such as entertainment and social clubs.
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Student tours – Primarily music and band performing groups and educational tours seeking performance venues and clinics, educational activities, hotels and restaurants.
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Family and class reunions – Individual planners seeking information on hotels, restaurants and attractions suitable for groups.
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Weddings – Individual planners seeking assistance with services, venues and hotels. VisitDenver.com has automated wedding planning services.
Tracking of travel companies indicates that 17 new travel packages of Denver in 2026 were added as of July, compared to 22 in 2025. Canyon Spirit continues to be important in bringing travel groups into Denver, with the First Passage to the West service from Denver to Moab, and with the addition of the new extension reaching Salt Lake City in 2026. The 2026 TourTrackerPro© Report was purchased to estimate the number of room nights in Denver. Combined with the total numbers tracked, the total number of room nights in Denver for 2026 is 10,560, which is 2% above 2025. The number of companies selling groups to Denver increased from 55 in 2025 to 58 in 2026, and the number of group overnights increased from 520 to 528 in 2026.
D. Competitive Overview Colorado and the Western U.S. are favorable travel destinations with open spaces and national parks, putting Denver in position to be a great destination as well as a gateway city for motorcoach trips through the West. Because of Denver’s remote location in the U.S., a tour from any distance often combines air travel with a motor coach, making air access and air travel sentiment important factors in running a tour that starts or ends in Denver. Phoenix and Salt Lake City – Both cities offer proximity and easy access to famous national parks, despite Colorado being home to four national parks of its own. Colorado Springs, Grand Junction, Fort Collins and Loveland – These destinations offer a “small town” feel, convenient (often free) motor coach parking, easy access to attractions and the perception of being safer with lower populations. The perception (or reality) of lower hotel prices than Denver also makes them attractive options for an overnight in Colorado instead of in Denver. The Colorado Springs and Pikes Peak area attractions have always been popular for motorcoach groups, and Grand Junction Wine Country has gained recognition in recent years. Fort Collins and Loveland have invested more in tourism marketing in recent years as well.
Tourism
Situation Analysis and Markets
INTERNATIONAL MARKET A. Travel Trends to the U.S. According to the U.S. Travel Association, international visitations to the U.S. are projected to be at 89% of 2019 in 2026. This projection is from Tourism Economics data provided in Spring of 2026. Key risks and challenges remain, and they have influenced the longer time frame for a full recovery (2029 or later). These include: ▷
Additional $250 visa integrity fee for tourist visas added by the Big Beautiful Bill
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Excessive visa wait times
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Unfavorable (i.e., strong dollar) exchange rate
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Slowdown in the global economy and recession in many key inbound markets
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Increasing global competitiveness
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Lack of federal prioritization for inbound travel
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Impact of the war in Iran on the economies of our key international markets
U.S. destination marketers look to the Brand USA marketing organization to help bolster the image of America as a premier travel destination globally. Currently, Brand USA has active representation in 15 international markets covering over 25 international markets. Denver has exposure on their global consumer website VisitTheUSA.com and other digital platforms. Brand USA’s marketing initiatives have generated significant economic benefits for the United States. In FY2025 alone, Brand USA’s marketing efforts generated approximately 926,000 incremental international visitors, $3.3 billion in incremental visitor spending, supported nearly 45,000 jobs, generated nearly $1 billion in tax revenue and produced $7.2 billion in total economic impact. The U.S. Travel Association continues to advocate for policies that strengthen international visitation, including restoring Brand USA’s federal funding to its historic $100 million level. Although Brand USA is currently operating with reduced federal funding, bipartisan legislation has been introduced to restore full funding.
Canada and UK remain the United States’ two largest international source markets and continue to account for approximately 40% of all international arrivals. However, international visitation declined in 2025, driven primarily by reduced Canadian travel and broader geopolitical and economic headwinds. According to Tourism Economics and the U.S. Travel Association, international inbound visitation is expected to begin recovering in 2026 but is not projected to return to 2019 levels until approximately 2029. International visitors remain among the most valuable travelers to the U.S. economy because they stay longer and spend substantially more than domestic travelers. Brand USA reports that international travelers generate significantly higher per-trip economic impact through spending on lodging, dining, attractions, shopping and transportation, making international visitation a critical driver of tourism revenue for destinations such as Denver. Inbound international travel spending is expected to rebound 6.1% in nominal terms in 2026, with gains to the United States led by the leisure segment. Visit Denver 2027 Marketing Plan // 109
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Situation Analysis and Markets
COMMUNICATIONS, SALES & MARKETING EFFORTS The international travel environment continues to evolve as destinations compete for a slower-than-expected recovery in global visitation. According to the U.S. Travel Association, international travel to the United States remains sensitive to global sentiment, geopolitical conditions, visa processing and traveler perceptions regarding entry into the country. While international visitation is expected to grow in 2026, full recovery to 2019 visitation levels is not anticipated until later in the decade. As a result, destinations must place greater emphasis on building traveler confidence, providing accurate travel information and maintaining strong relationships with international distribution partners. Visit Denver’s international communications strategy focuses on maintaining Denver’s visibility in key markets through earned media, digital marketing, travel trade engagement, cooperative partnerships and destination storytelling. Marketing efforts emphasize Denver’s authentic neighborhoods, arts and culture, culinary scene, outdoor experiences, accessibility and convenient international air service while reinforcing Denver as a destination that can serve as both a primary vacation destination and a starting point for exploring the Rocky Mountain region. Online travel agencies (OTAs) like Expedia are a global marketing asset. Expedia and other OTAs are also striving to package more activities and attractions in destinations by increasing their international marketing efforts. Brand USA has established an international partnership with Expedia and Booking to launch consumer marketing programs in which U.S. destinations can invest. Visit Denver has partnered with Expedia and Booking in the past and will rely on their data to make plans for future marketing investments when and where appropriate. In Mexico, we work with the OTAs that are most relevant for the market, such as Price Travel and Despegar. International travel to the U.S. still heavily depends on relationships with international travel companies. The strongest segment for international travel to the U.S. is individual travelers (FITs), rather than traditional group travelers. Most companies that have traditionally worked with travel agents to reach consumers have now added consumer-facing websites. While travelers increasingly research and book directly online, international travel advisors, tour operators, wholesalers and online travel partners remain essential to Denver’s global distribution strategy. These partners expand the destination’s reach, influence purchasing decisions and package Denver into broader U.S. itineraries, particularly in long-haul markets. Visit Denver invests in ongoing travel trade education through webinars, training programs, sales missions and familiarization opportunities to ensure partners have the latest information on destination experiences, hotel inventory, attractions, events and international air service. Maintaining strong relationships with the travel trade continues to be a cornerstone of Denver’s international tourism strategy.
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B. Travel Trends to Denver & Colorado Denver offers a distinctive blend of urban experiences, arts and culture, culinary excellence and access to the Rocky Mountains that appeals to a wide range of international travelers. The city attracts visitors with diverse travel motivations, from first-time visitors exploring the American West to experienced travelers seeking emerging destinations with authentic local experiences. Denver’s vibrant dining scene, award-winning museums, performing arts, professional sports, walkable downtown and easy access to outdoor recreation continue to strengthen its appeal in international markets. The city’s recognition in the MICHELIN Guide has elevated Denver’s profile among global culinary travelers, particularly in key European markets such as the United Kingdom, France, Germany and Italy. At the same time, Denver serves as an ideal gateway for visitors combining urban experiences with Colorado’s iconic outdoor attractions, including Rocky Mountain National Park, ski destinations, scenic byways and other regional experiences. Denver’s location, extensive air service and transportation infrastructure position it as both an arrival point and a hub for exploring the broader American West. Many international visitors visiting the West begin and end their U.S. vacations in Denver, incorporating the city into multi-destination itineraries that showcase Colorado and neighboring states. As international travelers increasingly seek authentic, experiential travel, Denver continues to benefit from its unique combination of culture, outdoor adventure and Western heritage. Visit Denver also serves as a basecamp destination within the Great American West, a regional destination marketing partnership that promotes the American West in key international markets. Through this collaboration, Denver is featured as an important entry point and itinerary component in the following markets: ○ United Kingdom ○ Germany, Austria and Switzerland ○ Benelux (Belgium, Netherlands and Luxembourg) ○ France ○ Italy ○ Australia and New Zealand ○ Nordic countries (Denmark, Norway,
Sweden, Finland and Iceland) Tourism Economics provides estimates of international visitation to Denver and Colorado, including visitor volume and overnight stays in paid accommodations. These estimates are developed using multiple data sources, including the U.S. Department of Commerce National Travel and Tourism Office (NTTO), airline passenger data (OAG), lodging performance data and visitor spending information. While Tourism Economics offers trip-purpose analysis through some of its research products, the destinationlevel estimates used by Visit Denver primarily report total international visitation and do not separately estimate leisure and business travel. The research provides a consistent framework for tracking international visitation trends and informing Visit Denver’s market development strategies.
Tourism
Situation Analysis and Markets
2026 & the Road to Recovery Following a projected decline in international visitation during 2025, Tourism Economics forecasts continued long-term growth for Denver’s international market. The 2025 downward revision reflected the anticipated impacts of global economic conditions, exchange rates, geopolitical uncertainty and changes in U.S. policy that affected international travel demand. Looking ahead, Tourism Economics projects that Denver will return to 2019 international visitation levels by 2029, representing approximately 8% growth between 2024 and 2029. While the pace of recovery has been slower than previously anticipated, the long-term outlook remains positive as international air service expands, consumer confidence improves and demand for U.S. travel strengthens.
sustained investment in international marketing, travel trade partnerships, airline development and destination promotion to position Denver for long-term growth in key global markets. International overnight visits to Denver are expected to increase by 2% (to 505,000) in 2026, as forecasted and adjusted by Tourism Economics in July of 2026. International travel spending in Denver is forecasted to grow by 2% in 2026, to $450 million in 2026. Tourism Economics is projecting growth of 11% from 2026 to 2029 in international overnight visitors. In addition, Tourism Economics forecasts international nights in paid accommodations in Denver will grow 34% from 2022 to 2026 to over 1.45 million room nights.
International overnight visitation is also expected to continue growing. Tourism Economics projects that international visitors will generate more than 1.5 million paid accommodation room nights in Denver, highlighting the importance of international visitors to the city’s tourism economy. These forecasts reinforce the need for
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Situation Analysis and Markets
Denver’s largest source markets for 2025 are Canada (with 143,000 arrivals or 30% of total international arrivals), followed by the U.K., Mexico and Germany.
According to Tourism Economics, Denver is outpacing comparable North American cities from 2026 to 2028.
Trips to Denver tend to be shorter than those to the United States as a whole, with three nights the average length of a trip in 2025, compared to 6.6 nights for the United States. 2025 has seen the addition of several international nonstop flights, totaling 35 international nonstop flights, the most Denver International Airport has seen.
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Situation Analysis and Markets
Destination
Airline
Service
Querétaro, Mexico (QRO)
Volaris
Launched June 3; twice weekly and year-round
Providenciales, Turks and Caicos (PLS)
United Airlines
Begins Dec. 19; Saturday service through April 24, 2027
Denver’s international air service continued to expand in 2026, with new nonstop service to Querétaro, Mexico, launched in June and seasonal service to Providenciales, Turks and Caicos, scheduled to begin in December. These additions support DEN’s network of 35 international destinations across 19 countries, the largest international network in the airport’s history. At the same time, 2026 will mark the final season of Aer Lingus’ nonstop service between Denver and Dublin, which is scheduled to conclude on Sept. 28. The decision is part of a broader Aer Lingus network and cost restructuring amid elevated fuel costs, increased competition on North Atlantic routes and weaker financial performance. Denver is one of several U.S. markets affected, with service to Minneapolis and Las Vegas also being discontinued and Seattle transitioning to summer-only service.
New nonstop international flights in 2026: Carrier
New Route
Launch Date
Notes
United
DEN → Rome (FCO)
May 1, 2025
Denver’s first nonstop to Rome
United
DEN → Mexico City (MEX)
Oct. 26, 2025
Daily service with 737 MAX 8
United
DEN → Punta Cana (PUJ)
Oct. 26, 2025
Daily service — only nonstop option
Volaris
DEN – Monterrey (MTY)
Apr. 1, 2025
Regular nonstop service
Aeroméxico
DEN – Guadalajara (GDL)
Jan.–Apr. 2025
Weekly (seasonal)
Aeroméxico
DEN – Monterrey (MTY)
Jan.–Apr. 2025
Twice-weekly (seasonal)
C. Partnerships Partnerships are crucial to international marketing successes: ▷
Colorado Tourism Office (CTO) – On July 1, 2021 the CTO reinstated its international representation contracts with several countries that were paused in 2020. The office now employs in-market representatives in the U.K., Germany/Switzerland/Austria, France, Australia/New Zealand, Mexico and Canada, which continued in 2026.
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Rocky Mountain International (RMI) – RMI collaborates between Wyoming, South Dakota, North Dakota, Idaho and Montana to market the Great American West and pursue the U.K., Germany/Switzerland/Austria, Italy, France and Benelux markets. In July 2021, RMI resumed full representation in the Nordic countries and Australia/New Zealand. Denver is a gateway city partner represented in all markets, now competing with Minneapolis/St. Paul/Bloomington.
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Colorado Ski Country USA and Colorado Ski Industry Partners – Collaborative marketing in Europe, Asia, Australia, Mexico and South America aims to increase the length of stay in Colorado and include pre- or post-ski visits to Denver.
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Brand USA – Cooperative marketing opportunities are available through the national tourism marketing effort that has fully integrated marketing campaigns and inmarket representation in 16 international markets covering 28 international markets across more than 20 countries and territories. Travel from these markets makes up 90% to 95% of inbound visitation to the United States.
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Denver International Airport (DEN) – Increased collaboration with DEN helps to maintain and pursue new nonstop service to Denver and increase the number of visitors to Denver and Colorado.
D. Results ▷
Travel packages for Denver were also marketed internationally by over 350 international travel companies.
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Many travel companies have new staff and Visit Denver continued to compile new contacts in 2026. In 2026, a total of 15,393 international room nights were tracked through July, through international marketing efforts.
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E. Target Markets The Tourism Department works with international travel companies and tour operators to increase visitation to Denver through the following product offerings:
International Airport, the city now offers more nonstop international destinations than ever before, creating new opportunities to attract leisure visitors, business travelers and international tour operators from key global markets. Visit Denver collaborates with Brand USA, CTO, DEN and The Great American West through marketing campaigns, to leverage the Bureau’s investment to its greatest potential.
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Denver city stays featuring hotels combined with attractions, dining, sports, arts and cultural experiences and optional transportation or sightseeing activities.
Primary International Target Markets
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Colorado fly-drive itineraries that position Denver as the basecamp to a Colorado vacation, including selfdrive journeys by rental car, motorcycle or RV. These itineraries typically include overnight stays in Denver before visitors begin their road trip.
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Performance in prior year
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Forecasted performance in future years
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Nonstop flights
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Visa waiver status
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Geopolitical environment
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Brand USA, CTO and The Great American West support and priorities to maximize budget and reach
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Target Markets:
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Western U.S. fly-drive itineraries that feature Denver as a basecamp to the Rocky Mountain West, connecting Colorado with neighboring states through multi-state self-drive vacations.
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Escorted and small-group tours that include Denver as part of a broader Rocky Mountain or Western U.S. itinerary.
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Denver hotel inventory available through international tour operators, wholesalers, online travel agencies (OTAs) and dynamic packaging platforms that allow travelers to build customized vacations.
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Special interest and themed itineraries highlighting Denver’s arts and culture, culinary scene, outdoor recreation, sports, music and seasonal events to appeal to specific international traveler segments.
Target international markets for Denver are determined by nonstop air service, traveler demand, market potential and strategic tourism opportunities. Canada and Mexico continue to be Denver’s largest international source markets, supported by strong air connectivity. Following several years of record international air service growth at Denver 114 // VisitDenver.com
Primary target markets have been picked by the following factors:
○ Canada ○ United Kingdom ○ Mexico ○ Germany/Switzerland/Austria ○ France/Benelux
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○ Australia/New Zealand Secondary Markets: ○ Italy ○ Japan ○ South America ○ Nordic Countries (Iceland, Norway,
Sweden, Denmark and Finland)
○ Asia Pacific
Tourism
Situation Analysis and Markets
F. Competitive Overview
Seattle and Portland
Denver competes with destinations that offer strong international air service, globally recognized brands, iconic attractions and established positions as gateways to the United States and the American West. Denver’s competitive advantage is its role as the premier basecamp to the Rocky Mountain region, offering easy access to Colorado’s outdoor recreation, national parks, ski resorts, vibrant urban experiences and authentic Western culture.
Seattle has strengthened its position as a major international gateway through expanded long-haul service to Europe and Asia and continued investment by Alaska Airlines and Delta Air Lines. Seattle competes with Denver for international visitors seeking outdoor recreation, national parks, cruises and Western U.S. itineraries. Portland remains an attractive destination for travelers interested in food, craft beverages and outdoor experiences, although its international air service is more limited than Seattle’s.
Key competitors include Chicago, Las Vegas, Los Angeles, Minneapolis, Phoenix, Salt Lake City, San Francisco, Seattle and Portland, each offering distinct advantages to international travelers.
Phoenix and Las Vegas Phoenix is recognized for its luxury resorts, golf, desert experiences and proximity to the Grand Canyon and other Southwest attractions. Las Vegas remains one of the world’s most recognizable tourism destinations, attracting visitors with entertainment, gaming, dining, sports and major events. Both cities offer extensive international air service and serve as gateways to the American Southwest, often competing with Denver for self-drive itineraries and Western U.S. vacations.
Salt Lake City Salt Lake City continues to build its international profile through Delta Air Lines’ global hub, growing international air service and worldwide visibility generated by hosting the 2034 Olympic and Paralympic Winter Games. Utah’s sustained investment in destination marketing and its globally recognized national parks make it a strong competitor for international leisure travelers.
Los Angeles and San Francisco Los Angeles and San Francisco remain among the nation’s premier international gateway cities, supported by extensive nonstop air service and strong global brand recognition. California’s iconic attractions, coastal experiences, wine regions, entertainment industry and world-renowned theme parks continue to make these destinations primary entry points for many international visitors.
Chicago Chicago remains one of North America’s leading international gateway cities with exceptional global air connectivity, a strong meetings and conventions industry and internationally recognized cultural attractions. As one of the largest U.S. destinations for overseas visitors, Chicago competes for both leisure and business travel.
Minneapolis Minneapolis-St. Paul benefits from Delta Air Lines hub operations, growing international service and strong connections to Northern Europe. The destination competes for meetings, sporting events and travelers interested in urban experiences combined with outdoor recreation.
Denver’s Competitive Position Denver differentiates itself by combining a vibrant, walkable urban destination with immediate access to the Rocky Mountains and Colorado’s year-round outdoor recreation. The city offers one of the fastest-growing international gateway airports in North America, a thriving culinary and cultural scene, professional sports and easy access to iconic destinations throughout Colorado and the American West. This combination positions Denver uniquely as both a destination and a gateway for international travelers exploring the region.
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Tourism: Public Relations Trends As travelers become more discerning in their planning, they continue to look to trusted media sources to be inspired, find travel experiences and discover destinations where they can get good value for their travel budgets. Denver remains a popular destination in a continually more competitive travel space and the media coverage reflects that. As leisure travel continues at a steady rate, journalists are on the move, and they are producing global stories to inspire travel and support the industry. Year-to-date through July in 2026, the Communications Department has generated more than $52 million of global, positive print, broadcast and online earned media coverage featuring Denver as a top travel destination. As priorities, news cycles, the media landscape, international sentiment, the economy and traveler habits change, travel journalism continues to evolve to fit demands, and the Visit Denver Communications Department’s success depends on being attuned to these trends. Traditional media outlets continue to evolve and major longstanding travel publications and travel sections across the globe continue to see changes. The ongoing shift toward digital news, social media outlets and generative AI chatbots continues, further suffocating advertising revenue for traditional operations. Some travel sections that previously focused on international bucket list trips have shifted their focus to be more regional or even profiling neighborhoods within their city; others run more syndicated columns creating even less space for tailored placements. It has become less surprising to learn of online publications utilizing affiliate placements, a workaround for paid placements and previously seen primarily in the consumer packaged goods space.
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As media house budgets shrink, so does the pool of journalists available to pitch. In 2025 the U.S. had 75% fewer reporters working compared to 2002 (MuckRack and Rebuild Local News 2025 study). The ratio means that PR pros need to be more persistent and creative with pitches to grab the attention of journalists, even those with strong relationships. It continues to be essential for public relations professionals to have individual time with media and to show the media they are a priority by simply showing up in person, be it for a familiarization (FAM) trip, international marketplace or pitch meeting. In-person media marketplaces continue to be a valuable space to connect with journalists, as well as media desksides at a journalist’s closest coffee shop as working from home or the nomadic lifestyle continues to be popular for travel media. Individual meetings have become increasingly harder to secure as journalist’s time is at a premium. However, personal relationships with journalists remain essential as 55% of journalists say deciding what stories to work on is a mix of pitching and assignments, while 40% say they pitch and choose their own stories outright. Just 3% say their editor or manager fully assigns their work (Muck Rack State of Journalism 2026). Taking into account this landscape, the following public relations trends offer a snapshot of a rapidly evolving industry. As budgets shrink and journalists are expected to produce more stories on a widening scope of beats, relationships and trust between public relations professionals and journalists are increasingly important. The Communications Department develops these relationships and closely monitors these trends to provide timely, tailored and imaginative pitches to heighten Denver’s profile as a destination.
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Artificial intelligence continues to be a hot (and controversial) topic throughout the media and journalism industry; its use in public relations and travel journalism is still evolving.
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Travelers are increasingly using AI resources to research and plan travel. These AI tools most often use third-party sources, especially niche publications that are seen as more authoritative by algorithms. As a result, earned media is more relevant as destinations seek visibility. According to Muck Rack, more than 89% of links cited by AI are earned media, and travel ranks fifth across all 17 sectors in journalism citations at 30%. Some of the most cited domains in AI include Axios, Forbes, The Points Guy, Tripadvisor and Reddit. The Department has had success in placing stories in Axios, Forbes and The Points Guy; Tripadvisor and Reddit do not have an editorial arm currently.
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Many PR teams are focused on securing coverage in high authority publications and are making content easier for AI tools to parse, such as using clear answers or FAQs in press releases. As major search engines change the way they employ AI, serving up pull quotes instead of complete articles, website viewership is declining, thereby, impacting advertising revenue, budget and ultimately the journalists employed to tell a story.
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With shrinking advertising revenue, media outlets are looking for new ways to produce revenue including increased advertorials, native advertising and whole departments focused solely on affiliate editorial.
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With the ongoing proliferation of digital news, most consumers prefer to get their news, including travel stories, online, changing the way journalists report. Listicles and Best-Of stories are taking the place of long form stories and features. Some journalists even earn revenue through their audience reach (similar to a pay per click model).
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Today, there are fewer dedicated travel editors in major daily news publications, making destination features even more difficult to place. Many turn to freelance writers, furthering the clutter among journalists competing to place stories, while also offering opportunities to organizations like Visit Denver to pitch more outlets with a single visit.
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Nearly 57% of journalists in the industry today are freelancers. Freelancers face more competition to place travel stories in publications offering less real estate for travel topics and shrinking pay. Strong relationships between a PR professional and a journalist continue to be essential as virtually no freelancers attend a familiarization trip (FAM) with an assignment letter, as was expected previously, but start to sell their story during and after the FAM experience. Optimistically, this means a single FAM can result in several secured placements across both outlets and angles.
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Journalists (and their travel-seeking audiences) are looking for unique, and sometimes niche, experiences and are opting for individual FAMs versus group FAMs to fit their editorial needs. The Communications Department has focused on meeting journalists where they are by creating FAMs that will result in stories highlighting Denver’s pillars. Time and again it is proven that the best stories come from those who experience the place firsthand.
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Freelancers have the added burden of selling a story to an editor, meaning the Communications Department must pitch the journalist and at times be a resource for the freelancer to pitch editors. This process means it also often takes longer after a FAM for a story to run.
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Due to diminishing resources in the print news industry, editors often expect journalists to play the role of photographer for their stories as well. The Communications Department works to support this process by providing photography from the Marketing Department when needed.
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Social media continues to blur the lines with many journalists supplementing their income as influencers and vice versa with influencers trying their hand in journalism. Journalists have also started to go to social media for story ideas before entertaining pitches from communications teams.
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Social media remains critical for promotion as 72% of journalists say it is very important or important for promoting their work (Muck Rack State of Journalism 2026).
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As with most online coverage, blogger and influencer placements are difficult to monetize and still do not warrant priority over traditional media placements that can achieve a tangible value.
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Online photo galleries and listicles remain popular and are especially beneficial in driving traffic, increasing website page views and helping destinations to collect superlatives. As mentioned, many times these placements are at the expense of more in-depth pieces.
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Digital assets are vitally important to all mediums; high quality, easily accessible photography and videography have become as important as the story itself. Press releases accompanied by photos have a higher probability of earning placement, and stories with photos get more reader clicks.
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The prevalence of video in travel media across all mediums continues to grow and stretch traditional standards of reporting. Even many longstanding print publications have embraced the use of video on their websites to complement or replace standard text news placements. Robust b-roll libraries would give Visit Denver higher chances of inclusion. Editorial coverage continues to shrink in proportion with the decreasing attention span of readers who are now accustomed to short, concise stories on the web and through social media channels.
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A growing number of online resources are now available at the fingertips of today’s prospective traveler, decreasing the reliance on media outlets for travel inspiration. From travel apps to Instagram to user-generated review sites like Reddit, TripAdvisor and Yelp, few segments of travel have been changed by the internet more than travel public relations.
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The monetary value of online travel editorial generated by PR is still difficult to gauge; however, advertising value equivalency (AVE) and impressions remain the industry standard for measuring results. Online travel writers still garner information from media sections within official destination websites. They expect easily navigable, responsive websites that offer access to photos and provide itinerary planning/mapping tools.
International Media Trends Visit Denver continues to focus internationally in Mexico, the U.K and Germany / Switzerland / Austria with contracted PR firms in these destinations. Visit Denver also works closely with the Colorado Tourism Office (CTO) to support media from countries outside of these markets. In early 2025, Visit Denver made the decision to pause its direct work with Canada until geopolitical issues cool. Unfortunately, the sentiment of international travel journalists mirrors that of international travelers in response to political conflict with the U.S. While some journalists separate their work from politics, many are hesitant to cover the U.S., and some editors simply refuse to run stories about U.S. travel. This sentiment has continued in 2026 with many in
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Public Relations Trends the journalism field holding even more steadfast than the general Canadian population. In addition to hosting Canadian FAMs in partnership with CTO, the PR department continues to pitch Canadian journalists who have visited Denver as part of a FAM or who have met with Visit Denver at an international marketplace, with stories that could be of potential interest to their market. Similarly, in early 2026, Visit Denver also paused contracted PR work in France. According to the firm inmarket, while the U.S. sentiment in France also continues to be negative, the economic and political instability of the country also resulted in fewer people booking long haul trips and publications not having as much interest in U.S. destinations. The approach from the firm on retainer was incompatible with Visit Denver’s goals, so the contract was not renewed. The PR team keeps a presence in France by attending international marketplaces, keeping French journalists as an active part of media lists and participating in CTO FAMs. Although international media trends remain subject to long-term, unforeseen changes based on the geopolitical climate and global economics, the trends below remain relevant and offer a valid snapshot of international media. ▷
International media face the same challenges from the internet as American print and broadcast media, and they are reacting in the same manner – shorter stories, less space and fewer articles.
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The best methods for developing international media coverage include hosting educational press trips for journalists; efficiently responding to media requests; collaborating with Brand USA’s media FAM efforts; and participating in international media promotions or travel trade shows such as IPW, TravMedia IMM marketplaces in New York, London, Berlin and Paris and Brand USA’s PanEuropean Media Forum, where connections with a large number of journalists occur in one location.
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In 2026, Denver welcomed a new nonstop international flight to Querétaro, Mexico (QRO) and will welcome a new nonstop service between Denver and Providenciales, Turks and Caicos (PLS) at the end of the year. DEN now has nonstop service to 33 international destinations across 18 countries. The Communications Department continues to support these essential connections by hosting international travel journalists on these flights and curating thoughtful itineraries in Denver.
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Aer Lingus will bring its nonstop Dublin to Denver flight to an end in fall 2026. The Communications Department will continue to target Irish press as part of the overall UK strategy.
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International consumers remain interested in the American West and the entire Rocky Mountain region.
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Denver generally offers the primary “big city” feel on press trips that feature food, culture, sports, shopping and nightlife.
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The CTO also maintains contracts with trade and public relations representation firms in major markets including the U.K., Germany/Switzerland/Austria, Canada, Mexico, France and Australia/New Zealand. CTO staff regularly pursue press tours to Colorado from these countries with a stop in Denver.
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As mentioned, there is a growing prevalence of online and social content and it is difficult to monetize its value. The Department is monitoring many companies that are attempting to create and market new qualitative methods to measure media placements, but currently none are widely accepted in the PR industry.
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With less real estate to work with and the dilution of eyeballs thanks to changing search habits and AI evolution, articles on average generate a lower AVE. As a result, it takes many more placements to generate the same ad equivalency as in the past. Nonetheless, monetizing results through AVE remains a standard “best practice” in most major convention bureaus and across the global PR industry.
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The Department will continue to monitor AVE with benchmarks in mind.
Visit Denver 2027 Marketing Plan // 119
Tourism: Digital Trends Visit Denver’s digital strategy is entering a new phase, shaped by a convergence of factors in 2027, including the decentralization of travel research, new opportunities for the organization’s owned data, the benefits of connected systems and opportunities deriving from AI-driven marketing. By 2027, artificial intelligence will be less about isolated tools and more about how organizations use data, machine learning, automation and human judgment to understand audience behavior, personalize experiences, surface insights and improve how work gets done. For Visit Denver, the opportunity is not simply to keep pace with new platforms but to work toward a more connected organizational ecosystem that will ultimately strengthen how the marketing team can deliver value not just in consumer efforts, but also in meeting sales and destination services, not to mention greater efficacy in partnership efforts including stakeholder communications. The trends below outline key areas of focus for the year ahead and provide a foundation for a more agile, measurable and audience-centered approach to serving travelers, meeting planners, locals, partners, members and other key stakeholders.
locals, partners and stakeholders engage with Denver across the full decision journey. For 2027, the opportunity is to move from reporting what happened to understanding what is changing, what audiences need next and where Visit Denver can act with more confidence. Stronger data infrastructure, including data warehouses, connected dashboards and predictive insights, will help teams make faster, smarter decisions across departments. ▷
Build a stronger owned insight layer: Continue connecting first-party data from the website, email, CRM, sales activity, events, partner and member engagement, campaign activity and analytics platforms so Visit Denver can rely less on disconnected reports and more on unified intelligence.
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Owned Data, Marketing Intelligence and Predictive Insights
Develop marketing intelligence dashboards: Create clearer views of audience behavior, content performance, campaign impact, AI visibility, partner referrals and meeting planner engagement so teams can quickly understand what is working and where attention is needed.
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As discovery becomes more fragmented, Visit Denver’s owned data can become a competitive advantage. Firstparty data, customer relationship management (CRM) activity, sales pipeline insights, web behavior, partner and member engagement, campaign performance, event information and content insights should work together to create a clearer picture of how travelers, meeting planners,
Use predictive signals to inform planning: Identify emerging travel interests, seasonal shifts, meeting planner needs, content gaps and campaign opportunities earlier so strategy can become more proactive instead of reactive.
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Support shared decision-making: Make data easier to access and understand so teams can work from the same trusted source of truth.
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MCPs and Connected Organizational Systems As AI tools become more useful, their value will depend on what they can responsibly access. Model Context Protocols (MCPs) and similar connector frameworks point to a future where approved AI tools can securely interact with CRM records, sales platforms, account histories, meeting planner information, partner and member data, documents, analytics platforms, content libraries, event information and internal knowledge without relying on manual uploads or isolated prompts. For Visit Denver, this creates an opportunity to make approved organizational knowledge easier to use. Instead of treating AI as a separate marketing tool, connected systems can help teams retrieve brand guidance, analyze performance, summarize partner and member information, prepare for meeting planner conversations, surface destination assets and connect CRM insights to day-to-day work through trusted data. ▷
Connect approved sources: Prioritize secure connections to core systems, including CRM, sales platforms, analytics, SharePoint, content calendars, brand guidelines, partner and member data, event information, digital asset manager (DAM) assets and reporting dashboards.
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Create guardrails for data access: Define which sources AI tools can access, what information should remain restricted and when human approval is required before content, insights or recommendations are used.
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Reduce manual research steps: Use connected systems to help teams find the right information faster, summarize updates, prepare for sales conversations and support recurring planning needs.
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Prepare for future integrations: Evaluate new platforms and vendors based on how well they support secure interoperability, clean data exchange and responsible AI access.
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Keep people in the loop: Require human review for strategy, public-facing copy, brand claims, accessibility, legal considerations, partner information and any recommendation that could affect audience trust.
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Standardize brand and content guidance: Train workflows around Visit Denver’s voice, AP style, accessibility expectations, approved terminology and audience needs so outputs are helpful, consistent and on brand.
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Measure productivity and quality: Track where AI saves time, improves accuracy, reduces rework or creates better insight, while avoiding automation for work that requires human nuance or relationship management.
Distributed Discovery, SEO and Answer Engine Strategy Search and inspiration are no longer limited to a keyword entered into Google and a click to a website. Travelers and meeting planners now discover destination information across search results, AI answers, maps, social platforms, YouTube, event listings, partner websites, creator content, media coverage, peer recommendations and other third-party surfaces before they ever visit VisitDenver.com. For Visit Denver, this makes discoverability a broader ecosystem strategy. The website remains the authoritative home base, but visibility increasingly depends on how well Denver travel, meetings, events, neighborhoods, restaurants, attractions and partner experiences are structured, distributed and reinforced across the channels where people are actively planning, comparing and validating their choices. ▷
Optimize beyond VisitDenver.com: Apply search strategy to YouTube, social captions, image metadata, map listings, event platforms, partner pages, media content and third-party profiles that influence destination discovery.
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Strengthen answer-ready content: Build clear, selfcontained content that answers common questions from leisure travelers, meeting planners, locals and partners, including what to do, where to stay, how to get around and why Denver is a strong choice.
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Improve source consistency: Keep priority information consistent across VisitDenver.com, partner listings, thirdparty platforms, social profiles and campaign assets so AI tools and audiences receive accurate signals.
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Measure visibility, not just clicks: Evaluate discoverability across the digital ecosystem to better understand how audiences encounter Denver content, engage with it and take meaningful action across channels.
Agentic AI, AI-Driven Workflows and Humanin-the-Loop Governance AI is moving from individual task support to structured workflows that can help teams plan, analyze, draft, compare, route and optimize work across multiple steps. For Visit Denver, agentic AI can create practical value when it is tied to defined business needs, approved data sources and clear review processes. The goal is not to replace team judgment, creativity or destination expertise. Instead, AI-driven workflows should improve consistency, reduce repetitive steps and give staff more time for strategy, storytelling, partner service and thoughtful decision-making. ▷
Define high-value use cases: Focus first on repeatable workflows such as campaign briefs, reporting summaries, content audits, meeting planner research, RFP support, partner intake review, event QA, accessibility checks, competitive scans and stakeholder communications. Visit Denver 2027 Marketing Plan // 121
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Real-Time Optimization and Marketing Operations Automation Teams need to respond quickly to changing audience behavior, campaign performance, sales opportunities, partner needs and market conditions. Real-time optimization and automation can help Visit Denver move faster while maintaining thoughtful strategy, clear approvals and a high standard for quality. The opportunity is to automate routine work without automating the judgment that makes the work valuable. Stronger workflows can support campaign routing, partner and member submissions, meeting planner requests, sales prep, content quality assurance (QA), recurring reports, intake forms and quick performance reads so teams can spend more time on planning, creative development, service and relationship building.
Email, CRM and Lifecycle Engagement Email and CRM remain among Visit Denver’s most important owned channels because they support direct relationships with audiences who have already shown interest. In 2027, these channels should become more connected to audience behavior, content interests, campaign goals and partner opportunities. A stronger lifecycle strategy can help Visit Denver move beyond one-size-fits-all messaging. Leisure travelers, meeting planners, partners, locals, media audiences and stakeholders each need different information at different moments, from early inspiration to planning, booking, attendance, follow-up and reengagement. ▷
Build clearer audience journeys: Map how key audiences move from awareness to engagement, planning and action, then align email and CRM content to those moments.
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Strengthen segmentation and personalization: Use consent-based data, stated preferences, content behavior, meeting planner interests, partner categories and campaign engagement to deliver more relevant communications.
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Automate repeatable operational tasks: Identify recurring steps in campaign planning, content routing, reporting, partner and member submissions, meeting planner requests, sales support, event reviews and QA that can be automated or streamlined.
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Enable faster performance reads: Use dashboards, alerts and AI-assisted summaries to spot changes in campaign performance, audience behavior, content engagement and conversion paths more quickly.
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Improve intake and routing workflows: Standardize how requests, partner information, event content, creative needs and approvals move through the team so work is easier to prioritize and track.
Develop automated nurture programs: Create useful journeys for meeting planners, leisure travelers, event seekers, partners and newsletter subscribers that support planning and deepen engagement over time.
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Keep optimization tied to strategy: Use real-time insights to adjust creative, targeting, timing, landing pages, email content and social execution while keeping audience needs and brand goals at the center.
Connect CRM insights to content strategy: Use email engagement, audience interests and lifecycle behavior to inform web content, campaign planning, partner outreach and future editorial priorities.
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Conversion Path Optimization Across Audience Types
Technology Stack Modernization and Platform Integration
As audiences arrive from more places and with different levels of intent, Visit Denver’s digital experience must make the next step clear. A leisure traveler looking for weekend ideas, a meeting planner evaluating Denver, a local searching for events and a partner looking for opportunities all need different pathways to quickly find value.
The effectiveness of Visit Denver’s digital strategy depends on how well its core systems work together. Content management system (CMS), CRM, DAM, analytics, event platforms, sales tools, partner and member systems, content libraries and reporting platforms all shape how efficiently teams can publish, measure, personalize, sell, support partners and optimize digital experiences.
Conversion optimization should focus on reducing friction, improving clarity and helping each audience move from inspiration to action. This includes stronger landing pages, clearer calls to action, simplified forms, improved navigation and content that answers practical planning questions at the right time. ▷
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Clarify key audience pathways: Review core journeys for leisure visitors, meeting planners, locals, partners and event seekers to identify where navigation, content or calls to action can be simplified. Improve high-value landing pages: Strengthen campaign, meeting planner, event, neighborhood, seasonal and partner-focused pages with concise copy, helpful context, clear next steps and stronger internal links.
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Reduce form and request friction: Evaluate forms, partner submissions, meeting planner inquiries, guide requests and event intake flows to remove unnecessary steps and improve completion rates.
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Measure action quality: Look beyond raw conversions to understand lead quality, engagement depth, partner value, repeat interaction and whether users are reaching the most useful next step.
For 2027, modernization should focus less on adding tools for the sake of adding tools and more on improving integration, protecting data quality and creating systems that support the full organization. The stronger the foundation, the easier it becomes to scale content, reporting, personalization, partner support, sales enablement, stakeholder communications and future AI-enabled workflows. ▷
Assess system connectivity: Review how core platforms share data, support workflows and connect audience, content, campaign, event and partner information.
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Prioritize integration over tool sprawl: Evaluate new technology based on whether it simplifies operations, improves data quality, supports security and connects with the broader marketing stack.
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Modernize content and asset management: Strengthen how content, images, video, metadata, campaign assets and partner materials are organized, tagged, reused and governed across teams.
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Build for future flexibility: Choose systems and workflows that can support personalization, automation, AI access, improved reporting and new audience needs without requiring major rebuilds each year.
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Tourism: 2027 Goals and Objectives The Tourism and Marketing Departments track specific leisure tourism and marketing efforts to determine the results achieved. For 2026, both departments have conducted extensive analyses of their respective goals to ensure targets are appropriately set. The Marketing Department is responsible for the execution of strategies and tactics for the domestic leisure visitor market and conducts and monitors advertising, promotional activities and consumer touchpoints for all markets. The Tourism Department is charged with the sales, service and tracking efforts for the international leisure and domestic group and travel agent leisure markets internationally and domestically. For marketing, the metrics include tourism advertising impressions and engagements, visitor touchpoints, both traditional and interactive, as well as advertising value equivalency (AVE) generated by the public relations team. For tourism, the main metric has historically been voluntary room night reporting from travel companies, travel planners or Denver hotels. Starting in 2024 and continuing in 2027, tourism will complement reported room nights with impressions and room nights from cooperative marketing plans with Online Travel Agencies (OTAs), key tour operators and airlines. Maintaining the number of travel companies selling Denver is also crucial to growing tourism, as is the generation of leads and referrals to Visit Denver partners for all leisure markets. The 2027 goals outlined below have been developed with the best available data as of July of 2026. Goals may be different in the final report as new information becomes available over the next few months and as the current international, national and local industry environment changes. 124 // VisitDenver.com
Room Nights: Domestic Based on an ongoing assessment of the staff time required relative to the room nights and partner value generated, Visit Denver dedicates targeted resources to domestic leisure group markets, including weddings, reunions and motorcoach tour groups. To serve these markets efficiently, wedding leads and service requests are automated through VisitDenver.com, while Tourism Department staff provide additional assistance for qualified opportunities that require destination expertise or direct partner connections. Domestic leisure group room nights are tracked through several sources, including TourTrackerPro® research, followup with tour operators and, when available, reporting from hotel partners. As of July 2026, wedding leads submitted through VisitDenver.com represented 1,294 requested room nights. Based on a conservative estimated conversion rate of 50%, approximately 647 room nights are projected to result from these opportunities. Visit Denver began using TourTrackerPro® in the second quarter of 2025 to strengthen its ability to identify and track domestic tour operator business. In 2026, the Tourism Department continued using this research, along with direct operator outreach, to document groups that included Denver in their itineraries. As of July 2026, TourTrackerPro® and partner reporting identified 58 domestic tour companies planning Denver programs, representing approximately 10,560 room nights.
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2027 Goals and Objectives Additional domestic leisure room nights were generated through cooperative marketing campaigns targeting travel advisors, tour operators and individual leisure travelers. As of July 2026, campaigns conducted with Hotelbeds and other distribution partners generated or influenced approximately 19,054 attributable room nights. These room nights are tracked separately from tour operator and wedding production to reduce the risk of duplication and to provide a clearer understanding of results by sales channel. The Tourism Department’s 2026 goal was 32,000 domestic leisure room nights. Based on final 2026 performance, available staffing and anticipated 2027 marketing investment, and U.S. Travel domestic growth forecast, the recommended 2027 goal is 33,000 domestic leisure room nights. The target should include room nights generated through domestic tour operators, weddings and reunions, leisure travel distribution partnerships and other qualified domestic programs, with results reported by source whenever possible.
Room Nights: International Obtaining reliable room-night data from international travel partners remains challenging. Data privacy restrictions, commercial confidentiality and the lack of standardized reporting systems often limit the ability of tour operators and travel companies to provide Denver-specific booking data. Hotels also have limited visibility into travelers’ countries of origin because many international leisure bookings are made through U.S.-based receptive travel companies and appear in hotel systems as domestic wholesale or individual reservations. Visit Denver conducts international marketing campaigns with travel companies and consumer marketing platforms such as airlines, international OTAs, Expedia and Booking, through Brand USA. These campaigns often result in room nights being booked directly from the influence of the campaigns. Visit Denver will track the room nights as a measurement in 2027 based on the marketing investment. To evaluate the broader international market, Visit Denver uses data from Tourism Economics. Tourism Economics provides city-level estimates and forecasts for international visits, overnight stays and visitor spending. Its methodology draws on official statistics, air passenger flows, hotel demand and economic and demographic data. With a budget generally consistent with 2026, Visit Denver’s 2027 goal is 34,800 trackable international room nights. This performance measure represents room nights that can be directly reported or reasonably attributed to Visit Denver’s international sales and marketing programs. Denver lost market share in 2025 and in 2026, from 0.8% to 0.7%, due to broader headwinds affecting travel to the United States, including weaker traveler sentiment, policy uncertainty and reduced price competitiveness associated with a strong U.S. dollar. We expect to gain market share in 2027 back to 0.8%. For 2026, Tourism Economics forecast 3.4% growth in international inbound travel to the United States, reaching approximately 70.6 million visits. Tourism Economics forecasts
international inbound travel to increase 5.2% in 2027, indicating that the recovery in lodging demand will remain gradual. This improving national outlook is expected to support stronger international visitation and room-night demand in Denver with Tourism Economics forecasting an increase of international overnight visitation of 5.2%, although traveler sentiment, policy uncertainty, exchange rates and the overall cost of U.S. travel may continue to affect the pace of recovery. In 2027, Visit Denver will continue to collaborate with major OTAs, key international tour operators and airlines, to integrate Denver into multi-city travel packages and stopover itineraries, supported by targeted booking promotions. This two-phased approach—awareness followed by conversion—ensures Denver stands out as an accessible and exciting choice for international visitors.
Leads & Referrals Visit Denver generates and tracks qualified business leads and partner referrals across domestic and international leisure markets through the Tourism Department’s sales function. This work is currently managed by one sales manager serving both international and domestic markets. As a destination marketing organization, Visit Denver provides tour operators, receptive operators, travel advisors, leisure group planners and other travel trade clients with impartial destination expertise and direct access to local tourism partners. Travel trade clients now have access to extensive destination information through supplier websites, online travel agencies, artificial intelligence-supported planning tools and other digital resources. Visit Denver’s value therefore extends beyond providing information. The organization helps clients identify appropriate local partners, evaluate destination options, develop itineraries and make efficient, qualified connections based on the specific needs of each program or traveler. Travel trade clients increasingly prefer direct referrals to the traditional lead-distribution model. Through a referral, Visit Denver identifies relevant partner hotels, attractions, transportation providers, venues and other suppliers, then provides the appropriate contacts so the client can determine which partners to approach and negotiate with directly. A Visit Denver 2027 Marketing Plan // 125
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2027 Goals and Objectives formal lead is used when a qualified client has a defined business opportunity and asks Visit Denver to distribute the request to selected partners and facilitate responses. Visit Denver tracks leads and referrals as separate activities because they represent different forms of service and potential partner value. A referral demonstrates that Visit Denver influenced the client’s consideration set and connected the client with appropriate partners, even when the resulting communication or booking occurs directly between the two parties. Demand for Visit Denver’s travel trade assistance decreased in 2026. As of July of 2026, the Tourism Department had assisted 369 leisure event planners and travel companies, compared with 431 during the comparable period in 2025, representing a decrease of approximately 17%. This decline demonstrates continued competition in this space, which will see greater strain with the use of AI. In 2027, the Tourism Department is forecasting 400 leads and referrals, flat to 2026. In addition to measuring the total number of opportunities, Visit Denver will seek to track partner engagement, estimated room-night or revenue potential and confirmed business when clients and partners are able to provide that information.
Contacts, Impressions & Companies Offering Denver Product Visit Denver measures travel trade engagement and product development annually through qualified trade contacts, proactive client outreach, destination trainings and the number of travel companies offering Denver products. These contacts are generated through one-to-one sales appointments, trade shows, sales missions, webinars, training seminars and ongoing follow-up with tour operators, receptive operators, travel advisors and other travel trade partners. For reporting purposes, Visit Denver distinguishes between unique travel trade contacts, total client engagements and travel advisors trained. This provides a more accurate picture of the department’s activity and reach, since one client may engage with Visit Denver multiple times during the year. It also allows the department to identify which interactions result in follow-up activity, itinerary development, partner referrals or inclusion of Denver in a bookable travel product. The Tourism Department’s 2027 goal is 3,600 qualified travel trade contacts, flat to 2026. As of July 2026, the department has recorded 3,471 qualified contacts and is projected to generate 3,600 contacts by year-end. In 2027, the department will continue to leverage in-country representation and partner resources to conduct destination trainings and sales outreach in priority international markets, including Mexico, Canada, the United Kingdom, Germany, France and Italy. Visit Denver will also conduct virtual and in-person training programs in partnership with the Colorado Tourism Office, Rocky Mountain International, Brand USA, Visit USA organizations and other travel trade partners. Training effectiveness will be evaluated not only by attendance, but also through follow-up engagement, advisor referrals, itinerary development and product-placement activity. 126 // VisitDenver.com
Historically, Visit Denver calculated travel trade impressions using the total number of attendees at trade shows and industry events. Although this measure demonstrated potential reach, it did not accurately reflect direct engagement or attributable business impact. Visit Denver now uses verified impressions reported through international cooperative marketing campaigns as its primary measure of marketing reach. As of July 2026, international cooperative marketing campaigns have generated 79,867,322 impressions and are projected to be over 100,000,000 impressions by the end of the year. With the international marketing budget expected to remain generally consistent in 2027, the recommended 2027 goal is 130 million marketing impressions. Visit Denver also tracks the number of international travel companies offering Denver products and the number of new or materially refreshed Denver packages and itineraries introduced each year. These measures should be reported separately. The number of companies offering Denver product demonstrates the destination’s overall distribution and market presence, while the number of new or refreshed products reflects annual sales and product development activity. As of July 2026, Visit Denver has documented 17 new or materially refreshed Denver travel products, compared with a 2026 goal of 22. For 2027, Visit Denver should establish a goal of 22 new or refreshed, bookable travel products.
Domestic Visitor Numbers & Spending Additional research is utilized to evaluate results for consumer marketing campaigns annually. Longwoods International implements a comprehensive study to quantify domestic visitor numbers and spending. This research provides a credible analysis of Denver’s domestic leisure visitors. While Longwoods conducted their research for the 2025 travel year, such information needs to be handled cautiously and balanced with additional sources of information. In this case, it is Visit Denver’s intent to combine this information with data about travel spending and taxes generated as reported by the annual Dean Runyan Associates report, received in late summer. While competition for leisure travelers is increasingly intense, given the myriad of global choices they have, Visit Denver strives to maintain a growth rate for leisure visitors to Denver that equals or exceeds the national growth rate for leisure visitor travel, as reported by Longwoods. For Denver, the 2025 Longwoods research reported a 1% increase in overnight visitors and a 3% increase in overnight leisure visits. Overall, U.S. overnight travel grew at 1.6%.
Domestic Leisure Tourism Marketing: Advertising Impressions & Digital Engagements Visit Denver and its agencies devote a substantial amount of time and money developing promotional campaigns designed to attract future visitors. These campaigns form the core of the marketing department’s strategies to continue the impact of tourism for the city and for its partners.
Tourism
2027 Goals and Objectives Tourism is an extremely competitive global industry, and Denver competes with destinations across the country and around the world. With so many destinations to choose from, Denver’s success rests on being able to differentiate the city’s appeal from other similar destinations, and then to “close the deal” by offering relevant, credible and appealing information once a potential visitor becomes interested. Two of Visit Denver’s primary tactics for attracting potential visitors are the Bureau’s domestic advertising campaigns and social media efforts. A third core tactic, public relations efforts, is covered below. Visit Denver’s advertising campaigns run year-round to regional and national target markets, positioning the city using the “Uplifting by Nature” brand, and messaging pillars related to dining, culture, outdoor activities, events and more. One of the main measurements of success is the number of impressions these campaigns can generate. This goal, advertising impressions, will be calculated in partnership with the Bureau’s advertising agency of record based on the expected campaign mix, media tactics and budget. For 2027, the goal recommendation is 850,000,000, a 13% increase over 2026. The second component, digital engagements, is a combination of visits to Visit Denver websites and
engagements on Visit Denver social media posts on the Bureau’s primary platforms, including Facebook, Instagram, Pinterest, TikTok and LinkedIn. The website metric reflects ongoing improvements to the Visit Denver website while acknowledging the challenges of an increasingly competitive digital landscape where people also seek information through social media and generative AI platforms. In addition, the organization is launching a fully rebuilt VisitDenver.com website in the first quarter of 2027. Historically and across industries, launching a new website and the disruption to search engine visibility that comes along with that, has a negative impact on traffic. For all the reasons above, the recommendation for the website portion of the digital engagements goal is 12 million, flat to 2026. The social media metric includes a combination of post engagements [likes, reactions, comments, shares, saves, link clicks and videos views (all video views exceeding three seconds, per industry standards] for both organic and paid posts. The recommendation for the social media engagement portion of this goal is 57,000,000, a 4% increase over 2026. The combined goal for 2027 for digital engagements is to be set at 69,000,000, a 3% increase over 2026.
Leading Indicators for Leisure Tourism Marketing Goal Setting Channel
Strengths
Opportunities
Threats
Goal Guidance
Strong Denver brand, stable budgets, experienced and tenured staff & agency and shift to digital media channels.
Continue to focus on high-impact, low-cost programmatic media while also leaning into higher cost, high engagement tactics that generate conversions.
Flat budgets and increasing advertising rates.
Increase 13%
Digital Engagements: Web Visits
Advertising drives steady traffic to the site. Fresh content keeps the site active and trusted.
Content can be created that answers more visitor questions directly and builds stronger connections with returning visitors. Advertising can help bring in new audiences.
Search engines and AI tools often answer questions without sending people to our site. Social platforms also keep more attention inside their apps, making it harder to bring visitors to us. New site launching in 2027.
Flat
Digital Engagements: Social Engagements & Video Views
Visit Denver’s social media presence remains strong, with impressive engagement across platforms. The short-form video program has been a success, allowing Visit Denver to repurpose content across platforms. Looking ahead to 2026, this tactic is set to broaden reach by including YouTube and Pinterest in paid social advertising strategy, aspiring to connect with new audiences and elevate engagement.
Utilize short-form video storytelling to captivate our audience and showcase Denver. Expanding to YouTube and Pinterest will reach new audiences and diversify content. Collaborating with influencers will add authenticity and boost engagement across all channels.
May face increased competition, algorithm changes impacting reach and the rise of ad blockers affecting paid campaigns. Additionally, if storytelling doesn’t evolve to match emerging trends, there is risk in falling behind in audience engagement as preferences shift towards more dynamic and authentic content.
Increase 4%
Advertising Impressions
Visit Denver 2027 Marketing Plan // 127
Tourism
2027 Goals and Objectives
Visitor Inquiries & Touchpoints Visit Denver has established a number of measurements that indicate consumers’ interest in visiting Denver, and in interacting with Visit Denver platforms during all phases of their visit. Collectively, these measurements are called Visitor Inquiries and Touchpoints and are a combination of the following: requests for the Official Visitors Guide to Denver and Colorado (OVG); visits to one of the official Tourist Information Centers (TICs); engaging with geofenced targeted ads to visitors to metro Denver; engaging with one of the Bureau’s online newsletters and promotions; and, finally, engaging with other information sources. These last two are new goals in the City contract and will be further defined below. Visits to the TICs are up this year compared to 2025. TIC at DUS received 30% more visitors through July at 22,094. The CCC TIC decreased by 3% at 19,676. Visit Denver is expecting traffic to the TIC at Denver Union Station to be flat next year, with an increase of 6% at CCC due to increased expected number of attendees. The two locations are forecasted to support 42,425 visitors in 2027. In 2024, Visit Denver tested geofencing targeted ads in metro Denver, to reach visitors from out of town, whether they came for a convention or for leisure, to discover things to do.
2027. Overall, the combined goal of TIC visits and geofencing conversions is set at 50,000 for 2027, an 11% increase over 2026. Demand for the flagship official visitors guide has been flat at best in the years since the pandemic and is starting to show signs of decline, particularly in the back half of the year. The team has worked to increase the visibility of online ordering options for the guide, leading to a steady rate of online requests and the number of places the guide can be picked up in the state has increased, but overall, demand is not increasing and the team has mostly maximized the distribution options. Additionally, the launch of a new website in 2027 may decrease the orders coming from the website. This leads to a goal recommendation for 2027 of 230,000, a small, 2% decrease to 2026. Subscribers to Online Newsletters and Promotions will be defined as new sign-ups to the Discover Denver consumer e-newsletter and opt-ins from the Meeting Planners Guide. Based on performance, the goal for 2027 is 20,400, flat to 2026 in large part due to the expected traffic decreases when the new website launches. Finally, Other Digital Information Sources is defined in 2027 as visits to the digital Official Visitors Guide (OVG) and the digital Meeting Planners Guide. The goal for 2027 is 34,650, also flat to 2026 due to the new website launch.
After testing and optimizing, Visit Denver fully launched the program in 2025, which has generated 10,573 conversions YTD July. This program is expected to have similar results in
Leading Indicators for Visitor Inquiries & Touchpoints Goal Setting Channel
Strengths
Opportunities
Threats
Goal Guidance
Tourist Info Centers & Geofencing Conversions
Denver Union Station and Colorado Convention Center locations are open, with DUS open 7 days a week during summer. New geofencing tactic adds a new way to reach in-town visitors.
Continued use of these two locations and use of geotargeted ads to direct visitors when they arrive.
Increased use of digital tools including AI to get trip questions answered.
Increase 11%
Official Visitor Guide Requests
Demand for Denver travel info remains steady. Certain segments (e.g. older travelers) like using printed guides. Distribution program significantly improved in 2024.
Continue to update information including top attractions, neighborhood info and key events. Continue to expand distribution and fulfillment program.
Younger travelers not as interested in physical materials and digital search options, including AI, is increasing
Decrease 2%
Subscribers to online newsletters & promotions
Email communications continue to be an effective channel for visitor and meeting planner interest and engagement.
Increase visibility for sign-ups on website and advertising channels such as paid social and paid search.
Other digital information sources
Providing users a digital alternative of key resources to learn about Denver creates additional touchpoints and options to digest information.
Consistent demand for digital guides reveals opportunity to expand digital resource offerings.
128 // VisitDenver.com
More people now get answers from AI tools and social platforms instead of coming to our website. New site launching in early 2027 may impact traffic.
Flat
Flat
Tourism
2027 Goals and Objectives place disproportional weight on niche publications making inclusion in them still important. Travel sections are shrinking, and audiences are demanding coverage of less popular destinations, increasing Denver’s competition in the limited spaces available. As a result, AVE continues to become more difficult to achieve and predict. Key indicators in the communications space point toward modest to steady growth; Visit Denver anticipates a continued, albeit slowing, upward trajectory within the domestic travel market in 2027. With this in mind, a national goal of $46,000,000, an increase of 5%, is recommended.
Local Market
Public Relations Public relations efforts are measured by a longstanding industry standard known as advertising value equivalency (AVE), which determines the monetary value of public relations media placements based on the equivalent costs to place advertising in the same space. Though there are difficulties in this method (e.g., lack of consistent reporting, especially from online sources), AVE remains the most widely used and consistent industry metric to track media relations successes. In 2027, the Public Relations Department will continue its practice of tracking AVE in three main areas: national, international and local “business of tourism” stories.
National Market The uncertain economic future of U.S. travel coupled with a rapidly changing media landscape has the potential to stagnate growth. Still, with international markets becoming increasingly volatile, domestic earned media is becoming more important. While the traditional media FAM trip continues to serve as the most effective means of providing inspiration for national travel stories it is taking longer to secure fewer media. They are finding it harder to place stories with editors and their pay per article is decreasing, meaning they need a variety of potential stories before committing to a trip. This trend will continue until media advertising models change: AI’s sources come, by in large, from earned media (89% per Muck Rack) yet AI agents divert sessions from outlets’ homepages thereby decreasing unique viewers per month, a metric advertisers find valuable when determining ad spend. Domestic media marketplaces have experienced record attendance levels including IMM in New York City, the largest annual media marketplace offered in the country. Well-known travel outlets continue to work through industrywide downsizing and diminishing advertising revenue. Travelers are increasingly using artificial intelligence to research travel impacting digital viewership; as crawling methods evolve so will outlets’ approach to handling and the PR team’s strategies. Domestic meeting and travel trade outlets continue to lose readers who indicate they are more influenced by general press outlets than trade outlets when it comes to destination information; but, AI agents
Local AVE numbers track the positive press about the impact of tourism on the local and statewide economy in local media outlets, along with Visit Denver activities and programs. Visit Denver tourism and partner advocacy stories continue to capture local news interest as the city sets new visitation records. Visit Denver’s local earned media efforts focused on Visit Denver-owned news including Mile High Holidays, Denver Restaurant Week, Denver Arts Week, Longwoods and the 2026 CCC record breaking year. The team also secured a substantial amount of press for the Democratic National Convention bid. In 2027, the team will have opportunity to pitch local media around these subjects as well as events that Visit Denver contributes to including Sundance, the Sports Commission bids and convention business. Due to the relatively low cost of local media, AVE numbers are traditionally low, so large year-over-year increases are difficult to achieve. A shrinking pool of reporters and outlets further reduces the potential for AVE. A goal of $3,600,000, an increase of 20%, is recommended for 2027.
International Market Following the expansion of Denver’s international air service in 2025, Visit Denver entered 2026 with a strong connectivity platform. By the end of 2026, DEN’s network is scheduled to reach 35 nonstop international destinations across 19 countries, the largest international network in the airport’s history. New service includes Querétaro, Mexico, as well as United Airlines’ seasonal nonstop service between Denver and Providenciales, Turks and Caicos, beginning December 19, 2026. The Providenciales route is scheduled to operate weekly on Saturdays through April 24, 2027, further expanding Denver’s access to the Caribbean. Despite this expanded connectivity and the momentum generated by prior-year sales and marketing efforts, international travel conditions remained uneven in 2026. Tourism Economics continued to identify policy uncertainty, negative traveler sentiment and reduced-price competitiveness as constraints on U.S. inbound travel. Although international arrivals to the United States are expected to improve in 2027, Visit Denver is planning for a gradual and market-specific recovery rather than assuming uniform growth across all international markets. Visit Denver continued to support international public relations in 2026. Professional service agreements were maintained in priority markets including Mexico, the United Kingdom and Germany. The decision not to maintain dedicated representation in Canada continues to be Visit Denver 2027 Marketing Plan // 129
Tourism
2027 Goals and Objectives evaluated considering market conditions, available resources and potential return on investment. Canadian travel to the United States remained volatile during 2026. However, Canada continues to be Denver’s number one market in international overnight visitors. For 2027, Visit Denver will evaluate international representation contracts using marketspecific performance measures, including earned media results, media and creator engagement, travel trade activity, air-service opportunities and partner value. Economic uncertainty and perceptions of the United States continued to influence traveler interest and international media receptivity in 2026. In some markets, journalists and editorial outlets expressed greater interest in covering non-U.S. destinations, making it more competitive to secure earned coverage and recruit qualified participants for familiarization trips. Although this trend was not consistent across every market or media outlet, it reinforced the importance of maintaining access to experienced in-country professionals who understand local media conditions, traveler concerns and emerging opportunities. In 2027, Visit Denver will rely on its international representatives and strategic partners to identify the communications channels most likely to produce measurable results, adjust messaging by market and advise on participation in platforms such as international media
marketplaces and Brand USA’s European media programs. The emphasis will be on focused, high-quality opportunities rather than activity volume alone. With U.S. destinations continuing to compete aggressively for international market share, Visit Denver will complement and amplify the Colorado Tourism Office’s international efforts through targeted media familiarization trips, journalist outreach, media appointments, travel trade events and proactive story development. Priority stories will connect Denver’s urban experiences, arts and culture, culinary offerings and outdoor access with practical international travel itineraries. DEN’s international connectivity remains a significant competitive advantage. Visit Denver’s international communications efforts can support awareness of nonstop routes, strengthen demand in priority markets and encourage arriving passengers to include a multi-night Denver stay. Visit Denver will continue to collaborate with the Colorado Tourism Office and its international representatives to generate earned media coverage and measurable destination exposure. The international advertising value equivalency goal for 2026 was $15,000,000. Given the continued uncertainty in international media and travel markets, the recommendation is to decrease the international AVE goal to $13,000,000 for 2027, 13% down from 2026.
Leading Indicators for Public Relations Goal Setting Media Target
Local
Domestic (National)
International
Status
Considerations/Rationale
Recommendation
Pacing upward
Visit Denver’s local earned media efforts focused on Visit Denver-owned news including Mile High Holidays, Denver Restaurant Week, Denver Arts Week, Longwoods and the 2026 CCC record breaking year. The team also secured a substantial amount of press for the Democratic National Convention bid. In 2027, the team will have opportunity to pitch local media around these subjects as well as events that Visit Denver contributes to including Sundance, the Sports Commission bids and convention business.
Increase 20% to $3,600,000
Pacing upward
The uncertain economic future of U.S. travelers coupled with a rapidly changing media landscape, partly due to shifts in business models to account for AI traffic evolution, has the potential to stagnate AVE growth. While the traditional media FAM trips continue to serve as the most effective means of providing inspiration for national travel stories it is taking longer to secure fewer media. They are finding it harder to place stories with editors and their pay per article is decreasing, meaning they need a variety of potential stories before committing to a trip. Travelers are increasingly using artificial intelligence to research travel impacting digital viewership; as crawling methods evolve so will outlets’ approach to handling and the PR team’s strategies.
Increase 5% to $46,000,000
Pacing downward
Visit Denver maintained professional service agreements with international public relations representative agencies in Mexico, U.K. and Germany. We did not continue representation in Canada and France due to increased political tensions and economics. We will continue to evaluate our contracts with all markets and their success through the year. The economic uncertainty coupled with the negative sentiment directed at the U.S. have created an unsteady situation with travelers and the media who represent them. For instance, the majority of Canadian editorial directors have mandated that their outlets not include U.S. destinations making it increasingly more difficult to place earned pieces or secure FAM trips. As the general public begins to soften their sentiment to the U.S. we hope the media will follow suit and are prepared when they come back.
Decrease 13% to $13,000,000
130 // VisitDenver.com
Tourism
2027 Goals and Objectives
Goals
1.
Increase the number of leisure travelers to Denver metro area by creating awareness of Denver as a desirable leisure travel destination and by expanding Denver’s exposure in domestic and international travel programs.
2. Identify and pursue domestic and international leisure travel markets most likely to visit Denver throughout the year.
3. Generate community awareness among city and hospitality industry constituents encouraging them to support the Bureau sales and marketing efforts.
Objectives The Tourism and Marketing Departments’ primary goal is to increase leisure travelers in three markets: domestic consumer, international and domestic group, in order of priority. The following objectives provide quantitative measurements toward that goal.
1.
Generate and track 67,800 leisure room nights that includes 24,200 through International third party and OTAs, 10,600 through International Trade and 33,000 through Domestic Groups.
2. Generate 400 leads and referrals for Denver in the
domestic and international markets via trade shows, sales missions, website RFPs and telemarketing.
3. Generate 3,600 contacts with domestic and international
travel trade representatives via proactive client outreach, in-person and virtual trade shows and trainings.
4. Generate 130 million international marketing impressions for Denver from campaigns with travel trade and international consumer marketing partners.
5. Develop 22 new or enhanced travel products that include Denver in domestic and international markets.
6. Generate 850,000,000 domestic advertising impressions and 69,000,000 digital engagements (social post interactions and video views).
7.
Generate 335,050 visitor inquiries and touchpoints. This new combined goal includes visits to Tourist Information Centers, geofencing conversions, requests for the Official Visitors Guide, requests for online newsletters and other digital information sources.
8. Generate $46,000,000 in ad equivalency from Denver
stories in national consumer media publicizing Denver as a leisure and meeting travel destination.
9. Generate $3,600,000 in ad equivalency in local media
stories on the Bureau’s impact and the importance of tourism and conventions to Denver’s economy as well as encouraging locals to enjoy what visitors do through general outreach as well as surrounding local favorites like Denver Arts Week, Denver Restaurant Week and Mile High Holidays.
10. Generate $13,000,000 in ad equivalency from Denver stories in international media publicizing Denver as a leisure travel destination.
Visit Denver 2027 Marketing Plan // 131
Tourism: Strategies and Tactics SITUATION ANALYSIS, SWOT & RESEARCH REVIEW ▷
According to the U.S. Travel Association, through August, travel spending in the U.S. has increased year-over-year every month in 2026, with gains remaining in the single digits. In August, spending reached $116.6 billion, up 2.5% from a year ago and 4.1% year to date. But travel volumes told a softer story. Hotel demand grew modestly, shortterm rental demand declined, and both air passenger traffic and overseas arrivals fell more sharply.
▷
Lodging demand grew, but at a slower pace. Hotel room demand increased 0.8% in August and remained 1.8% higher year to date. Short-term rental demand moved in the opposite direction, falling 2.3% in August, although it remained 0.9% higher year to date.
▷
Hotel performance also varied by location. Revenue per available room (RevPAR) increased 2.0%, led by airport, urban and suburban hotels, while resort RevPAR declined 3.5%. August followed particularly strong hotel-rate growth in June and July, when the 2026 World Cup provided an additional lift to performance.
▷
The international overnight visits to Denver are forecasted to grow 2% in 2026, with modest growth expected in 2027 to reach 5.7%. Tourism Economics and U.S. Travel expect a full recovery to 2019 levels in 2029. However, due to negative sentiment towards the current administration rhetoric and trade policies, particularly in Canada and parts of Western Europe need to be closely monitored as they can continue to create challenges to international inbound travel (U.S. Travel Association Spring 206 Forecast)
132 // VisitDenver.com
▷
In 2025, Longwoods International tracked a record 37.6 million domestic visitors to Denver, exceeding the previous record of 37.4 million visitors in 2023. Total spending in 2025 of $10.5 billion exceeded the previous record set in 2023. 83% of the spending came from overnight stays, which represented 53% of total visitors.
▷
Denver is expected to reach 505,000 international visits in 2026, according to Tourism Economics, up 2% from 2025. International visitor spending is expected to reach $450,000,000 in 2026, 2% above 2025. The current administration’s policies continue to impact consumer sentiment, and factors such as exchange rates against the dollar, inflation, the new visa integrity fee and safety impact international visitors’ desire to travel to the U.S.
▷
Domestic leisure group markets, which include motorcoach tours, weddings and other small leisure groups, continue to be slower in recovering and may not be at pre-COVID levels for a long time. Although impacted, it continues to generate business leads for Visit Denver partners. Online resources have been enhanced to help service these groups.
▷
Visitors still favor Denver, Colorado and the Rocky Mountain West for domestic and international travel. Denver’s urban amenities, coupled with the wide-open spaces and four-season outdoor recreation in the Rocky Mountains, make the area consistently appealing.
▷
In-person events were in full swing in 2026 and will continue to be an area of focus for Visit Denver in 2027 since they are drivers of visitation and good ways to create urgency, particularly among regional and in-state visitors.
Tourism
Strategies and Tactics ▷
Consumers want travel destinations to exceed their expectations in terms of the visitor experience, customer service and value versus cost. Therefore, destination marketers are increasingly involved in destination development and management around infrastructure, air service, mobility, attractions, neighborhood development and social issues. As such, the marketing team stays abreast of the latest developments in the city and tracks internal projects such as the Denver Tourism Roadmap.
▷
Denver’s nonstop international flights to/from DEN have been restored and expanded since COVID. New flights in 2026 such as the Volaris flight from Queretero that started in June will contribute to overall visitation from Mexico, although in 2026 Denver lost its direct flight on Aer Lingus to Dublin, Ireland and the direct flight to Paris, France on Air France, though that was precipitated by United Airlines’ announcement of a direct, daily, year-round flight to Paris. Denver now has 35 international flights from 19 countries, which is the most in Denver International Airport’s history.
▷
International markets still offer great potential for Denver. Visit Denver has made long-term investments in these markets, including hosting IPW in 2018 and hosting again in 2029. Visit Denver continues to work directly with both international media and travel companies to keep Denver top of mind.
▷
In 2026, Visit Denver continued to invest in international marketing, focusing on efforts with high visibility as well as trackable room night sales. Some of these efforts include advertising with key OTAs, Air France, Expedia, Booking. com and United Airlines.
▷
Partnerships with the Colorado Tourism Office (CTO), Brand USA and other tourism entities are crucial to extending the reach and leveraging Denver’s domestic and international marketing investments. Despite the reduction of Brand USA budget, Visit Denver ise able to continue to get value added advertising through this partnership in 2027.
▷
Destination marketers must develop specific strategies and tactics to attract niche audiences with strong growth potential, including Black, LGBTQ+, Accessibility and Hispanic/Latino travelers, among others. Inclusion is and will continue to be an important consideration for travelers and a topic that Denver can greatly leverage in advertising its commitment to diversity.
▷
In early 2025, Visit Denver launched an Accessibility Guide with the tag line You Belong in Denver! These efforts were made in collaboration with Councilman Chris Hinds, who has been a long supporter of accessibility for our city. Denver worked with an accessibility contractor that also visited Denver and its major attractions to provide content and exposure to Denver’s accessibility. In 2025, together with the Colorado Tourism Office and Wheel The World, Visit Denver brought 12 accessible influencers to Denver. The guide is regularly updated.
▷
Content remains “king,” but not all content is equal, as consumers demand authenticity and relevance. In addition, there is a wide array of online resources for travel planning as well as destination websites. The new generative AI portals join existing sources like Google, Expedia, TripAdvisor and Airbnb as both potential partners and competitors for destination marketing organizations. Furthermore, if content is “king,” then content distribution is “queen.” A strong distribution plan, including a fuller understanding of how the generative AI portals prioritize content, is essential to new content efforts, particularly video with so much increased consumption.
▷
Targeted marketing campaigns remain crucial to drive incremental leisure visitors at a time when meetings and conventions remain limited. Traditional need periods during the first quarter, fourth quarter and weekends continue to be a focus of campaigns, with a broader goal of driving visitation at all times of the year.
▷
Destinations around the country and the world have been successful in leveraging special events to generate incremental overnight visitors. 2026 had successful visitation to in-person events, including annual events such as Cinco de Mayo, Juneteenth Music Festival, Cherry Creek Arts Festival, PrideFest and Outside Days. Denver Art Museum hosted shows such as The Stars We Do Not See: Australian Indigenous Art and Fuse Box: Sarah Sze. Denver Museum of Nature & Science exhibitions included The World’s Largest Dinosaurs and Moments That Made US. Late 2026 is also promising with the Great American Beer Festival, the Denver Wiesn, Denver Arts Week, Denver Film Festival and Denver Fashion Week, not to mention National Western Stock show in Denver in January and the inaugural Sundance Film Festival in Boulder later that month.
▷
The Denver365 online events calendar also provides valuable information for both visitors and residents of events.
▷
Tracking of leisure marketing efforts remains a challenge for all destination marketers. Visit Denver follows best practices and industry standards set by the national organization Destinations International (DI). Domestic consumer visitor research done by Longwoods International provides statistically accurate data. New sources include several mobile data providers that serve the tourism market, including Datafy and Placer.ai, both of which Visit Denver subscribes to. Furthermore, domestic leisure group data will be reported by TourTrackerPro® Report to supplement manual tracking of travel trade companies and hotels. Tourism Economics provides a comprehensive annual look at international travelers to 50 U.S. cities, including Denver, and the Tourism Department continues to track room nights booked during international marketing campaigns.
Visit Denver 2027 Marketing Plan // 133
Tourism
Strategies and Tactics
2027 TOURISM SALES & MARKETING STRATEGIES 1.
Promote and brand Denver as an open, diverse, outdoor city that safely offers urban adventures and easy access to Rocky Mountain recreation.
2. Continue marketing the city as a vibrant urban and
outdoor, walkable city, attractive destination and gateway city to international visitors, through on-going sales and marketing tactics and direct consumer, PR and trade media representation in the top international markets of Mexico, U.K. and Germany. Visit Denver will explore new efforts in promising new markets such as Australia, Japan and Brazil as well as projects in former representation markets in Canada and France.
3. Develop and implement integrated marketing campaigns
using largely digital and online executions, as well as websites, public relations, social media and content distribution tactics to enhance Denver’s image as a regional, national and international leisure destination. This includes a renewed focus on content marketing, particularly as it relates to the needs of the new AI engines that have emerged as key planning resources for travelers and that are hungry for content.
4. Use Tourism Improvement District funds to enhance
need-period leisure marketing efforts all year long, particularly (but not exclusively) with short-haul regional audiences and event promotion.
5. Continually review and adjust marketing tactics in an
effort to be nimble, more budget-conscious and provide messaging that is appropriate and timely. Target markets are continually monitored to ensure that potential visitors from those markets have a strong track record of visiting the city.
6. Identify and pursue regional, target national and
international markets with the greatest potential for Denver, including niche leisure domestic markets such as LGBTQ+ and Hispanic/Latino, to generate the greatest economic impact.
7.
Support, leverage and market annual events, touring Broadway shows, major music concerts, sporting events and blockbuster exhibitions and festivals that have the potential to attract overnight visitors and reinforce Denver’s brand.
8. Implement local and regional tourism promotions
including Denver Restaurant Week and Denver Arts Week to strengthen Denver’s brand, including local ambassadors.
9. Market Denver to domestic leisure groups to generate
room nights and provide business leads for Visit Denver partners.
10. Measure results of annual marketing efforts and the
effectiveness of specific campaigns to prove value for marketing spend, even as budgets have grown smaller.
134 // VisitDenver.com
11. Support DEN in new air service development efforts and in communicating details of Great Hall improvements.
12. Develop and implement proactive public relations efforts around Denver’s assets and 2027 events to gain more exposure for Denver as a leisure destination, both nationally and internationally.
13. Develop and implement proactive social media efforts
around Denver’s assets and 2027 events, utilizing the most popular channels and features and with a heavy emphasis on using the social media platforms’ paid opportunities to maximize reach to targeted audiences.
14. Promote and support Denver’s arts and culture
community and its diverse neighborhoods via the Denver365 calendar, Denver Deals and Discounts, Denver Arts Week, the Mile High Culture Pass, Denver CityPASS, website content and the Cultural Marketing Workshop series, as well as working with Denver Arts & Venues on other citywide cultural initiatives.
15. Build partnerships locally, regionally and nationally
to leverage marketing dollars, extend the reach of campaigns and develop new tourism markets for Denver.
16. Provide destination information through visitor guides,
a comprehensive, mobile-friendly website, as well as leveraging the Tourist Information Centers located at Denver Union Station and the Colorado Convention Center to best represent Denver’s brand. Continue to leverage geo-fencing to serve ads to in-market visitors with information on what to see and do in Denver.
17. Maintain strong relationships and effective communication with the Mayor’s Office, City departments and elected officials.
18. Engage with partners to participate in the “Go The EXTRA Mile” hospitality training program as an online program, aiming to establish an ongoing culture of excellence in customer service and hospitality in Denver and provide information about Denver to incoming front-line staff.
19. Implement tracking mechanisms for all programs,
including the primary annual Longwoods research to learn domestic visitor numbers and spending.
Tourism
Strategies and Tactics
TOURISM – ALL MARKETS: 2027 TACTICS Tourism marketing tactics for 2027 are outlined below, starting with those that are utilized across all three market segments (domestic consumers, domestic groups and international), followed by tactics specific to each segment. In addition, the Tourism and Marketing Departments continually measure and evaluate advertising and marketing programs for each market segment following best practices within the tourism industry. ▷
Develop, maintain and update content on a brand new VisitDenver.com launching in March of 2027, including articles, videos, photography and other resources for visitors, locals, international travelers and targeted niche markets. The new site will be better optimized for on-site AI queries as well as better formatted to allow site content to be easily and frequently pulled into AI overviews across the landscape.
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Continue contributions to the Visit Denver blog with content that is both timely (e.g. weekend roundups) and specific (niche topic posts, including those that showcase diversity).
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Expand editorial content in the Diverse Denver section of VisitDenver.com, adding information for the following communities: Black/African American, Hispanic/Latino, LGBTQ+, Asian American, Indigenous/Native American and Accessibility.
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Expand editorial content on VisitDenver.com for topics related to sustainability, highlighting the city’s ability to provide eco-friendly, low-impact visits.
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Maintain a robust public relations effort that is built to work with members of the media locally, regionally, nationally and internationally to ensure that the city is viewed in the most favorable light in all published stories.
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Facilitate consumption of online Denver content by international visitors to the website by enabling powerful translation tools and encourage downloading of the new lure brochure being produced in 10 languages.
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Maintain a year-round program of electronic newsletters designed for each individual market that communicates helpful and enticing information and imagery.
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Collaborate with other organizations throughout the community to increase links to VisitDenver.com websites and to the online events calendar, Denver365.com.
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Design and implement microsites and landing pages to align with annual marketing programs campaigns to provide customized resources for visitors.
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Maintain and enhance the Denver365 online events calendar as a comprehensive resource for both locals and visitors, with continued emphasis on supporting the city’s cultural initiatives and ongoing outreach to all partners and Scientific and Cultural Facilities District (SCFD) organizations to utilize this free marketing opportunity. This will include launching a new, programmatic tool called Seeker that will “crawl” websites in Denver (e.g. sports teams, performing arts venues) that will more efficiently, accurately and comprehensively build the event listings on the site.
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Enhance social media and content strategies, including the expansion of video programs and paid social media tactics and use of ever-evolving social distribution channels, to augment consumer marketing campaigns.
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Continue paid search engine marketing and organic search engine optimization strategies to support consumer marketing campaigns and drive consumers to VisitDenver.com. Develop new Generative Engine Optimization (GEO) strategies to take advantage of the new opportunities to feed content to this emerging channel.
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Maintain and continually update the online Denver photo and video library for use by the Bureau in promoting Denver as a travel destination. Stay abreast of the rapid changes taking place in video so that Visit Denver is always offering top-quality footage in the best and most practical manner.
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Create and promote imagery that focuses on Denver’s mild climate and outdoor amenities, while also finding ways to communicate the safety of the destination.
Promotional Collateral ▷
Produce the Official Visitors Guide to Denver & Colorado (OVG) and distribute the publication at locations in the Denver metro area, statewide and throughout the regional, as well as through a virtual edition on the website. In addition, fulfill any OVG requests generated from advertising, the toll-free number or the internet. In 2025, Visit Denver produced 305,000 copies of the OVG in two editions: Spring/ Summer (175,000) and Fall/Winter (130,000).
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Produce and distribute the new international lure brochure translated to 10 languages to support international promotion. The English version of this brochure will be used in place of the previous version of the domestic lure brochure, which is being retired.
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Produce digital version of the Denver Beer Trail to direct visitors to Visit Denver’s brewery partners. The Denver Beer Trail is typically produced around the time of the Great American Beer Festival.
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Publicity & Media Relations ▷
Maintain a database of key local, regional, national and international travel media and distribute frequent news releases and targeted pitches about Denver, including information regarding new events, attractions and trends.
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In alignment with the organization’s new website, work with team to design and maintain an online Denver press kit for journalists around the world.
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Assist all domestic and international travel writers on their Denver travel article assignments, providing press kits, photos, b-roll video, customized information, site tours and personal assistance.
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Integrate social media influencers into local press events, following the strategy, benchmarks and vision of the social media team.
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Attend regional, national and international industry meetings, marketplaces and trade shows to build relationships with writers and pitch Denver stories. Meetings to be attended include Public Relations Society of America (PRSA), U.S. Travel Association’s IPW, Brand USA Travel Week and the TravMedia International Media Marketplaces in New York City, Germany, France and the UK. Evaluate the success of Travel Classics following 2026 event.
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In areas of particular focus hold engaging, Denverspecific media events for top in market media in addition or in place of desk-side visits before or after media marketplaces.
136 // VisitDenver.com
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Work with contracted international reps in Mexico, U.K. and German-speaking Europe to generate favorable media coverage that inspires travel to the Mile High City. Continue to evaluate international sentiment for decisions on engagement level in various countries, specifically Canada and France
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Work with the CTO and their international in-market representatives to ensure Denver coverage is included in Colorado media exposure above and beyond what contracted reps produce in Australia/New Zealand, Canada, France, German-speaking Europe, Mexico and the U.K. Continue to evaluate strategies and tactics for additional international markets with nonstop flights to Denver as needed.
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Work with Brand USA, RMI and other partner marketing organizations to target international markets where Denver has a growing interest including Brazil, India and Italy.
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Work with CTO on domestic publicity efforts, participating in press FAMs and special events in key U.S. media markets as appropriate.
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Host quarterly receptions for local travel writers at new and newsworthy attractions to build relationships and provide local story opportunities.
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Work with community partners to promote cultural and holiday weekend events, including the Outside Days Festival, Cinco de Mayo, PrideFest, Cherry Creek Arts Festival, Independence Eve and other events as needed.
Tourism
Strategies and Tactics ▷
Promote in-market special programs including the Colorado Michelin Guide, Denver Restaurant Week, Denver Arts Week and Mile High Holidays to improve the city’s national image and drive incremental visitors.
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Promote unique city attractions including exhibits at Denver Art Museum, Denver Museum of Nature & Science, the History Colorado Center, Meow Wolf and more; music and sporting events, new hotels and resort offerings; and Denver Union Station, in tandem with messaging about Denver’s iconic attractions such as Red Rocks Park & Amphitheatre.
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Support earned media efforts around the inaugural Sundance Film Festival in Boulder, Colorado, including hosting national media as appropriate during the festival.
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Measure and track all Denver articles via Muckrack, PR Newswire and TVEyes clipping services, covering consumer press, travel and convention trade press and local media. Quantify print, online and broadcast media advertising value equivalencies (AVE) and impressions and continue to benchmark additional forms of evaluation.
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Consider conducting deskside tours in major media markets, including New York, Los Angeles and Washington, D.C. and key domestic feeder markets such as Chicago and Texas (Austin, Dallas and Houston). Measure and track international press coverage from AVE reports provided by Denver international reps and the CTO. Continue to monitor and research AI’s impact on earned media while implementing organization-approved tools that support earned media goals. As the media industry’s advertising model changes there is high potential for AVE values to adjust to reflect fewer unique visitors per month. Track cadence of meeting publication awards to ensure each has the most relevant and timely materials ahead of evaluation periods.
Hospitality, Customer Service & Safety Initiatives ▷
Continue to provide and distribute online hospitality training program, “Go The EXTRA Mile,” which includes training sessions for managers and front-line hospitality industry representatives annually.
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Collaborate with the CTO to support Tourism Day at the Capitol and other educational initiatives aimed at increasing local awareness of tourism’s economic and cultural value to the community.
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Continue to work with the City and community organizations on initiatives that improve the visitor experience in Denver, including supporting Denver’s efforts to end people experiencing homelessness and efforts to provide education and job placement within the hospitality industry, including Visit Denver’s own Workforce Development initiative; collaborating and supporting the Downtown Denver Partnership’s Security Action Plan; and working with the City to address safety issues that may impact visitor perceptions of Denver.
Tourist Information Centers ▷
Identify technologies to support visitors and promote all there is to see and do in Denver and Colorado and effectively represent Visit Denver partners.
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Continue to research the need for a possible location on 16th Street where a visitor center kiosk would benefit visitors.
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Use “geo-fencing” location-based digital technology to deliver destination information to in-market visitors in proximity to visitor attractions and services.
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Collaborate with Denver Union Station (DUS) to continue to operate the Tourist Information Desk at this important transportation hub for rail service connecting downtown and DEN.
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Work with DEN to identify visitor services opportunities in the new Great Hall construction project.
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Continue to operate the CCC TIC during conventions and public shows.
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Develop additional strategic partnerships to enhance visitor services and provide comprehensive visitor information.
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Continue to provide brochures in 10 different languages to support international visitors.
Partnerships & Alliances ▷
Maintain existing relationships with media partners including CBS Colorado, Westword and 5280; marketing partners like CTO, DEN, RMI and airlines; and other cultural and corporate partners, to leverage dollars and effectively reach potential Denver visitors.
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Maintain and enhance existing network of affiliations including: City and County of Denver, DEN, Colorado Ski Country USA, CTO, Tour Colorado, DDP, Denver Hispanic Chamber, the Colorado Office of Film/Television/Media, SCFD, Japan America Society of Colorado, RMI, Grand Circle Association, Destinations International (DI), U.S. Travel Industry Association, Brand USA, National Tour Association (NTA), American Bus Association (ABA), Denver Sister Cities International, Biennial of the Americas and Colorado ski resorts and Visit USA committees in target international markets and the Rocky Mountaineer. Visit Denver 2027 Marketing Plan // 137
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DOMESTIC CONSUMER MARKET: 2027 TACTICS
Overall Advertising & Marketing Tactics
Visit Denver implements annual integrated advertising and marketing campaigns. The goal is to encourage leisure visitors, both regionally and nationally, to select Denver as their destination of choice.
For all paid consumer marketing efforts, strategies are decided, goals are established and a media and creative plan is created in cooperation with the Bureau’s three agencies of record: Karsh Hagan Madden (KHM; general advertising), paid Google platforms and MMGY (paid social).
Research by Denver-based BrandJuice developed the current brand positioning: Uplifting by Nature. Denver is a vibrant outdoor city at the base of the Rocky Mountains with a natural energy that heightens every moment. The research also concluded that the Rocky Mountains and Denver are inextricably linked in the minds of consumers, a trend that is even more pronounced during the pandemic.
Customized messaging, creative and website content are developed for each campaign window detailed below. All consumer marketing campaigns will: ▷
Utilize digital and video-based advertising vehicles, varied by campaign. Digital vehicles have been Visit Denver’s preferred vehicles, due to their trackability, but also their financial efficiency and flexibility in terms of changes and cancellations. Improvements in video-based advertising includes a move away from traditional broadcast due to its cost and onerous cancellation policies and in favor of emerging platforms like pre-roll video, “over-the-top” TV (OTT) and connected TV (CTV), usually delivered via set-top boxes like Apple TV and Roku, that allow brands to advertise through ad-supported streaming services like Hulu and Amazon Prime.
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Customize marketing messages to better target families, couples, travelers by generation, cultural travelers, foodies and other niche audiences with household incomes that indicate an ability to travel and interests that align with Denver’s brand and product.
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Utilize search engine optimization and keyword buys to capture consumers searching for destination information on Google and other search engines.
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Utilize new generative engine optimization tactics to highlight the city through this emerging channel, including expanded paid ads on ChatGPT.
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Include social media advertising components, primarily Facebook and Instagram, but also Pinterest, TikTok and Reddit and other emerging platforms.
The development of the 2027 consumer advertising campaigns will be based upon this brand positioning research and the consumer insights provided from various sources on the sentiment of travel.
The 2027 campaigns will: ▷
Continue to position Denver as a welcoming, outdoor city with desirable urban experiences and access to the Rocky Mountains.
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Showcase urban adventures in a realistic, experiential style, whether featuring arts, culture and dining, or biking, hiking and sports.
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Utilize the city’s robust events calendar as a year-round asset to highlight specific, time-sensitive reasons to visit and to encourage longer trips.
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Continue to evolve the “basecamp Denver” strategy to encourage city and mountain visits throughout the year.
138 // VisitDenver.com
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Strategies and Tactics
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Include long-form and short-form video content for distribution via digital advertising, paid and organic social media, YouTube as well as the new AI engines that are returning videos as part of their results.
Digital advertising and marketing vehicles for 2027 will include: ▷
Leverage the draw of outdoor activities and cultural offerings, as well as the attractions and experiences Denver has to offer year-round.
Display banner ads via programmatic digital advertising networks (currently The Trade Desk) that effectively and efficiently deliver advertising on desktops, laptops, tablets and mobile phones.
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Target niche markets that represent opportunities for growth, including Hispanic/Latino and LGBTQ+.
Multiple promotions, content and advertising on Colorado. com and via Colorado e-newsletter distribution.
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Feature special hotel rates and/or hotel packages for yearround and seasonal marketing campaigns.
“Pre-roll” video use of campaign commercials on digital networks, as well as expanded digital video distribution channels like CTV and OTT.
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Promote the Mile High Culture Pass and the Denver CityPASS created specifically for visitors, both offering tickets for several attractions at a bargain price.
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Rich media advertising that incorporates video and interactive engagement.
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Electronic newsletters via trusted opt-in subscription services (currently eTarget Media).
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Collaborations with native content distribution platforms, such as Outside and Atlas Obscura/Gastro Obscura.
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Paid social media campaigns via Visit Denver’s social media platforms.
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Search engine optimization and campaign-driven keyword buys on Google.
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Visit Denver’s monthly e-newsletter communications to more than 120,000 consumer subscribers.
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Distribution of Denver content via social media platforms, mobile applications, sponsored content and other new outlets.
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Ongoing review of analytics to determine campaign effectiveness and return on investment to allocate dollars most effectively to drive engagement and convert visitors. This includes the Datafy platform that can provide data about how advertising influences rates of arrival, as well as new providers like Adara.
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Leverage PR efforts, media outlets and other partners to extend the reach of the campaign.
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Track each campaign separately via a variety of survey methods and digital tracking technologies. Longwoods return-on-investment research will be used to determine the effectiveness of individual campaigns. Datafy reports will be used to determine the visitation lift attributable to advertising on a campaign-by-campaign basis. Adara Impact will be used to determine post-exposure hotel sales. Google Analytics will be used to determine the performance of campaigns on the VisitDenver.com website. Facebook Insights will be used to determine the performance of paid social media campaigns.
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Geotarget ads being sent to convention and leisure travelers downtown showcasing Things to Do, Food & Drink and Attraction passes.
Digital Advertising The Bureau invests a large portion of the consumer advertising budget into digital tactics, knowing these vehicles represent the most cost-effective, trackable way to achieve a broad national reach, geo-target specific areas and communicate with specific consumer segments and niche audiences.
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SPECIFIC CAMPAIGNS IN 2027 Visit Denver’s Marketing and Tourism Departments are committed to actively marketing Denver in 2027 via a proven mix of paid, earned and owned marketing tactics. The team will be closely monitoring all available data to determine the optimal campaign mix for the year, as well as the right tactics for the right situation. Budget for campaigns, particularly regional efforts, will include a mix of funds that includes Tourism Improvement District dollars. What follows below is a projected list of campaigns and tactics based on the staff’s current evaluation of the tourism landscape and marketing opportunities.
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Growth markets (formerly Test markets): Several other large cities were given increased media weight due to a similar list of factors as the target markets, though these cities were generally smaller. Growth markets that perform well may be elevated to future Target markets; similarly, underperforming Growth markets are usually relegated to the National market pool.
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Regional markets: As was the case in 2026, regional audiences will now be included in the summer campaign since their interests align with those of the national audiences.
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National markets: Improvements in digital advertising technologies have allowed Visit Denver to have robust national coverage of the spring/summer campaign, a tactic that is well-supported by data. Denver receives significant visitation from a multitude of large metro areas that cannot receive the full target market treatment due to budget constraints; the national plan relies on precision behavioral targeting in order to maximize impact to those long-haul visitors with an interest in Denver while minimizing wasteful ad spending.
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Hispanic/Latino markets: Visit Denver actively targets this valuable audience with ads that designed to speak more directly to the market, using a mix of English and Spanish phrases (“Spanglish”) while still directing them to the activities being promoted to more general audiences. Studies have pointed to this approach as the most successful way to encourage brand loyalty and consideration.
National/Regional Campaigns Spring/Summer Campaign Upon evaluation of Longwoods 2025 ROI research and additional analysis from staff and ad agency Karsh Hagan, the media plan for the 2027 summer campaign will be designed to concentrate advertising dollars where there is the best potential to convert overnight visitors and will be developed to reach specific regional markets, long-haul target markets, markets with growth potential and national audiences. ▷
Target markets: These markets are expected to continue to expand from previous summer campaigns. The ability to expand into new target markets is a result of new tools in media buying that allow ad spending to be more efficient and targeted. New market options will be evaluated based on multiple factors, including historical performance, availability of airlift, website traffic and others. Target markets typically see a higher number of advertising vehicles and greater media weights.
140 // VisitDenver.com
Tourism
Strategies and Tactics ▷
Include hotel deals and packages.
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Leverage blockbuster exhibitions, concerts and touring shows in partnership with arts and cultural organizations and Denver music venues.
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Provide cooperative advertising opportunities for Visit Denver partners.
Always-On Travel Campaign In 2027, Visit Denver will continue a very successful campaign launched in 2026 created to address a unique opportunity the team has uncovered in the market, namely to merge campaigns with similar partners and audience targeting to maintain momentum between campaigns, carry over learnings and streamline campaign execution.
2027 Markets ▷
Target Markets: NYC, Chicago, LA, Dallas, Houston and Phoenix*
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Growth Markets: St. Louis, Detroit, Orlando, Boston, Minneapolis, Washington, D.C., Philadelphia* and Atlanta*
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Regional Markets: Colorado (excl. Denver 7-county metro), Albuquerque, Cheyenne, Lincoln, Omaha, Salt Lake City, Wichita, Kansas City, MO, Oklahoma City, Billings*, Missoula*, Great Falls* and Bozeman*
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As the name suggests, this campaign will run all year long and take advantage of seasonal market demand that occurs outside of our campaign windows. For example, if a potential traveler indicates interest in November for a summer vacation in Denver, this campaign will help make the sale. Similarly, if someone begins searching for ski trips in June, this campaign will serve them ads highlighting our winter appeal. This campaign will primarily rely on two types of media partners: conditional and endemic. ▷
Media partners include platforms such as Sojern, Adara, Epsilon and Kinective (United Airline) that can create dynamic audiences based on searches for flights and hotels. Visit Denver will have visibility into these searches (e.g. travel dates) and serve the appropriate ads to the appropriate audiences.
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Endemic media partners include outlets such as Outside, Atlas Obscura/Gastro Obscura and Colorado Tourism Office that directly and exclusively target the travel audience, allowing Visit Denver to deliver its message to audiences whose interests align well with the city’s appeal (e.g. outdoor activities, food and Colorado travel).
National Markets (DMA): National, excluding target, growth & regional markets
*Indicates new market for 2026
Latino Markets ▷
Target Markets: Colorado (excl. Denver 7-county metro), Albuquerque, Kansas City, Salt Lake City, Houston, Dallas, Austin
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National Markets ○ Certain tactics only
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Utilize marketing and advertising vehicles with the best value for the investment with a heavy emphasis on digital vehicles and video-based advertising.
Allow Visit Denver to create budget splits by market group. National and regional markets will get similar share in spend YoY while allowing full control to optimize by performance.
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Feature brand messaging and creative under the new “This is How We Denver” campaign umbrella developed in 2025.
Allow for custom targeting by season. Within prospecting audiences and partners, Visit Denver is able to adjust targeting parameters at the time of seasonal refreshes.
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Create additional cost efficiency. By committing to annual spend levels with media partners, this allows Visit Denver to negotiate more added value and receive lower Cost Per Thousand (CPM) rates.
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Improve machine learning. Maintaining momentum between seasons ensures campaign breaks do not reset platform algorithms, driving optimal performance.
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Drive shoulder season growth. An always-on presence in demand-based channels (e.g., Sojern) ensures Visit Denver does not miss the opportunity to reach active planners in March or September.
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Drive to corresponding pages on VisitDenver.com.
Overall, the spring/summer campaign will: ▷
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The campaign will:
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Include messaging and creative to promote PrideFest and expand the LGBTQ+ marketing timeframe to generate overnight visitors throughout the campaign.
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Implement PR and advertising efforts to reach Hispanic/ Latino audiences.
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Drive to corresponding content on the VisitDenver.com website.
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Include public relations efforts, organic and paid search engine tactics and organic and paid social media tactics.
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Implement content distribution tactics across a wide variety of platforms.
Visit Denver 2027 Marketing Plan // 141
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Strategies and Tactics ▷
Collaborate with hotel and industry partners, as well as CBS Colorado, Comcast, Westword, 5280 and Spanishlanguage outlets.
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Feature hotel rates that provide a value proposition for potential overnight visitors, including special New Year’s Eve packages.
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Focus on the strong retail and shopping offerings within the metro area.
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Develop specific messaging and creative to reach Hispanic/Latino audiences.
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Incorporate enhanced marketing opportunities for partners.
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Drive potential visitors to MileHighHolidays.com, a customized website featuring events, hotel rates/ packages and shopping information.
LOCAL CAMPAIGNS Mile High Holidays Campaign For the 25th consecutive year in 2027, Visit Denver will implement the Mile High Holidays advertising campaign that communicates all there is to do in Denver during the holidays from Thanksgiving to New Year’s Eve and provide a valuebased call-to-action for great hotel rates. The campaign also aims to drive visitors to Denver in January, especially to experience the National Western Stock Show & Rodeo. The goal is to entice consumers to make plans for a quick holiday vacation or January getaway. The November-January timeframe is typically a need period for Denver because there are fewer meetings and conventions. Hotels are also able to offer more attractive rates during this timeframe, a trend that is expected to continue next year. In 2019, Visit Denver implemented a new, highly visible attraction to drive more awareness for Denver as a must-visit holiday destination. The 110-foot-tall “Mile High Tree” was constructed in Sculpture Park in the Denver Performing Arts Complex, launching Thanksgiving weekend and continued through January 2020. For the last four years, the attraction has been paired with Christkindlmarket in Civic Center Park and moved to the Tivoli Quad at Auraria Campus in 2025 and again in 2026. The Mile High Tree is likely to return in 2027, but the location is TBD. The campaign will: ▷
Provide time-specific and seasonally appropriate reasons to visit Denver during the holidays, including light displays, seasonal shopping and holiday markets, holiday performing arts and the like. The campaign will specifically promote Thanksgiving weekend, Christmas weekend, New Year’s Eve and the National Western Stock Show.
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Utilize advertising and marketing tactics including digital display banners, electronic newsletters, streaming radio, billboard/out-of-home and other tactics.
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Incorporate public relations, as well as paid and organic social media.
142 // VisitDenver.com
To enhance Denver’s brand, foster local awareness and collaboration, Visit Denver implements two annual promotions that allow partners to participate at minimal or no cost to them. A customized website is created for each campaign, allowing Visit Denver partners to gain visibility for each of their organizations and businesses. Advertising tactics generally follow similar patterns and will rely heavily on digital and video-based tactics, as well as social media and PR efforts.
Denver Restaurant Week Denver’s largest culinary celebration, Denver Restaurant Week (DRW) aims to grow Denver’s culinary reputation both within and outside of the city. In 2026, Denver Restaurant Week took place from March 6-15, leveraging the new website created in 2024 making it easier for restaurants to engage with and enter their menus, as well as create efficiencies for the team. In 2026, the website continued to include registration for consumers, where they can save and share their preferences. The 2027 effort will take place from March 5-14 and will be promoted locally and regionally. Target markets: This campaign will run in Metro Denver and through the Regional Campaign. The marketing efforts: ▷
Will featured hundreds participating restaurants offering fixed-price meals, as well as the new diner portal, which received 4,631 diner accounts created and 1,915 diners opting into Visit Denver’s newsletter.
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Have a dedicated website with a comprehensive list of restaurants and special menus that is sortable by neighborhood, cuisine and price point.
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Kick off with the launch of the menus in late January or early February.
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Utilize advertising and marketing tactics including digital display banners, electronic newsletters, streaming radio, billboard/out-of-home and other tactics.
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Include a variety of PR, social media and content tactics.
Tourism
Strategies and Tactics Denver Arts Week This annual fall marketing promotion, which is focused on getting the word out about Denver’s rich arts and cultural assets, is celebrating its 20th year in 2026. Its goals are to increase YEARS OF CREATIVITY & CULTURE awareness of the vibrant arts and cultural scene in the Mile High City and to generate new customers PRESENTED BY for arts organizations, from performing arts and film to art districts and art galleries. The campaign will feature blockbuster exhibitions and hundreds of events like Free Night at the Museums, gallery openings, performing arts and more. In 2026, an Arts & Well-Being and a list of Galleries will be included where visitors can buy local art.
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Engage diverse arts and cultural organizations and events in Visit Denver’s marketing efforts with a full-time cultural tourism programs manager.
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Feature arts and cultural events prominently on VisitDenver.com on Denver365, the online events calendar, as well as encouraging Tier III arts organizations to take advantage of these free marketing opportunities, the annual Denver Arts Week promotion and the four marketing workshops.
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Continue to work toward additional partnerships around Denver365 and enhance opportunities with the City and County of Denver websites and citywide cultural plans.
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Continue to promote the Mile High Culture Pass, which is a three-day pass for eight attractions. In addition, the pass offers value-added discounts at other cultural attractions.
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Promote the Denver CityPASS, which offers discounted tickets for three, four or five of eight of the city’s top attractions with savings of up to 48% on combined ticket prices.
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Implement the annual Denver Arts Week celebration of Denver’s rich cultural community to increase awareness and generate new audiences for arts and cultural organizations, galleries and Denver’s creative neighborhoods.
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Continue to host bi-annual Marketing Workshops for diverse arts and cultural organizations, to encourage collaboration, discuss Visit Denver’s cultural programs, provide marketing insight for cultural organizations and advocate for cultural vitality within the community.
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Partner with arts and cultural organizations to promote exhibitions and further establish Denver’s brand as a strong arts and cultural urban destination.
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Continue to build relationships and pitch Hispanic/Latino outlets for earned media.
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Partner with LGBTQ+ events such as PrideFest to attract overnight visitors to Denver.
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Renew membership with IGLTA, a LGBTQ+ organization that provides free travel resources and information while continuously working to promote equality and safety within LGBTQ+ tourism worldwide.
In 2027, Denver Arts Week is expected to continue as a full ten-day promotion, including signature events. Target markets: This campaign will run in Metro Denver. The event receives regional promotion through the Regional Campaign. The marketing efforts will: ▷
Feature more than 300 arts-related events.
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Have a dedicated website with a comprehensive events calendar linked to Denver365 and cultural discounts.
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Utilize advertising and marketing tactics including digital display banners, electronic newsletters, streaming radio, billboard/out-of-home and other tactics.
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Promote two signature events: First Friday Art Walks and Free Night at the Museums.
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Be very inclusive with no charge to participating organizations to gain exposure in the advertising campaign.
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Highlight Denver’s diverse and creative neighborhoods.
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Leverage partnerships with organizations including Denver Arts & Venues, Denver Film Festival, Denver Art Museum, Denver Museum of Nature & Science, Denver Fashion Week and other cultural institutions.
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Increase the reach of the campaign via sponsorships and partnerships with CBS Colorado, Comcast, The Denver Post, 5280 Magazine, Westword, RTD, etc.
Niche Markets: Multicultural, Cultural & Heritage & LGBTQ+ Travelers Visit Denver strives to reach niche markets via specific tactics integrated into annual consumer campaigns as appropriate. Tactics include: ▷
Implement multicultural marketing vehicles within the domestic consumer marketing programs, with a focus on the Black, Hispanic/Latino and LGBTQ+ consumers.
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Neighborhood Tourism Initiative Visit Denver continues to use the city’s vibrant, diverse neighborhoods in tourism marketing efforts, knowing visitors are seeking authentic, local experiences. In 2023, Visit Denver revamped these efforts to include a more user-friendly experience on the online Neighborhood Guide by including an interactive map by neighborhood and updated the videos to reflect their current vibrancy. In 2026, Visit Denver continued to make updates to the guide that features 16 neighborhoods. Other ways neighborhoods are featured in marketing are: ▷
In brochures, editorial and other marketing vehicles.
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Highlighting neighborhood locations within Denver Restaurant Week and Denver Arts Week promotions.
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In social media videos.
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Encouraging neighborhoods to leverage free marketing opportunities offered by Visit Denver, including the VisitDenver.com website, DENVER Deals and Denver365. com events calendar.
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Mobile Data Research: In addition to the on-site surveys, multiple mobile data platforms will be tracking these events to supplement the existing research. These platforms use aggregated, anonymized data created by mobile devices to create broad visitor profiles that will allow Visit Denver to understand visitor volume, percentage of out-of-town visitors, home location of visitors, length of stay and other points of interest they visit.
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Event Producer Partnerships: In many cases, Visit Denver has a direct relationship with the event producer and can partner with them to receive more detailed attendance information, particularly for paid, ticketed events. This serves as further reinforcement of data derived from the above two sources.
Evaluation of Consumer Marketing Programs Visit Denver follows best practices for all marketing program tracking, reporting and return on investment evaluation. ▷
Implement annual visitor profile research via Longwoods International to provide domestic visitor numbers, spending data, feeder market information, trends, demographics and visitor perceptions.
▷
Obtain data on how Denver’s tourism growth compares to the national tourism growth.
▷
Conduct advertising effectiveness and return on investment research to determine how certain ad campaigns are influencing potential visitors’ intent to travel to Denver, as well as their actual travel behavior (e.g., visitation rates, spending) that is attributable to campaign activity.
▷
Use technology tools like Google Analytics to analyze website visitation patterns and mobile data providers to tie exposure to ad campaigns to in-market visitation, as well as length of stay and origin markets of visitors.
▷
Use mobile tracking technology like Datafy and Placer. ai to generate additional insights on advertising effectiveness, event attendance, home location of attendees, distance traveled, time in market and other metrics.
▷
Use a variety of syndicated research studies to evaluate Denver’s performance against national benchmarks and trends.
▷
Track results associated with specific campaigns:
Events & Festivals Initiatives In 2027, Visit Denver will once again develop a comprehensive approach to the attraction, development and promotion of events and festivals that have the potential to draw overnight visitors and increase tourism in the future, especially during need periods. This approach will use some or all the following tactics: ▷
Event Attendee Intercept Research: Each year, real-time intercept research is implemented at certain events to determine the percentage of out-of-town visitors, as well as to learn how many stay overnight and use paid accommodations. Events planned for surveying in 2027 may include: Cinco de Mayo, PrideFest, Outside Days, Cherry Creek Arts Festival and Denver Food & Wine Festival, as well as high-profile sports events.
144 // VisitDenver.com
○ Website activity (including visits, pageviews,
on-site engagement, time on site, bounce rate, click-through data for partners, etc.) ○ Smith Travel Research hotel reports ○ Newsletter subscriber database growth ○ Digital advertising metrics including click-through rates ○ Social media engagement
Tourism
Strategies and Tactics
DOMESTIC GROUP MARKET: 2027 TACTICS The goals for all marketing efforts in the domestic group market are to generate leads and referrals for Bureau partners, expand Denver product in the marketplace and increase overnight leisure group visitors to Denver. These market segments will continue to be evaluated annually. The tracking of room nights from these groups is based on self-reporting and gathering that information continues to be challenging. Wedding room nights are the most difficult to track, and the lead room nights will be used for specific tracking of those room nights in 2027. However, group tour room nights will be tracked using the new TourTrackerPro® Report and manual reports from domestic travel companies and hotel partners.
Direct Sales Efforts The Tourism Department maintains a database of travel companies and builds relationships with travel trade clients to maintain and enhance Denver product offerings. The department works with travel planners (including small groups, weddings and reunions) to distribute leads and to recommend our partner hotels, attractions, venues, transportation and other activities. The sales staff provides planning assistance for group itineraries, unique activities, restaurants, tour or sightseeing companies and performance/ event venue options. The online RFP process for wedding planners is automated to minimize the human resources needed to generate leads and referrals for Visit Denver partners. Online RFPs already generate the majority of weddings leads. The two premier group travel trade shows in the U.S. are American Bus Association (ABA) Marketplace and National Tour Association (NTA) Travel Exchange. The department is not planning on attending these in 2027.
Evaluation of Domestic Group Programs Visit Denver implements ongoing evaluation of existing markets to determine where best to deploy resources. Annual tracking, which follows DI best practices, focuses on information obtained from clients, hotels and the TourTrackerPro® Report: ▷
Number of room nights generated.
▷
Number of leads and referrals generated.
▷
Number of new or enhanced travel products created by travel companies.
▷
Number of companies featuring Denver in their travel products and itineraries.
▷
Number of weddings and other small groups serviced.
INTERNATIONAL MARKET: 2027 TACTICS Building on Denver’s international air-service network, the Tourism Department will prioritize Mexico, Canada, the United Kingdom, Germany and France in 2027. The department will also support Colorado Tourism Office initiatives in Australia and New Zealand, while exploring Brazil as a future market opportunity based on air access, market potential, trade distribution and available partnership resources. The department will collaborate with airline partners to support nonstop service and strengthen awareness of Denver in key origin markets, including Japan and Italy through United Airlines, as well as Türkiye and connecting markets served through Turkish Airlines, including India and select countries in Southeast Asia. To increase international visitation to Denver, the Tourism Department will educate travel trade professionals and consumers about Denver’s visitor experiences; maintain and expand Denver travel product in the marketplace; and encourage the development of new itineraries and packages that include overnight stays in Denver. Tactics may include travel trade training, public relations, digital marketing, media and trade familiarization programs, sales missions and cooperative campaigns with airline, destination and tourism partners. Visit Denver will continue to work closely with airlines, including British Airways, Air France, United Airlines and other current or prospective international air-service partners to identify opportunities for cooperative marketing that supports Denver nonstop service and drives visitation. Visit Denver will continue to partner with the Colorado Tourism Office, Denver International Airport, Colorado ski resorts, Canyon Spirit, Rocky Mountain International and Brand USA. These alliances provide important in-market representation, travel trade relationships and opportunities to extend Denver’s reach in the United Kingdom; Germany, Switzerland and Austria; France; Belgium; Italy; the Netherlands; Nordic countries; Mexico; Canada; and Australia and New Zealand. Visit Denver will also work with DEN, airline partners and Brand USA to reach additional priority markets, including Brazil as opportunities emerge.
Visit Denver 2027 Marketing Plan // 145
Tourism
Strategies and Tactics
In 2027, Visit Denver will maintain public relations representation in Mexico, the United Kingdom and Germany as budget allows. The department will continue to monitor international travel sentiment, air-service developments and market performance to guide future investment decisions, particularly in Canada and other markets affected by changing political, economic or traveler-perception conditions.
Italy, Netherlands and Australia. Visit USA participation in Belgium, Japan and Nordic countries requires in country rep participation to take advantage of opportunities. For Japan we utilize CTO membership and for Nordic and Belgium we utilize RMI membership.
Direct Sales Efforts
The Tourism Department implements online and print marketing vehicles to reach consumers, in cooperation with travel companies, state or regional partners and Brand USA. Visit Denver will evaluate cooperative consumer marketing opportunities with Brand USA, CTO and RMI in target markets. The department will also evaluate opportunities for targeted digital marketing campaigns with partners like Expedia, Hotelbeds, Airlines and key OTAs and Tour Operators in specific target markets in 2027.
The Tourism Department communicates regularly with the database of travel company clients to maintain current products and encourage expansion of Denver travel product. Leads and referrals are generated for Visit Denver partners. The department is working with state and regional partners to participate in-person trade shows, sales missions and educational trainings for travel companies and travel agents. Brand USA programs like the USA Discovery Program online agent training and market-specific, virtual agent trainings give Denver exposure to travel company clients. Brand USA engages in in-person tradeshows and sales missions, which will be evaluated for 2027 participation. Visit Denver works with marketing partners in target markets to maintain free exposure and will evaluate opportunities for paid co-ops with travel company clients in target markets as appropriate. Site inspections for travel company representatives are normally implemented to showcase the city and increase Denver’s exposure in travel company packages. The Tourism Department also assists the Communications Department with international media visits. Visit USA committees in each country are made up of international travel trade companies and U.S.-based destinations with the goal of promoting travel to the U.S. Membership in Visit USA committees provides virtual trainings, web listings, brochure distribution at travel shows and newsletter exposure to consumers, media and travel companies. Visit Denver maintains Visit USA memberships in the U.K., Ireland, Germany/ Switzerland/Austria, France, 146 // VisitDenver.com
Consumer Marketing
Brand USA offers international cooperative consumer marketing opportunities via in-language content packages, custom in-country multi-channel campaigns, a national inspiration guide and the VisitTheUSA.com website. Visit Denver will evaluate the cooperative marketing opportunities and participate with Brand USA as appropriate to further extend the advertising reach.
Trade Shows & Sales Missions Visit Denver will participate in trade shows and will participate in CTO sales missions in target markets in 2027, depending on budgets and market conditions. The following 2027 sales missions and trade shows will be our focus.
ICELANDAIR MID-ATLANTIC TRADESHOW January 28-31; Reyjavik, Iceland This is a biennial Reykjavík travel trade show by Icelandair, connecting North American buyers with tourism suppliers from Iceland, Greenland and Europe through a full day of prescheduled appointments and networking.
Tourism
Strategies and Tactics GO WEST SUMMIT
INTERNATIONAL SALES MISSIONS – TBD
February 27 – March 3, 2027; Galveston
Visit Denver will participate in international sales missions in collaboration with CTO, with the goal of maintaining and growing Denver travel products and generating additional exposure within the international target markets which include Mexico, Canada, France, U.K./Ireland, Germany, France and Australia. The missions are typically a combination of meetings with travel company decision makers and airlines, travel agent trainings and media events.
This trade show features one-on-one appointments with the world’s top tour operators, travel companies, media representatives and airlines in Western U.S. destinations. The Bureau targets companies that are currently promoting winter and summer group and individual travel programs to Denver, as well as new companies with the greatest potential for Denver. Denver averages 80 appointments.
GREAT AMERICAN WEST ROUNDUP (BY RMI) April 20-30, 2027; Idaho Falls This tradeshow, hosted by one of the RMI state partners, includes one-on-one meetings with an estimated 40-50 international tour operators, receptive operators and in-market representatives from the targeted countries of the U.K., Belgium, France, Italy, Netherlands and Germany, as well as Nordic countries and Australia/New Zealand.
Evaluation of International Marketing Programs Visit Denver maintains a database of international and receptive travel companies that are focused on bringing international visitors to the United States. Annual market evaluation is based on the following reports and measurements: ▷
Tourism Economics Global City research of per country visitors, spending and room nights to metro Denver.
▷
Number of consumer room nights booked during marketing campaigns and room nights reported by travel companies.
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Number of leads and referrals generated and number of site inspections hosted.
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Number of new or enhanced travel products created by travel companies.
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Number of companies featuring Denver travel products.
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Impressions from marketing programs.
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Brand USA research.
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Individual target market analysis and product inventory as available.
U.S. TRAVEL ASSOCIATION’S IPW May 3-7, 2027; New Orleans IPW is North America’s premier international marketplace with international travel trade and media representatives from 70+ nations conducting business negotiations to generate inbound travel to the United States. Visit Denver hosts more than 80 individual travel company appointments each year and participates in appointments in the CTO booth. In addition, the PR team has 40 appointments with journalists in the media marketplace.
BRAND USA TRAVEL WEEK September/October; London Trade show for travel company representatives from across Europe and U.S. destination marketers. The location for 2027 is set to be in London. Approximately 100 travel company representatives attended to participate in three days of appointments and educational sessions. Each U.S. destination has the potential for 36 appointments over three days.
4 CORNERS MARKETPLACE
Tourism Industry Trade Shows & Sales Mission 2027 Calendar Dates
Traw Show/Mission
Location
Jan 28-31
Icelandair Mid Atlantic Tradeshow
Reykjavik, Iceland
Feb 27- Mar 3
Go West Summit
Galveston
Apr 20-23
Great American West Roundup
Idaho Falls
May 3-7
IPW
New Orleans
September/ October
Brand USA Travel Week
London
Sept 7-10
4 Corners Global Marketplace (New)
Denver
September 7-10; Denver 4 Corners Marketplace is a travel-trade event that brings together tourism suppliers from Colorado, Arizona, New Mexico and Utah with domestic and international tour operators through pre-scheduled one-on-one appointments, networking and destination experiences.
Visit Denver 2027 Marketing Plan // 147
Visit Denver: History and Organization A Short History of Visit Denver, The Convention & Visitors Bureau In 1908, Denver hosted the Democratic National Convention in a brand-new building – the Denver Auditorium Theatre. The event was so successful in generating press and economic development for Denver that city leaders decided to create an agency to attract more conventions. In 1909, the Denver Convention Bureau was organized as a private trade association with the mission of bringing conventions and meetings to the Mile High City. It was only the sixth convention bureau in the United States. Today, there are more than 800 destination marketing organizations. In 2008, the bureau rebranded using the trade name Visit Denver, once again hosted the Democratic National Convention and in 2009, celebrated its 100th anniversary. In 2027, Visit Denver will celebrate 118 years of promoting Denver and Colorado.
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Visit Denver
History and Organization About Visit Denver, The Convention & Visitors Bureau
STAFFING
Visit Denver, The Convention & Visitors Bureau, is a not-forprofit trade association with over 1,200 business partners (members) that contracts with the City of Denver to market Denver as a convention and leisure destination.
The Bureau’s staffing levels are back to pre-pandemic levels. Current staffing levels support the Bureau’s ongoing ability to generate demand and continue to grow the economy.
With an annual forecasted budget of $46.4 million in private and public funding and 66 full-time employees, Visit Denver’s goal is to bring conventions and tourists to Denver for the economic benefit of the city, the community and Bureau partners. As Visit Denver continues to rebound from the pandemic, the 2026 estimated actual revenue is projected to be $46.4 million which surpasses the 2019 budget of $41.3 million. Staffing has increased back to 2019 levels. The Bureau’s budget is derived from partnership fees of approximately $1.1 million, private fundraising and advertising sales and 3.75% of the Lodger’s and Tourism Improvement District (TID) Taxes in the City and County of Denver. The Bureau is governed by a 39-member Board of Directors who are elected by the Bureau partnership and includes two Denver City Council members. In addition, there are two Lifetime members, up to 16 Community members, including two members appointed by the Mayor of Denver and two honorary members. The Bureau is an accredited Destination Marketing Organization, a designation awarded and maintained by Destinations International (DI), the industry association for bureaus and related organizations.
Visit Denver Commitment to Diversity, Equity & Inclusion The Mile High City welcomes people of all races, ethnicities, abilities, gender identities and sexual orientation. Visit Denver is committed to making the core values of diversity, equity and inclusion (DEI) a way of life for the organization, its partners in the hospitality industry and its visitors. Visit Denver believes that travel makes the world a smaller and more connected place. It brings people together and fosters interaction among diverse cultures. It builds understanding, appreciation, empathy and respect for one another. This philosophy is essential to who the organization is as a community and why Denver is one of the top destinations in the country to live and to visit. Denver celebrates its rich cultural heritage across its vibrant neighborhoods with attractions, restaurants, festivals and events throughout the year. Go to Diverse Denver, where you will find the Accessibility Guide, the Land Acknowledgment to support Indigenous people and more. With this in mind, Visit Denver renews its pledge of awareness and action to create change, both within the organization and in the city. The organization is committed to making these core values a way of life for the organization, partners in the hospitality industry and visitors. In addition to a newly formed board advisory committee to assist Visit Denver with its community DEI initiatives, a staff consultant was contracted and has developed a three-year program of education and training.
The following is an overview of the staffing and departments within the Bureau:
Communications The department is responsible for all print, broadcast and online messages and media relations. The current department staff consists of one director, one manager and a coordinator..
Convention Sales The department is responsible for marketing Denver as a meeting and convention destination. The department goals are to increase the number of meetings and conventions held in Denver, generate awareness of Denver as a preferred meeting destination and build community awareness among city and hospitality constituents, encouraging them to support Bureau sales and marketing programs. Located in Denver, Washington, D.C. and Chicago, there are 16 individuals dedicated solely to sales efforts, covering different markets, but working together to achieve a common annual room night goal. The department also includes a senior vice president/chief sales & services officer, an associate vice president, a director, an executive assistant, three coordinators and an information analyst who provides support to the sales team. The Bureau contracts two independent sales professionals to develop convention sales leads through telemarketing and email sales efforts. This initiative, known as the B.E.S.T. (Bureau Extra Sales Team) program, started in 2004.
Denver Sports Commission The Denver Sports Commission was founded in 2001 to help bring high-profile sporting events to Denver. In December 2012, the Board of Directors of the Metro Denver Sports Commission (Denver Sports) voted to align themselves with Visit Denver’s sports marketing efforts, effective January 2013. Under the direction of Visit Denver, the Denver Sports Commission has continued to serve as a clearinghouse and resource for all sporting event organizers interested in Denver as a future location. The executive director of the Denver Sports Commission is responsible for attracting premier amateur and professional sporting events to Denver.
Destination Services The department is responsible for assisting conventions and meetings coming to Denver by acting as a liaison between Bureau members, city facilities and planners. They also facilitate any needs the client may have to ensure that the group returns to the city for future meetings. The department currently consists of one director, one associate director, three citywide destination managers, a manager, two coordinators and an assistant.
Visit Denver 2027 Marketing Plan // 149
Visit Denver
History and Organization Executive The department is responsible for overseeing the daily business operations of the Bureau. The president/CEO delegates departmental management authority to a vice president in each of the respective areas: Conventions, Marketing, Tourism, Partnership & Development and Finance & Administration. The director of government and community affairs serves as the Bureau’s liaison between city and state governments, the Board of Directors and the business and residential communities on all issues pertinent to the Bureau’s mission, especially those public policy and infrastructure issues that have potential to impact the tourism or meetings climate, positively or negatively. The department consists of the president/CEO, a director and an executive assistant.
Finance & Administration The department is responsible for internal/external customer service and support, which includes the areas of finance, administration, human resources/payroll and information technology. The department consists of an executive vice president/CFO, an accounting director, a human resources director, two accounting managers, a human resources manager, two information technology managers and an office administrator.
Marketing & Digital Marketing The department develops integrated marketing programs to promote Denver as a premier travel destination for conventions, meetings and leisure travel. The department consists of a vice president/chief marketing officer, a director of web and content, a digital design manager, a marketing manager, a social media manager, a web marketing manager, content manager and an executive assistant. The Bureau contracts one content manager in support of the Visit Denver website.
Summary Employee Type
2025
2026
% Change
Full Time (FTE)
65
66
1.5%
Part Time
7
7
0.0%
Totals
72
73
1.4%
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Partnership & Foundation The department is responsible for the sales, servicing and retention of the Bureau’s 1,200+ partners (members) and oversees advertising sales for the Bureau. The department generates approximately $1.9 million in private revenue annually, from partner dues, advertising sales and partnership cooperatives. The department plans partnerships events that encourage community networking and engagement. In addition, the department plans events for the Visit Denver Foundation, which awards scholarships to college students pursuing degrees in the tourism industry. The department also oversees the Bureau’s efforts with workforce development in the hospitality industry. The department consists of a vice president, a services & events manager, a data and systems manager and two coordinators. The Bureau also contracts with an independent sales professional to generate new partners and sell advertising.
Tourism The department is responsible for promoting Denver as a year-round leisure destination to domestic and international travelers with the goal of increasing leisure visitors for Denver. The department also manages the “Go the EXTRA Mile” program and branded programs such as Denver 365 (Events), Denver Arts Week and Denver Restaurant Week. The department consists of a vice president/chief tourism officer, a tourism senior sales manager, a cultural tourism program manager and an executive assistant. Additionally, the department manages two tourist information centers located in the Denver Union Station (DUS) and in the Colorado Convention Center (CCC), respectively. Due to the pandemic, the California Street location has been closed permanently. In addition, due to the current renovation of the airport terminal, that location is closed as well.
Visit Denver
History and Organization
VISIT DENVER: 2027 OPERATING BUDGET* REVENUE Lodger’s Tax1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $43,050,000
EXPENDITURES BY DEPARTMENT Department Expenses Consumer Leisure Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 19,650,000 Convention Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 6,700,000 Marketing & Digital Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 4,325,000 Destination Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 4,700,000 Tourism Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
2,000,000
Convention Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,000,000 Finance & Administration (Accounting, HR, IT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,550,000 Executive & Community Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,550,000 Public Relations & Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,275,000 Guide & Brochure Fulfillment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
150,000
Tourism Information Centers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
150,000
Total Expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $43,050,000 NET INCOME (LOSS)* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $0
EXPENDITURES BY LINE ITEM Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 21,380,000 Salaries & Benefits (Includes Direct Sales) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 10,985,000 Professional & Marketing Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,700,000 Facilities & Equipment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,650,000 Office & Computer Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,125,000 Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,300,000 Registration for Trade Shows & Conventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
710,000
Postage/Freight/Delivery/Fulfillment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
210,000
Phones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
120,000
Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
135,000
Other .... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 3,735,000 Total Expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $43,050,000 *Public funds only. Budget subject to change by December 2026 with Visit Denver Board approval. 1 Lodger’s Tax – 2027 revenue budget is a 0.0% increase over the 2026 estimated actual, which is projected to be a 2.0% increase compared to the 2025 actual revenue received. The 2027 revenue budget and 2026 estimated actual are based in part on booked convention business and forecasts received from Smith Travel Research.
Visit Denver 2027 Marketing Plan // 151
VISIT DENVER: 2026 Board of Directors 2026 EXECUTIVE COMMITTEE Hollie Velasquez Horvath 2026 Chair Regional VP, Xcel Energy Colorado Manny Rodriguez Chair Elect Chief Marketing, Experience & Customer Officer, UCHealth Leon Barnes Past Chair VP & CHRO of Growth Functions, Elevance Health Greg Feasel Secretary President & COO, Colorado Rockies Baseball Club Walter L. Isenberg Treasurer & Chair, Audit/ Finance Committee Co-Founder & CEO, Sage Hospitality Group Albus Brooks Co-Chair, Convention &Tourism Advisory Committee VP of Business Development & Public Affairs, Milender White Matt Bell Denver Sports Commission Liaison Senior VP of Venue Operations, Kroenke Sports & Entertainment Brent Fedrizzi Co-Chair, Roadmap & Destination Management Committee President, North American Regional Offices, AEG Presents Jack Finlaw Workforce Development Liaison President & CEO, University of Colorado Foundation Beth Gruitch Co-Chair, Convention & Tourism Advisory Committee Owner/Partner, Crafted Concepts Eric Hiraga Co-Chair, Government & Community Affairs Committee Chief Strategy Officer, Matrix Design Group, Inc.
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A. Barry Hirschfeld (Lifetime Board Member) Executive Committee President & CEO, A.B. Hirschfeld & Sons Bruce A. James Co-Chair, Roadmap & Destination Management Committee Shareholder, Brownstein, Hyatt, Farber & Schreck, LLP Nick LeMasters Co-Chair, Government & Community Affairs Committee President & CEO, Cherry Creek North Business Improvement District Janice Sinden Chair, Nominating Committee President & CEO, Denver Center for the Performing Arts Richard W. Scharf President & CEO, Visit Denver (non-voting)
2026 BOARD OF DIRECTORS Wes Allison President & CEO, National Western Stock Show Andy Aye CO/AZ/NV/NM Market Leader, Global Industrials and Services, U.S. Bank Jennifer Chang Federal Civilian Sales Leader, Google Rob Cohen Chairman & CEO, IMA Financial Group, Inc. David Coors Chairman & Head of Business Relations, Molson Coors Beverage Company Kim Corrigan General Manager, Limelight Hotel Denver David L. Corsun Director & Professor, Fritz Knoebel School of Hospitality Management, University of Denver Navin C. Dimond CEO/Founder, Stonebridge Companies
Dorit Fischer Title, NAI Shames Makovsky Chris Hinds Councilmember, District 10, Denver City Council Greg Leonard General Manager, Hyatt Regency Denver at the Colorado Convention Center Alison Mitchell General Manager, Apiary Hotel Dennis Moore Title, Denver Broncos Football Club Mary Nguyen Founder, President, Olive & Finch Collective Cindy Parsons Executive Director, Sustainability & ESG, CSG International Jenn Ridder Chief of Staff, Office of Mayor Mike Johnston Murphy Robinson CEO, Robinson Corp. Security Group Katie Ross Chief Marketing Officer, Denver Art Museum Brian Roth Regional Sales Director, United Airlines Jorge Sanchez President + CEO, Hermes Worldwide, Inc. Amanda Sandoval Council President, District 1, Denver City Council Frank Schultz Owner & CEO, Tavern Hospitality Group Rob Venus Vice President General Manager, Freeman Sid Wilson President, A Private Guide, Inc.
2026 COMMUNITY BOARD MEMBERS (non-voting)
Andrea Albo Executive Director, Scientific & Cultural Facilities District (SCFD) J.J. Ament President & CEO, Denver Metro Chamber of Commerce Mike Ferrufino President & CEO, Colorado Hispanic Chamber of Commerce
Kourtny Garrett President & CEO, Downtown Denver Partnership Gretchen Hollrah Executive Director, Denver Arts & Venues Debra Johnson CEO & General Manager, Regional Transportation District Adeeb Khan Executive Director, Denver Economic Development & Opportunity Amie Mayhew President & CEO, Colorado Hotel & Lodging Association Melanie Mills President & CEO, Colorado Ski Country USA Sonia Riggs President & CEO, Colorado Restaurant Association Kate Rizzo General Manager, Sodexo Live! Vacant CEO, Denver International Airport Tim Wolfe Director of Colorado Tourism Office, State of Colorado Lance Zanett General Manager, Colorado Convention Center
LIFETIME BOARD MEMBERS Al Timothy VP of Public Affairs (Retired), MillerCoors
HONORARY BOARD MEMBERS Colorado Governor Jared Polis Denver Mayor Michael Johnston
VISIT DENVER: Employee Directory
Hannah Jennings Coordinator, Convention Sales & Denver Sports 303.571.9459 hjennings@visitdenver.com
DENVER SPORTS
Tim Litherland, CMP Citywide Sales Manager, Sports & Specialty Markets 303.571.9429 tlitherland@visitdenver.com
Matthew Payne Executive Director, Denver Sports 303.571.9460 mpayne@denversports.org
Vicki Aycrigg Executive Assistant 303.571.9462 vaycrigg@visitdenver.com
Sammy Bianchi Association Sales Manager, D.C. Region 303.571.9403 sbianchi@visitdenver.com
DESTINATION SERVICES
Patrick Walton Director, Government & Community Affairs 303.571.9466 pwalton@visitdenver.com
Samantha Jacobs Corporate Sales Manager, West Region 303.571.9482 sjacobs@visitdenver.com
CONVENTION SALES
Kaycee Powell Corporate Sales Manager, East Region 303.571.9400 kpowell@visitdenver.com
EXECUTIVE Richard W. Scharf, Jr. President & CEO 303.571.9415 rscharf@visitdenver.com
Lee Ann Benavidez Senior Vice President, Chief Sales & Services Officer 303.571.9417 lbenavidez@visitdenver.com Stephanie Murnan Executive Assistant, Sales & Services 303.571.9401 smurnan@visitdenver.com Sean McNamara Associate Vice President, Convention Sales 303.571.9443 smcnamara@visitdenver. com Matt Ojinaga Director, Convention Sales 303.571.9423 mojinaga@visitdenver.com Tyler Adams Sales Director, Corporate West 303.571.9419 tadams@visitdenver.com Gysela Fillingham, CMP Sales Director, West Region & International 303.571.9461 gfillingham@visitdenver.com Sheila Provenzano Sales Director, Midwest Region 773.495.5049 sprovenzano@visitdenver. com Christine Thompson Sales Director, Washington, D.C. Region 612.803.9343 cthompson@visitdenver. com John Craig Citywide Sales Manager, Corporate East 303.571.9849 jcraig@visitdenver.com Leah Gutstein Citywide Sales Manager, East Region 303.571.9430 lgutstein@visitdenver.com
Kelsey Santistevan Association Sales Manager, West Region 303.571.9439 ksantistevan@visitdenver. com Daniel Wakefield Association Sales Manager, Midwest Region 303.571.9484 dwakefield@visitdenver.com Bridget Bartlett Association Executive Meetings Manager, West Region 303.571.9427 babartlett@visitdenver.com Daniel Gibbins Association Executive Meetings Manager, East Region 303.571.9453 dgibbins@visitdenver.com Kristen Satkowiak Corporate Executive Meetings Manager, East Region 303.571.9455 ksatkowiak@visitdenver.com Emily Westphal Corporate Executive Meetings Manager, West Region 303.571.9457 ewestphal@visitdenver.com Harry Emerson Convention Information Analyst 303.571.9425 hemerson@visitdenver.com Braxton Turner Coordinator, Convention Sales 303.571.9422 bturner@visitdenver.com Madison Lambert Coordinator, Convention Sales 303.571.9441 mlambert@visitdenver.com
Tiffany Eck, CMP Director, Destination Services & Events 303.571.9449 teck@visitdenver.com Leah Lazzari, CMP Citywide Manager, Destination Services & Events 303.571.9414 llazzari@visitdenver.com Theresa Blankenau, CMP Citywide Manager, Destination Services 303.571.9428 tblankenau@visitdenver.com Gina Gaytan, CMP Citywide Manager, Destination Services 303.571.9404 ggaytan@visitdenver.com Jeremy Schwartz Citywide Manager, Destination Services 303.571.9421 jschwartz@visitdenver.com Liz Perrott Manager, Destination Services 303.571.9464 lperrott@visitdenver.com Sophie Duyos Coordinator, Destination Services 303.571.9407 sduyos@visitdenver.com Casey Hrdlicka Coordinator, Destination Services 303.571.9468 chrdlicka@visitdenver.com Janielle Holloway Assistant, Destination Services 303.571.9447 jholloway@visitdenver.com
MARKETING & BUSINESS DEVELOPMENT Justin Bresler Vice President, Chief Marketing Officer 303.571.9408 jbresler@visitdenver.com Brooke Bartlett Executive Assistant, Marketing 303.571.9486 bbartlett@visitdenver.com
Carly Baldwin Manager, Graphic Design 303.571.9469 cbaldwin@visitdenver.com Emily Hall Manager, Marketing 303.571.9448 ehall@visitdenver.com Emma Webb Manager, Social Media 303.571.9488 ewebb@visitdenver.com
COMMUNICATIONS & PUBLIC RELATIONS Taylor Shields Director, Communications & PR 303.571.9450 tshields@visitdenver.com Vacant Manager, Communications & PR Natalie St.Hilaire Coordinator, Communications & PR 303.571.9416 nsthilaire@visitdenver.com
WEB & CONTENT MARKETING
TOURISM Flavia Light Vice President, Chief Tourism Development Officer 303.571.9442 flight@visitdenver.com Joseph Lorbacher Executive Assistant, Tourism 303.571.9426 jlorbacher@visitdenver.com Lisa Bruening Senior Sales Manager 303.571.9445 lbruening@visitdenver.com Melissa Schenter Manager, Cultural Tourism Programs 303.571.9418 mschenter@visitdenver.com
FINANCE & ADMINISTRATION Jeff Ruffe Executive Vice President, Chief Finance & Administration Officer 303.571.9413 jruffe@visitdenver.com
ACCOUNTING
Salim Bourget Director, Web & Content 303.571.9478 sbourget@visitdenver.com
Kelly Beren Director, Accounting 303.571.9409 kberen@visitdenver.com
Kendall Akin Manager, Web Marketing 303.571.9446 kakin@visitdenver.com
Chase Lancaster Manager, Accounting 303.571.9431 clancaster@visitdenver.com
Chloe Smith Manager, Content 303.571.9420 csmith@visitdenver.com
Leigh Meek Manager, Accounting 303.571.9437 lmeek@visitdenver.com
PARTNERSHIP & FOUNDATION
HUMAN RESOURCES
Cayti Stein Vice President, Chief Partnership & Business Development Officer 303.571.9440 cstein@visitdenver.com Lauren Alexander Manager, Partnership Services & Events 303.571.9405 lalexander@visitdenver.com Melissa Ramirez Manager, Partnership Data & Systems 303.571.9481 mramirez@visitdenver.com
Brenda Garcia Director, Human Resources 303.571.9412 bgarcia@visitdenver.com Emily Narwold Manager, Human Resources 303.571.9452 enarwold@visitdenver.com Denny Bayford Administrator, Visit Denver Office 303.571.9410 dbayford@visitdenver.com
INFORMATION TECHNOLOGY
Bridget Johnson Coordinator, Partnership & Workforce 303.571.9487 bjohson@visitdenver.com
John Ianni Manager, Information Technology 303.571.9424 jianni@visitdenver.com
Valarie Lopez Coordinator, Partnership Advertising 303.571.9477 vlopez@visitdenver.com
Mark Merritt Manager, Information Technology 303.571.9456 mmerritt@visitdenver.com
Visit Denver 2027 Marketing Plan // 153
675 15th Street, Suite 1200 Denver, Colorado 80202 VisitDenver.com