One thing is sure. Travellers are looking for ever more immersive experiences, and agencies and tour operators depend on DMCs to provide direct contact with local communities as well as exclusive access to products.

The DMCs’ role has evolved significantly, and today, even in Italy, one of their key missions is to help craft that sought-after Wow effect. Like a dinner with Andrea Bocelli's family before a performance, a cooking class at home with an Italian grandmother, or a football match with kids in a small town.

The Wow effect means something different for everyone, so you need to know what the destination offers, and what you need to have to make it work. Travel consultants are increasingly turning to DMC's for their regional contacts and the customer support they can provide. Agents working with DMCs tend to be loyal and know that what they really need, more than knowledge of the destination, is a clear understanding of the client's needs. And they need to make sure they can create those experiences their clients will appreciate.

“You get results based on how hard you work on every detail,- says Andrea Grisdale, CEO and founder of IC Bellagio, as quoted in TravelWeekly. -DMC's cannot do a good job if a travel consultant does not take the time to give them a complete picture of their clients. What a Wow effect is for you, may not be the same for me. It must be customized for each client.” 

Isabella Cattoni
Journalist

Operators are staying upbeat,and looking ahead as digital tools and brand growth help to drive Italy’s next tourism wave.

Looking ahead

”Demand is moving towards experientiality which means less standardized products and more immersive content,- says Julian Zappalà, general manger of Dimensione Sicilia. -There is a growing demand for customization and quality. Attention to sustainability is also on the rise, and we are consciously embracing it. Other drivers conditioning future demand include a broader seasonality, smaller groups, and more flexible stays". On the product front,- says Marcello Benevento, director of Ada Tour, -we are aiming for an increasingly pronounced bespoke imprint. This formula is increasingly favored by our international customers.”

Digital growth

Other drivers include technological development. " We are investing in technology and artificial intelligence to make the management of B2B bookings easier and faster. A key step along this path is the launch of MDestinations, the new B2B portal that revolutionizes the travel agent experience, offering a complete platform with integrated operational tools and an incentive programme dedicated to our partners. Another new project is also being developed to boost the Mediterranean experience and meet the needs of a public which is increasingly attentive to quality and excellence.”

Brand growth

Towns of Italy is also moving in the technological sphere, as CEO Luca Perfetto points out. “Social media and AI are playing an increasingly central role in the way people travel, increasingly influencing both the choice of destinations and purchasing decisions. This does not only concern the younger generation but is progressively involving all age groups, and we think it will tend to grow further in the coming years. We recently inaugurated our flagship store and cooking school in Rome, a multifunctional space with four classrooms for cooking courses and a large auditorium. We are already present in Rome, Florence, Milan, Venice, Pompeii, and Palermo and next year we will expand the brand's presence to new destinations, in line with our growth plan".

Sostravel looks ahead with two integrated digital platforms as market trends shift.

Customizing itineraries and booking all-inclusive packages

Sostravel offers travellers two integrated digital platforms, www.sostravel.com e  www.amare.travel, which join the sostravel and Flio apps that allow users to build their own customized itinerary or book all-inclusive packages in a dedicated area.

“Shorter stays and more careful spending” 

“The summer season has been mixed and at variable speeds, - says CEO Carmine Colella. -Seaside holidays struggled to replicate 2024’s figures with sudden peaks followed by slowdowns and cancellations that had to be managed during the summer. There was a significant impact from the perception and real price increase (not always accompanied by aa improvement in the quality of services), the now famous “pricy beaches” and the catering price hikes. Italians’ reduced purchasing power has led to shorter stays, and more careful spending on basic rather than premium services. There was also a marked redistribution of stays, with micro peaks in July and September. On the other hand, the spring public holidays meant longer stays, and favoured the resumption of long-haul travel, which, in some cases influenced the summer season by weakening consumer spending

Digital tools to simplify planning and booking

Sostravel reconfirms the value of its services, with Lost Luggage Concierge and Dr.Travel, a telemedicine service via video call. For the trade Sostravel has a range of digital tools designed to simplify travel from planning, sharing travel ideas, booking flights, transfers and accommodation to attractions and visits, purchasing cultural and sporting events, and smart box trips that are programmable with the integrated help of AI. Among sostravel's challenges for 2025, Colella underlines the need to expand the distribution of services and deseasonalize by boosting Amare.travel’s international products.

From soaring prices to geopolitical tensions, operators say more must be done to protect Italy’s tourism future.

Price pressures

Out-of-control prices are an issue confirms Filippo Pagliara, DMC manager of Chiriatti. “Key challenges this year include unjustified price hikes and limited hotel availability in cities like Rome, Florence and Naples.” “The main challenge - says Julian Zappalà, general manger of Dimensione Sicilia, -remains the high cost of flights, which penalizes Sicily. It is a recurring issue, although the launch of direct flights from destinations such as Dubai and New York has helped to diversify and redistribute traffic.”

Political uncertainty


The Russia crisis is depriving Italy of a loyal, high-spending source market. “Above all the crisis with Russia needs to be resolved, as it is a high-spending nation with a strong affection for Italy and Italians,- says Filippo Pagliara, DMC manager of Chiriatti. -We have important Russian partners, and before Covid we had a lot of commercial exchange. They all say that Italy consistently tops their customers’ wish lists, so we are the one losing out the most in this crisis.”

Policy backing

"We really need stronger support at a national level,- adds Dina Ravera, president of Destination Italia. -I’m talking about tax incentives on labour costs and levies that strongly penalize us towards the TAOs, practical measures for training tourism professionals and easing access to credit for digital innovation and tourism promotion. An integrated public-private model is needed to promote quality inbound tourism throughout the year and the country, focusing on Italian operators rather than large foreign players, who overlook the country’s real priorities.

Inbound tourism to Italy is a cornerstone of the Gattinoni Group’s business strategy. Through its subsidiary Egocentro, which includes Firmatour, the Group focuses on consolidating its presence in key markets while exploring new opportunities for growth and development.

Tailored travel offers across key markets

This is confirmed by Mario Vercesi, managing director of Gattinoni Travel, who explains how "the main reference markets in the inbound sector are France, Germany, the Netherlands, Austria, Switzerland and the United Kingdom. The operator hasmany products on offer, both for organized groups and individual travellers, as well as for different targets.” Vercesi lists these and they include  seaside holidays on the Adriatic Riviera, guided tours with a special focus on the Emilia-Romagna region, city breaks and cultural holidays as well as local experiences such as wine and food tours, cycling tourism, and trekking in the hills.  The list goes on with stays with seniors,  hotel accommodation for international sports tournaments and for following sporting events and also the organization of corporate meetings and congresses.

What are the main investments in the pipeline?

"The investments we are introducing to increase volumes from foreign markets aim at repositioning the Firmatour Incoming brand on the market with strategic sales actions. Such as attending the most important fairs like the ITG in Berlin, the French market workshop in Paris, and workshops for European markets. Without neglecting our core business which is focused on Emilia Romagna, where Firmatour is a leader in tourist accommodation, our future objective will be to open sales to other destinations in Italy such as Sicily and Sardinia.”

What is the feedback from the market this year?

“To date we have substantially broken even compared to last year. The outlook for 2026, in addition to the consolidation of historic customers, is aimed at finding new foreign buyers. Depending on the target customers we deal with, we will try to offer products in line with the different demands."

What are your next steps in the trade arena?

"Among the main investments we have made so far, there is the monitoring of and participation in international trade fairs. We are also strengthening the commercial area, which is looking at new markets, particularly European markets and focusing on specific targets. For France, for example,  we have noticed an increase in demand for senior tourism and we are focusing on this. Theen the consolidated customers we have on the Dutch and German markets have expressed their desire to grow the sports target by increasing the events to be proposed in Romagna from 2026.”

What is your global vision regarding the inbound market?

We’ve recorded a decline in demand for medium- to long-term stays, particularly in the Romagna area, while interest is growing in tours and mini-tours focused on local specialties and regional excellences that offer strong artistic and cultural appeal.”

As critical issues and opportunity risks persist operators are calling for a systemic vision, warning that chronic inefficiencies could erode Italy’s competitive edge.

Critical issues

Empty beaches, outdated infrastructure and lack of coordination top the list of concerns. The critical issues have not changed. “They are the difficulty in finding staff, obsolete structures, lack of coordinated promotion and harmful disintermediation. In some seaside resorts, even on central weekends, the beaches were empty. This should give us pause for thought,- says Matteo Mambelli, CEO of Arcadia. -The system has chronic problems: insufficient flights to smaller destinations, poor redistribution of tourist taxes, rising prices not justified by services, unmanaged overtourism in the art cities, poor generational personnel turnover. Without a national tourism strategy the risk is that things will never change We can still grow, but we need an industrial vision of tourism. Spot promotions or bonuses are not enough. We need networking, quality and true alliances. We are ready, but we want to be able to operate with a clear vision for the future.”

Opportunity risk

Are the upcoming winter Olympics a  golden chance or a  potential boomerang? Mambelli's opinion is shared by Dina Ravera, who reminds us how even big events can either be an opportunity to be seized or a dangerous boomerang. "The Winter Olympics are an extraordinary opportunity to enhance the Italian Alps as an experiential and not just a sporting destination But high fares and very strict non-refundable cancellation policies are holding back access, especially for international leisure tourism. To seize this opportunity the offer has to be more flexible, inclusive, and geared to those who want to enjoy the mountains through culture, food, or nature beyond sports.

Jubilee impact

Some visitors are put off by prices and crowd fear and are delaying Italy plans until 2026.
Regarding the Jubilee Gino Acampora, CEO of Acampora Travel points out: “The Jubilee may have driven tourists away rather than attracting them. Some of our clients even suspended planning Italy for 2025, postponing everything to 2026, to avoid both the presumed crowding and the high prices.”

Experiential tourism is now on everyone's lips, and it is a concept which inspires inbound tour operators to attract international customers. Within this broad framework, however, interpretations acquire different nuances.

There are those who, like Ada Tour, refer to tourism “off the beaten track” to highlight the desire to bring a “lesser” Italy closer. and so the tour operator’s product has an increasingly distinctive bespoke imprint, tailored to the end customer. Others, like Arcadia, focus on the enhancement of local discoveries and content, the only element that can extend the season under the banner of different experiences. Destination Italia is also talking about high-end experience travel and has launched the “Local Expert” project involving local players to build authentic and tailor-made trips.

Everyone agrees on one thing: authenticity and customization must necessarily be associated with value. Indeed, foreign customers are willing to invest more in exclusive content if they perceive uniqueness, quality and attention to detail. That the demand is moving decisively towards experientiality, with fewer standard products and more immersive content, is also the opinion of Dimensione Sicilia which is seeing a growing demand for customization and quality, as well as a new focus on sustainability. The trend, it seems, is to seek out lesser known but more genuine destinations, adds Imperatore Travel World.

This overall picture – with countless examples to cite – highlights how Italian operators are shaping strategies to reinforce their leadership in quality experiential tourism, forging direct links between global demand and the authentic essence of Italian destinations. A model based on proximity, personalization and in-depth knowledge of the cultural, landscape, artistic, food and wine, sporting, craft and design heritage of each individual territory.  But to make this happen, let me stress again, what’s needed is a global strategy to position Italy’s more effectively abroad.

Isabella Cattoni
Journalist