More Different Perspectives

Resident Sentiment: The Power of Perspective

For years, DMOs have known that resident sentiment matters. It shapes how visitors are welcomed, how tourism is discussed locally, and how successfully a destination can grow without friction. But too often, resident sentiment has been treated as a score to report—rather than a compass to guide strategy.
At Clarity of Place, we’ve seen across dozens of projects that when communities feel heard, destinations thrive. The question isn’t whether to measure resident sentiment, but how to reframe it so it becomes actionable, credible, and embedded in decision-making.
David Holder underscored this point during his recent panel at ESTO alongside three visionary destination leaders: Vanessa Cabrera of Visit Tucson, Beth Erickson of Visit Loudoun, and Eliza Voss of Aspen Chamber Resort Association. Together, they highlighted how true alignment goes far beyond survey scores or topline numbers. It’s about listening to residents, embedding their perspectives in decision-making, and showing that tourism success prioritizes real community impact.
(Ideas That Travel: Reframing Resident Sentiment panel featuring Vanessa Cabrera, Beth Erickson, and Eliza Voss ESTO 2025)
If you missed the session, this blog expands on the same core idea: moving beyond numbers to build genuine community alignment. That’s where we help destinations find clarity.
Why Reframing Matters
Resident sentiment is more than research. Done well, it:
Creates alignment with community priorities. Creating alignment with community priorities begins with listening. Residents surface what matters most — no matter whether it involves preserving a small downtown’s character, attracting overnight visitors who drive economic value, or managing visitor behaviors to ease cultural and environmental strain. As Eliza Voss noted at ESTO, Aspen applied resident input on visitor volume to adjust its marketing approach to seasonal shifts. When destinations center local perspectives in this way, they shape smarter strategies and build the trust needed for long-term support.
Strengthens the value of tourism. Resident perspectives help reposition tourism as a driver of quality of life, not just visitor growth. By showing how visitor dollars contribute to infrastructure, workforce, and local amenities, DMOs can reframe tourism as a shared community benefit. Visit Loudoun, for example, has used tourism’s value to address community concerns around land use, business vitality, and managing the pressures of rapid growth in a picturesque countryside.
Reveals opportunities for destination direction. Resident feedback isn’t only reactive — it points the way forward. Communities often surface insights that refine a destination’s long-term strategy, from diversifying funding to shaping new events and product development. In Tucson, resident sentiment helped reconnect longer-range strategies with community priorities, allowing Visit Tucson to leverage local goodwill in its vision of becoming a world-class destination.
Go Beyond the Survey
One survey won’t build alignment. The real shift comes from using sentiment as a bridge—asking residents how they experience tourism and showing how their perspectives shape strategy. When destinations close that loop, listening delivers trust, and trust fuels support for funding, product development, and what comes next.
When framed with intention resident sentiment can:
Shape messaging: Aligning campaigns with community values and organizational expectations, allowing marketing to reflect the destination’s authentic story.
Strengthen support: Demonstrate how tourism dollars contribute to community well-being, not just visitor counts.
Guide strategy: Use local perspectives to prioritize what really matters—whether that’s downtown vibrancy, workforce, or sustainability.
From Data to Alignment
When communities see their perspectives shaping decisions, the narrative shifts from “tourism is for outsiders” to “tourism supports us.” That’s where resilience is built.
At Clarity of Place, we believe reframing resident sentiment isn’t about seeking approval but creating durable partnerships with the people who define a place. Together with our colleagues at Longwoods International, whose Resident Sentiment Research sets the industry standard, we help destinations turn local perspectives into actionable strategies that balance resident priorities with business needs.
If your destination is asking how to reposition tourism’s value or use sentiment to chart a stronger future, let’s start that conversation.
Resident sentiment shouldn’t just be measured—it should be leveraged.

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If you can own it, own it.

CLARITY TO START YOUR WEEK

In memory of Chadwick Boseman.

Thanks to the imagination of Stan Lee and Jack Kirby, the acting of Chadwick Boseman and the creative talents at Marvel Studios, Black Panther and his mythical home of Wakanda came to life. As fictional as Wakanda might be, many wanted it to be real; some more so than others

That’s the power of place. Wakanda, a futuristic, technologically advanced, and protectively isolated country in Africa is a dreamer’s utopia. Its legends go as deep as its vibranium mines, but it is the prospect of this wonderland that prompts theme park adaptations and celebrity infused place-making

Who wouldn’t want to visit this seemingly magical place? Wakanda Forever.

So how does this apply to your destination?

The imaginative conceptual appeal of Wakanda provides a great example of how to create value and monetize intellectual property. Were it not for Disney’s monstrous $4 billion purchase of the 5,000 characters in the Marvel library in 2009, worldwide awareness of Wakanda would be modest. Three years after completing the Marvel purchase, Disney grabbed another place-based creative property by acquiring Lucasfilm and its Star Wars franchise. Last year, the property was brought to life as a dynamic addition to both Walt Disney World and Disneyland

These are two highly visible, mammoth-sized examples of the power of intellectual property rights. Disney is not alone in the rampant chase to acquire the rights to build places from stories. Universal Studios partnered with Warner Brothers in 2007 to begin developing the Wizarding World of Harry Potter and is currently developing a Super Nintendo World addition to bring to life the landscape of a plumber turned superhero

Intellectual property is not limited to mega-studios and theme parks. It exists in every community. It does require creativity to pull it together and link it to a destination. And that’s why it is important for right now. The COVID-19 forced refocus gives destinations a chance to take stock of potential intellectual property opportunities throughout their communities. Stories of people and places can be infused into the destination brand. Opportunities for acquisition, packaging, and promotion need to be inventoried and compiled. Cataloging these opportunities is the first step in utilizing these assets more effectively in the future. Intellectual property is largely unrealized and underutilized as a function of destination brand building.

As one example, Bryan Grimaldi centralized the management of intellectual property for New York City before moving to Greenberg Traurig, LLP. The portfolio of brands connected to this library included the NYPD, FDNY and all communications and advertising programs of NYC & Company including NYC Restaurant Week. 

Bryan regularly provides counsel on managing intellectual property. His process sounds simple – audit, package, and monetize. The initial IP asset audit establishes what a destination owns, could potentially acquire or create, and a list of prospective audiences that are willing to pay for access to this content. As the portfolio of intellectual properties are assembled, protective measures must be connected to secure full rights.

Although intellectual property is relative to community size, opportunities are pervasive throughout destinations. Destination-based IP examples are plentiful and include connections to industry, training programs, special trails, seasonal promotions, special events and many others not the least of which are connected to merchandizing. These assets should be cultivated and managed, and that responsibility lives with the community storytellers and brand stewards, aka destination organizations.

These assets have always been important, but the opportunity to tie an IP portfolio program to new organizational funding options is vital for moving through COVID caused lulls in business volume. It just starts with a list. 

Clarity of Place exists to guide and measure destination contributions to community value and quality of place.