In a changing world, readiness matters. The ability to adapt, to act quickly and confidently when circumstances shift, has become one of Banff & Lake Louise Tourism’s defining strengths. In 2026, our organization is equipped for that reality: agile, data-driven, and ready to respond to the opportunities and challenges that shape our future.

This year’s business plan continues to advance the four strategic objectives set out in our three-year framework. We will protect the summer revenue that our community relies on; and work to grow demand during the winter need period. We will be the voice of the visitor, championing awe-inspiring experiences. As momentum grows across the destination towards realizing the vision to Lead Tourism for Good, we will continue to lead by example, be a constructive partner, and spread the word. Each objective is backed by targeted investments that strengthen our collective ability to thrive amid uncertainty.

In summer, our goal is protecting revenue. Our community and economy rely on this peak season. We are also responding to the challenges that come with it, working to get the best possible value, without growing the volume of visitation. We’re appealing to visitors who share our community and environmental values, building on our success in getting people to take tours, transit and active modes. Our responsible visitation campaign sets an expectation that guests will respect residents and wildlife.

We will continue to grow winter demand through expanded marketing campaigns, increased investment in events, and smart use of data. The SnowDays Festival will extend to four weekends, joined by new signature events to build visitation across the season. These efforts, supported by AI-assisted targeting and conversion tracking, will help attract the right visitors at the right time, delivering results for local businesses. The Experience Development Program will help our members to enhance or create products that reflect the destination’s values, ensuring our offer remains distinctive and aligned with visitor expectations.

Our award-winning Trip Builder continues to redefine how visitors plan their trips — personalizing experiences, guiding responsible travel choices, and driving referrals directly to member businesses. Alongside it, the Frontline Communications Channel and Ambassador Program are extending BLLT’s expertise to thousands of visitor-facing staff, multiplying our impact and strengthening the quality of the in-destination experience.

The coming year will also see the publication of our first Sustainability Action Plan, setting measurable targets for environmental, social, and operational performance. The Indigenous Tourism Strategy moves into implementation with relationship-building and a proposed Indigenous Tourism Conference in April 2026, while our Smart Tourism investments continue to expand data access, transparency, and insight across the organization and destination.

Underpinning it all is our resilience and adaptability. Ensuring we have the data, insights and partnerships to make quick, informed decisions when circumstances change, to capitalize on opportunities or mitigate risks. Continuously modernizing our systems and processes to attract, retain and support the best possible team. Making sure we have long-term financial sustainability to serve our members and community well into the future.

Tourism is a dynamic industry. Conditions change — but our purpose endures. We are here to enable extraordinary visitor experiences, support the livelihoods of our communities, help protect this extraordinary place, and ensure that the benefits of tourism are shared widely and responsibly. As we keep moving forward together on the Trails to Tomorrow, we do so with optimism and resolve. We are ready to adapt, to lead, and to keep Banff and Lake Louise thriving.

In a changing world, readiness matters. The ability to adapt, to act quickly and confidently when circumstances shift, has become one of Banff & Lake Louise Tourism’s defining strengths. In 2026, our organization is equipped for that reality: agile, data-driven, and ready to respond to the opportunities and challenges that shape our future.

This year’s business plan continues to advance the four strategic objectives set out in our three-year framework. We will protect the summer revenue that our community relies on; and work to grow demand during the winter need period. We will be the voice of the visitor, championing awe-inspiring experiences. As momentum grows across the destination towards realizing the vision to Lead Tourism for Good, we will continue lead by example, be a constructive partner, and spread the word. Each objective is backed by targeted investments that strengthen our collective ability to thrive amid uncertainty.

In summer, our goal is protecting revenue. Our community and economy rely on this peak season. We are also responding to the challenges that come with it, working to get the best possible value, without growing the volume of visitation. We’re appealing to visitors who share our community and environmental values, building on our success in getting people to take tours, transit and active modes. Our responsible visitation campaign sets an expectation that guests will respect residents and wildlife.

We will continue to grow winter demand through expanded marketing campaigns, increased investment in events, and smart use of data. The SnowDays Festival will extend to four weekends, joined by new signature events to build visitation across the season. These efforts, supported by AI-assisted targeting and conversion tracking, will help attract the right visitors at the right time, delivering results for local businesses. The Experience Development Program will help our members to enhance or create products that reflect the destination’s values, ensuring our offer remains distinctive and aligned with visitor expectations.

Our award-winning Trip Builder continues to redefine how visitors plan their trips — personalizing experiences, guiding responsible travel choices, and driving referrals directly to member businesses. Alongside it, the Frontline Communications Channel and Ambassador Program are extending BLLT’s expertise to thousands of visitor-facing staff, multiplying our impact and strengthening the quality of the in-destination experience.

The coming year will also see the publication of our first Sustainability Action Plan, setting measurable targets for environmental, social, and operational performance. The Indigenous Tourism Strategy moves into implementation with relationship-building and a proposed Indigenous Tourism Conference in April 2026, while our Smart Tourism investments continue to expand data access, transparency, and insight across the organization and destination.

Underpinning it all is our resilience and adaptability. Ensuring we have the data, insights and partnerships to make quick, informed decisions when circumstances change, to capitalize on opportunities or mitigate risks. Continuously modernizing our systems and processes to attract, retain and support the best possible team. Making sure we have long-term financial sustainability to serve our members and community well into the future.

Tourism is a dynamic industry. Conditions change — but our purpose endures. We are here to enable extraordinary visitor experiences, support the livelihoods of our communities, help protect this extraordinary place, and ensure that the benefits of tourism are shared widely and responsibly. As we keep moving forward together on the Trails to Tomorrow, we do so with optimism and resolve. We are ready to adapt, to lead, and to keep Banff and Lake Louise thriving.

Turning Insight into Summer Performance

Our summer campaigns will continue to leverage AI and first-party data to refine reach and optimize creative in our highest-value markets. These campaigns will focus on attracting Perspective Seekers—values-aligned travellers who want meaningful connections with nature and culture, and who tend to stay longer and spend more. They are also more likely to recommend the destination – Perspective Seekers return a significantly higher average Net Promoter Score (NPS) than other visitors.

Encouraging Responsible Visitation

Our Responsible Visitation initiative will expand its reach in 2026, building on the foundations laid in previous years. The campaign will promote positive visitor behaviours, encouraging pre-trip planning, transit use, and respect for wildlife, community, and park infrastructure.

This effort will integrate across digital, paid, and earned channels to ensure consistency of message and greater awareness among summer audiences. The initiative will also tie directly into the Sustainability Action Plan outlined in Lead Tourism for Good, ensuring that summer marketing contributes to broader environmental and community wellbeing outcomes, alongside its important economic benefits.

Amplifying Summer Events and Experiences

Our 2026 summer events and experiences reflect an intentional evolution of the portfolio—fewer but higher-impact activities that align strongly with the destination’s values and contribute meaningfully to year-round demand.

Returning events such as Mînî hrpa, Banff Pride, and Taste for Adventure will showcase the diversity, creativity, and inclusivity of our community, while providing clear reasons for visitors to stay longer and engage more deeply. We will pause the Art in Nature Trail during 2026, while we review how we can best showcase local artists and create activations that delight and disperse visitors around the destination in future.

Using Data and Insights to Turn Interest Into Bookings

We will expand our winter marketing campaigns across paid, owned, earned, and partner channels, using first-party data and AI tools to deliver personalized content that converts interest into bookings. Our campaigns will highlight winter’s sense of awe—inviting visitors to experience Banff and Lake Louise at its most magical—while emphasizing the comfort, culture, and connection that encourage longer stays.

Collaborating with Travel Alberta and Destination Canada, we will amplify our message in the US, UK, and Australia, while testing new opportunities in markets such as Mexico and France. In partnership with leading travel brands, our paid campaigns will reach high-value audiences with clear calls to action to stay overnight, explore more, and plan ahead.

We will strengthen our presence in travel trade, welcoming hundreds of top German travel advisors for DERTOUR Academy—a high-impact in-destination marketplace expected to significantly increase bookings in the months that follow. Co-investment opportunities and audience-sharing pilots with members will expand our collective reach and efficiency, ensuring every marketing dollar works harder for the destination.

Expanding the Winter Events Portfolio

Events continue to play a central role in attracting visitors during our need period—and in 2026, our investment in winter programming takes a major step forward. Building on strong attendance and satisfaction results in 2025, we are expanding our signature SnowDays Festival to four weekends, stretching from mid-January through early February. The expanded format allows visitors to plan trips across a longer window while dispersing activity and benefits for the community. Snow Sculptures, Skijoring, and the Bear Street Hub will return, joined by enhanced entertainment, interactive light installations, and more opportunities for member participation.

Alongside these additions, established favourites such as In Search of Christmas Spirit, Ice Magic, and the Banff Craft Beer Festival will continue to draw visitors throughout the season. Collectively, the expanded events portfolio is projected to deliver substantial economic benefit, building on the estimated $22 million in impact and 27,000 overnight stays achieved in 2025.

Turning Data and Technology into Results

Our increasingly sophisticated use of data and AI will elevate every aspect of winter demand generation. AI-driven tools will enable real-time optimization of campaigns, improve decision-making, and personalize visitor engagement across digital channels.

Through data partnerships with Parks Canada and the Town of Banff, we will continue developing shared frameworks to inform sustainable growth while enhancing visitor understanding. Members will benefit directly from expanded access to actionable insights—such as visitor origin and length of stay—empowering them to align their marketing and offerings with destination-wide priorities. 

Strengthening Business Events in Winter

We will continue positioning Banff and Lake Louise as Canada’s leading winter destination for incentive travel, while increasing focus on the association and corporate meetings market. Enhanced creative tools, in-market representation, and collaborative event partnerships will help secure higher-value business events that fill mid-week and shoulder-season demand.

Inspiring and Enabling Visitors from the Start

The Trip Builder, winner of the 2025 Skift IDEA Award for Traveler Journey, has transformed how visitors plan their time in Banff National Park. What began as an interactive itinerary tool has evolved into a personalized digital guide that helps travellers discover authentic experiences and connect directly with member businesses.

In 2026, new AI-driven recommendations, integrated event listings, and real-time content will make the Trip Builder even more intuitive and dynamic. By guiding visitors toward experiences that reflect their interests and values—and encouraging them to plan ahead—the Trip Builder enhances the visitor experience while supporting members through direct referrals. It also plays a vital role in promoting responsible visitation, helping guests travel with greater awareness of transportation options, park conditions, and local norms before they arrive.

Enabling Others to Deliver Great Experiences

BLLT’s expertise and insights extend far beyond our own channels. Through our Frontline Communications Channel and Ambassador Program, we equip the people who interact with visitors every day to feel more confident, informed, and supported.

The Frontline Channel provides timely, practical updates to member businesses and their staff — sharing insights on transportation, events, and visitor trends. The Ambassador Program complements this by offering training and firsthand experience of member products, helping participants understand our audiences and values. Together, these initiatives amplify our impact: by empowering the destination’s visitor-facing teams, we elevate the overall quality of the guest experience while strengthening pride and professionalism across the community.

Using Data to Elevate Experience

Our ongoing progress toward Smart Tourism continues to transform how we understand and enhance the visitor journey. Through AI integration and expanded data dashboards, we can identify trends, anticipate needs, and improve decision-making across the organization.

By 2026, the Experience Development program will give members will have greater access to destination insights — such as visitor origin, trip duration, and satisfaction trends — empowering them to refine their own operations and align with our collective goal of delivering remarkable visitor experiences. New workshops, a digital toolkit, and practical resources will help to strengthen what they offer, enhancing both the business and the visitor experience.

Listening to the Visitor Voice

Understanding the visitor’s perspective remains central to this objective. In 2026, we will continue to conduct the Visitor Survey and track Net Promoter Score (NPS) across both seasons. These insights will guide service improvements, advocacy efforts, and experience development, helping partners across the destination identify and address barriers to satisfaction.

We will work to ensure that the voice of the visitor and needs of the tourism sector are heard and understood by decision-makers at all levels. Locally, we will do this through our partnerships with Parks Canada and the Town of Banff; and in collaboration with our advocacy partners, the Banff & Lake Louise Hospitality Association (BLLHA), and the Association for Mountain Parks Protection & Enjoyment (AMPPE). We will also work with provincial and national destination organizations, and associations for tourism and Indigenous Tourism, to help inform investment and policy in areas like transportation, infrastructure, services, and experience development.

Nature & Climate Action

In 2026, we will publish a Sustainability Action Plan. This will translate our environmental commitments into clear actions and measurable outcomes. The plan, delivered a year later than intended, will bring together findings from the Global Destination Sustainability Index (GDSI), our new Procurement Policy, and a measurement and reporting framework to strengthen accountability across our operations. It will guide how we manage events, purchasing, and organizational practices in line with best practice in sustainable destination management.

Indigenous Connections

Our Indigenous Tourism Strategy moves into implementation in 2026, deepening relationships and advancing reconciliation through authentic partnership. Following the success of Tremendous Beauty in 2025, our next steps include ongoing collaboration with Indigenous partners to support market readiness and shared storytelling, and—pending confirmation—supporting a grassroots Indigenous Tourism Conference in April 2026.

The conference will bring together regional and national stakeholders to exchange knowledge and celebrate progress, helping build momentum toward enabling future Indigenous Tourism gatherings in the destination. Read the strategy here: Tremendous Beauty: Indigenous Tourism in Banff and Lake Louise

Community Wellbeing

In 2026, we will invest in communication and engagement that help residents and stakeholders understand the value of tourism to the community, and the progress being made through Lead Tourism for Good. Through local storytelling, public updates, and partner collaboration, we will build shared understanding of how sustainable tourism supports the social, cultural, and economic health of Banff and Lake Louise. Internally, we will continue to strengthen leadership, inclusion, and employee wellbeing—embedding our values, advancing diversity and equity objectives, and rolling out a new Human Resources Information System to modernize processes, and support professional growth.

Smart Tourism

Our continued progress toward Smart Tourism is transforming how we understand and enhance the destination. Our work is advancing data quality, access, and confidence, making it easier for our team, members, and partners to make evidence-based decisions. We will expand access to data dashboards, integrate new information sources, and enhance our ability to track the impact of Lead Tourism for Good initiatives. We will make data more available to members, fostering transparency, collaboration, and shared accountability for progress.