◎Local operators
Interest stated, participation unmeasuredBenefit and retained value still openTourism decision intelligence by Exeter Labs.
Tourism decision intelligence
Make tourism work better for your city.
Bring evidence and local priorities together to decide what to grow, what to protect and what to change. Tourism Room helps your team agree an action, name its owner and review what happens next.
A managed decision room with specialist analysis for city tourism teams.
Start with one decision. Leave with an action, an owner and a review plan.
Developed in collaboration with civic leaders from a network of global cities.
One city decision, built step by step
- 01Define the benefit
- 02Hear perspectives
- 03Examine evidence
- 04Record the action
LCLantana CityTourism Room
City decision roomPlanning cycleQ3 2026
Priority decision
Review in 90 daysShould Lantana support an off-season cultural programme in its market district?
△Resident views
Evening concerns raisedStreet-level coverage incomplete⌖Transport
Late-return capacity unresolvedA stop condition, not a later checkRecommended decision posture
Run one approved off-season trial with named local operators, a fixed evening-hour limit, a transport check, and repeat measurement of operator benefit, visitor experience, resident feedback, and resource pressure.
Do not treat visitor interest or AI mentions as proof of local benefit. Review operator participation, visitor experience, resident feedback and resource pressure.
Lantana City is fictional and its values are illustrative. A live city decision requires authorised city and operator inputs.
The city decision problem
Your city needs to decide what tourism should deliver, and how to know whether it does.
Reports, dashboards and local knowledge still arrive separately. The harder problem is agreeing who should benefit, what needs protecting, and what would count as success.
Tourism decision intelligence for better city outcomes.Decisions the room can support
One room, organised around the questions a city actually has to answer.
These Lantana City examples show how each room moves from a live question, through the evidence it needs, to a decision-ready output.
01
Grow, protect or change
What should tourism contribute in this city, and what should stay as it is?
- Evidence this decision needs
- City priorities, resident views, cultural assets, resource limits, and current visitor patterns.
- Decision output
- A named city outcome, the people it should serve, and what the city will not trade away.
02
Support local operators
Should Lantana support an off-season cultural programme in its market district?
- Evidence this decision needs
- Operator interest, visitor interest, evening activity, transport, and local-value evidence.
- Decision output
- A limited trial with conditions, named operators, and a review date.
03
Hear resident priorities
How should evening activity, shared space and resident concerns shape the next action?
- Evidence this decision needs
- Street-level resident views, existing community evidence, and whose perspective is still missing.
- Decision output
- A record of whose views were heard, where they disagree, and what remains unheard.
04
Check AI representation
How do AI travel recommendations represent your city, and which local experiences do they leave out?
- Evidence this decision needs
- Selected AI answers, official sources, omitted local operators, and city priorities.
- Decision output
- A bounded visibility brief, source gaps, and one agreed corrective action.
05
Keep value local
Which local businesses and workers benefit, and what value remains in the city?
- Evidence this decision needs
- Operator participation, local sourcing, employment, and visitor spend that may leave the district.
- Decision output
- A local-value account that separates visitor spending from value retained locally.
06
Review whether it worked
Did the action create the intended benefit without unacceptable pressure?
- Evidence this decision needs
- Agreed measures, open gaps, confounders, and the original decision conditions.
- Decision output
- A review brief: continue, change, stop, or measure again.
How Good Tourism informs the work
Use these questions to frame the decision. Do not turn them into a score.
Each decision needs relevant measures, stated gaps, and a clear account of whose interests are affected. These are evaluation questions, not a ranking or a certification.
Visitor value
Are people getting a worthwhile, accessible and dependable experience?
Resident value
How does this affect everyday life, shared spaces and residents' priorities?
Local value
Which local businesses and workers benefit, and what value remains locally?
Planetary value
What happens to resource use, environmental pressure and resilience?
Future value
What capabilities, cultural assets and knowledge does this leave behind?
From decision to learning
Decide. Act. Learn.
01 · Decide
Agree what tourism should deliver.
Name the intended benefit, whose interests are at stake, and the question the city must answer. Investment is one possible action, not the default.
Decision room output
01Intended benefit named✓
02Affected perspectives recorded✓
03Decision question agreed✓
02 · Act
Choose a bounded action and an owner.
Record the option the city chose, the conditions that would stop or change it, and who is responsible for follow-through.
Decision room output
01Action and owner recorded✓
02Stop conditions visible✓
03Working session complete✓
03 · Learn
Return to the same measures and adapt.
Keep the baseline, gaps, disagreements and review date close to the decision. An improvement in AI mentions alone does not establish local benefit.
Decision room output
01Baseline preserved✓
0290-day remeasurement✓
03Board-ready decision report✓
A decision with a memory
Evidence, disagreement, action, owner, and next measure stay connected.
The Lantana City room shows a trade-off, not a campaign score. Some measures are unavailable, and those gaps change the decision.
Decision question
Should Lantana support an off-season cultural programme in its market district?
Approve a limited off-season trial in the market district, subject to operator participation, evening-hour limits, a transport check, and a review of resident feedback. Do not treat visitor interest or AI mentions as proof of local benefit.
Current postureTest nextConfidence: medium
- Run a limited off-season trial. Creates a comparable next measure with named operators and evening-hour limits, but the result may remain inconclusive.
- Wait until every input is complete. Reduces uncertainty before acting, but delays learning and may miss the off-season window.
- Decline the programme. Avoids added evening pressure, but forgoes a chance to support local operators in the quieter season.
A limited trial can proceed only with conditions
Visitor interest in an off-season cultural programme is directional. Local operators have expressed interest, but participation and retained local value are unmeasured. Resident evening-activity concerns are raised and incomplete. Late-return transport capacity is unresolved.
Run a limited off-season trial with evening-hour conditions
Approve a bounded market-district programme with named local operators, limited evening hours, a transport check, and a review of resident feedback before any wider season.
Suggested owner · City tourism strategy leadOpen evidence receiptGrade D
- Evidence state
- illustrative
- Method
- Multi-source decision scenario · 2.1.0
- Source
- Tourism Room multi-source intelligence pack
- Collected
- 2026-07-31
LimitationA live decision requires authorised city and operator inputs before this evidence can support a city action. Visitor interest and AI mentions are not local economic benefit.
What the engagement delivers
Bring one tourism decision. Leave with an action, an owner and a review plan.
Tourism Room combines the product and specialist analysis. Start with one consequential question, then expand only if the city needs a recurring cycle.
Managed decision brief
Agree one question, review the available evidence, identify what remains uncertain, and prepare a working session.
Tourism analyst support
Specialist interpretation, stakeholder briefings, and a board-ready record are part of the service.
A decision with a memory
Evidence, disagreement, action, owner and the next comparable measure stay in one place after the meeting ends.
Evidence the decision needs
Sources follow the question. They do not lead it.
Activate only the evidence that improves the answer. Visitor spending is not the same as value retained locally. An AI mention is an intermediate observation, not a city outcome.
Public and official sources
Names, locations, access, opening arrangements, events and published city facts.
City-authorised evidence
Resident views, operator lists, internal reports and any confidential files the city chooses to share.
Specialist interpretation
Decision framing, contradiction handling, and a brief the responsible people can use.
A retained record
The question, evidence, options, owner, action and next measurement stay connected.
Capability and roles
Be precise about what can be delivered today.
Your city owns the decision. Tourism Room prepares the evidence, the brief and the working session. Human leaders retain the right and responsibility to decide.
Available now
Public evidence, AI representation checks, decision framing, working sessions, and a board-ready brief through analyst-led work.
Needs city evidence
Resident views, operator participation, local-value retention, internal files, and any confidential datasets.
Not live yet
Protected city uploads, recurring licensed feeds, and production machine access remain in development.
Decision-grade by design
Your city keeps control of its evidence and its decisions.
Protected internal information stays private. Cohort insight is used only with approval. Disagreement is retained. Perspectives that have not yet been heard stay visible.
Evidence provenanceKnown gaps visibleDisagreement retainedUnheard perspectives namedExportable decision historyNo unsupported causality
Starting offer
Discuss a city decision.
Bring one tourism decision your team needs to make. We agree the question, review the available evidence, identify what remains uncertain, and prepare a decision brief and working session. You leave with an agreed action, an owner and a review plan.