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Live events are no longer just moments in time, they are catalysts for economic growth, cultural identity, and global reputation. In the GCC, destinations are moving fast, not just hosting world-class experiences but rethinking how these moments can leave lasting legacies. McCann’s latest report, Transforming Moments into Tourism Legacies, dives deep into this evolution, offering a blueprint for how brands, destinations, and governments can translate the energy of live tourism into long-term value.
The report combines survey insights from over 2,400 travellers across six international markets with expert perspectives across the travel and tourism ecosystem. It highlights the unique advantages of the GCC — from geopolitical neutrality to rapid transformation — and explores how destinations can design experiences that are not just spectacular, but meaningful, sustainable, and culturally anchored.
In a conversation with Gulf Business Ghassan Harfouche, CEO of MCN MENAT and president of McCann APAC, unpacks the findings and their implications. He talks about how destinations can convert the buzz of live events into enduring tourism legacies and why the GCC is setting new benchmarks on the global stage.
Give us an overview of the “Transforming Moments into Tourism Legacies” report and the work that went into it.
“Transforming Moments into Tourism Legacies” isn’t just a report – it’s a strategic blueprint for the future of tourism in a changing world and how brands, from leisure and travel through to wellness and finance can capitalise on new trends.
Commissioned through McCann Truth Central, our global intelligence platform, the research was designed to focus on one key element: how do we transition the energy of a live event into sustainable long-term value for brands in the region. We elevate this research through a partnership with The Economist to bring a Macroeconomic lens to the region to help give strategic context and richer direction for our clients.
More than 2,400 travellers across six key international markets were surveyed, complemented by authoritative voices across the travel and tourism ecosystem. The result is a timely, insight-rich overview into a major global shift: Live tourism is no longer a niche – it’s a primary driver of economic, cultural and reputational growth.
The report opens with a striking geopolitical observation: while global trade faces tariffs and protectionism, the Middle East remains “relatively insulated” with the GCC positioned as “a bridge between East and West.” How does this unique combination of geopolitical neutrality and rapid transformation give the GCC an edge in converting live events into tourism legacies?
We partner with The Economist to bring business insights and data on what geopolitical trends are influencing the region and the opportunities that this brings to brands. Their insights prove that in an increasingly fragmented world with shifting geopolitical dynamics, the GCC is emerging with greater connectivity, more international openness and fiscally stronger.
Team this with an unparalled pace of transformation – from infrastructure to innovation – and it’s clear to see the region is not just hosting events, but actively redefining what tourism is on an international level.
The report highlights the UAE’s National Tourism Strategy targeting 40 million hotel guests annually by 2031 and increasing tourism’s GDP contribution to Dhs450bn. That’s not just ambitious — it’s transformational. But you also found that 74 per cent of travellers would consider travelling for a live event, yet only one in four actually did. That’s a 508-million-person annual gap across your six markets. How do these targets align with closing that conversion gap, and what does the UAE need to get right?
The numbers show the clear opportunity – and the UAE is building directly toward it. The gap between intention and action isn’t due to lack of demand, it’s about alignment and connectivity for the entire tourist experience, across multiple-sectors and touchpoints.
Live events are the spark, but converting that spark into sustained tourism growth means mastering three elements: anticipation, access and alignment. This puts brand marketing, tech and customer experience at the heart of closing the gap and leading the market.
The report offers four clear strategic takeaways: “Tailor by mindset” rather than demographics, “Find your rhythm” instead of just calendar filling, “Design for desire” to create sustained anticipation, and “Accelerate collaboration” across the ecosystem. If you had to choose one of these four that GCC destinations are currently underutilising — where the gap between potential and practice is largest — which would it be and why?
While the region is making rapid progress on all four, I would say the biggest gap between potential and practice is ‘Accelerate Collaboration’. The investment and focus in infrastructure and experiences is evident, but the full potential and value of live tourism – across airlines, hotels, financial services, retail etc – is unlocked when the full ecosystem is connected.
The traveller does not experience a destination in silos; the more we align data, media, creativity and tech across sectors, the more seamless and magnetic the journey becomes.
The report’s first takeaway is to move “from one-size-fits-all to personalised itineraries” by understanding emotional triggers. Your research identifies business travellers (approximately 210 million) who want convenience and curated luxury with 80 per cent interested in attending a World Cup, versus Discovery Travellers (approximately 346 million) who “plan well in advance” and want to “explore nearby regions.” How should GCC destinations design differently for these two mindsets — and can one event serve both?
One event should absolutely serve both. Mindsets but what is critical is that the experience around that experience is tailored. For business travellers, the draw would be convenience, curation and premium moments – efficient luxury. For discovery travellers, it’s about story, culture and exploration.
The event is the anchor and the differentiation lies in the design of everything around it. In order to create meaningful experiences that drive return visits, it is critical to move from demographics into mindset-led planning, to better meet the holistic desires of the traveller.
Your second key takeaway is moving “from calendar filling to cultural anchoring”— creating signature moments that return consistently rather than just hosting one big party. With multiple GCC nations hosting mega-events, how does a destination find its unique rhythm without just competing on scale?
Scale is impressive — but rhythm builds identity. The most successful destinations aren’t just the biggest — they’re the most consistent. They create signature moments that return year after year, becoming part of the city’s cultural DNA.
For the GCC, the opportunity isn’t size, it’s about differentiating on story. What does the region stand for? What experience do we want travellers to anticipate every year? Whether it’s Riyadh Season or Art Dubai, the goal isn’t a one-time spike — it’s sustained anticipation. That’s how rhythm translates to reputation and repeat visits.
The research shows four in five travellers make the decision to extend their stay before they’re on the ground. Your report asks: “how are you working with your partners across the travel ecosystem to entice them to extend their stay?” And emphasises “Accelerate collaboration: from fragmented players to connected ecosystem”. What does that pre-arrival collaboration actually look like between airlines, hotels, venues, and tourism boards — and who’s getting it right in the GCC?
Collaboration cross-sectors is the future of delivering a competitive edge for tourism. Our research shows that 4 in 5 travellers decide whether or not they will extend their stay befroe they arrive; waiting until they land is a missed opportunity.
Effective collaboration looks like alignment of marketing campaigns and platforms; integrated partnerships and deals across brands and; incorporation of event calendars with visa timelines.
The UAE – particularly Dubai – is a leader, with strategic alignments across Emirates, hotels, malls and events. But there is opportunity for brands in the region to go further and faster.
Sixty-five percent of respondents believe Middle East countries are “setting new standards for travel and tourism”—jumping to 84 per cent in China. Four of the top seven global luxury destinations are in the region: Dubai, Abu Dhabi, Qatar, and Saudi Arabia. But your research reframes luxury as “freedom of choice, personalisation, curation, hyper exclusivity” rather than just opulence. How do you operationalise feeling versus facility?
Our research reframes what luxury means in today’s age; it looks like freedom, personalistaion and emotional richness. It’s not only about what is seen but more about what is felt.
Operationalising this means empowering hotel teams to recognise and remember guests. It means designing moments that feel unscripted, authentic and unique. It also means investing in the training, service design and cultural immersion, which transforms a stay into a story.
One of your strategies for extending the stay is to “tap into local and regional travellers: Build the fanbase of events for the local and regional community, make it a party that international travellers should not miss”. This feels critical for the GCC’s youth demographic and rising income growth you mention. Share an example of an event that successfully built local passion first — and how that translated into international appeal.
A standout example is Riyadh Season: what was originally a regional celebration quickly transformed into one of the world’s most talked-about entertainment platforms – through building local passion first.
By giving young Saudis a reason to show up, participate and post, the event created enormous regional pride. The authenticity translated into international excitement with global artists taking notice. It helped position Riyadh on the global live tourism map, not just because of who performed, but who showed up and their role in giving the world a glimpse at this new cultural movement.
Perhaps the most surprising finding: 14 per cent of event travellers have started considering moving to the country they visited for an event. That’s not tourism — that’s transformation. Your research emphasises that “events provide a glimpse into what a country has to offer, so first impressions matter”. As the GCC continues its diversification agenda and positions itself as a cluster of “modern, progressive, and capable middle economies”, is this 14 per cent a signal of something bigger? Should destinations be designing for this outcome, and what does that mean for how we think about “Transforming Moments into Tourism Legacies” in 2026?
The 14 per cent is not just a data point, it’s a sign of something much more significant happening. It shows that Live events are more than just entertainment, they’re a gateway to lifestyle, belonging and aspiration.
The fact is we need to think beyond tourism. Events are defining a nation’s brand, a magnet for talent and the first impression of what could transform into a long-term relationship.
As we look towards even greater economic diversification and talent mobility in the GCC, this insight is gold. It means that every event is a powerful opportunity to shift perception, build emotional resonance and address the world with ‘don’t just visit us but imagine yourself here’. That is the true essence of transforming moments into legacies.
