Scottish tourism looking ahead to autumn and 2027
As tourism businesses plan for autumn, winter and 2027, one question matters more than whether Scotland can attract visitors: how can that demand translate into profitable business?
Scotland has much to offer, from its landscapes and outdoor experiences to its food, culture and history. But attracting visitors is only part of the picture. What they choose to spend, when they travel and why they choose your business all matter.
For me, that is where the most useful planning starts. More demand doesn’t necessarily mean more profitable business.
Look beyond visitor numbers.
Visitor numbers can look healthy at the destination level, while an individual accommodation business, attraction, restaurant, or retailer experiences something quite different.
A visitor might still take a holiday but choose a shorter stay, eat out less often or be more selective about paid experiences. The impact will vary from one business to another.
So, alongside asking how many people are coming, we need to understand where they spend their money and what that means for the business.
Which customers are booking? How long are they staying? What are they buying, and how far ahead are they making decisions? Your own booking and sales patterns are an important part of understanding the market.
Value matters, but it does not mean cheap.
When customers are watching their spending, discounting can feel like the obvious response. I don’t think it should be the starting point.
People need a clear reason to choose your business and feel confident that what you offer is worth the price.
For accommodation businesses, that means looking at the whole offer: who it is for, what makes the stay appealing, the quality of the experience and how clearly you communicate it.
Before reducing prices on quieter dates, ask whether potential guests can already see the value. Does your website answer their questions? Do your photographs reflect the experience? Is it clear what is included?
Being cheaper and offering better value are not the same thing.
Make more of what is around you.
For rural and island businesses, the surrounding area is an important part of the offer. Walking, wildlife, local food, culture and history can all give people a reason to visit and stay longer.
The opportunity is to understand why someone would choose your part of Scotland and help them enjoy it.
This is especially important for accommodation businesses. You’re part of somebody’s Scottish holiday.
That might mean suggesting a thoughtful itinerary, recommending a good place to eat, or making it easy to book an activity with a local provider. Practical details matter too: how far away things are, what needs booking and what guests can do when the weather changes.
Helping people make the most of their stay can make your business more appealing while encouraging spending with other local businesses.
Turn international interest into bookings.
International visitors are an important part of Scotland’s tourism economy. VisitScotland’s 2024 figures show that they accounted for 29% of overnight visits and 54% of overnight visitor spending.
But international demand for Scotland doesn’t automatically become demand for an individual business.
Can people find you when planning from overseas? Can they understand exactly what you offer and how to reach you? Is booking straightforward, and do they have enough information to decide with confidence?
For rural businesses, explaining how a stay fits into a wider Scottish trip can be particularly useful. Visitors may know they want to come to Scotland but not know your area or what makes it worth including.
Making that connection helps convert interest into business.
Give autumn and winter their own reason to visit.
Extending demand beyond the busiest months remains a challenge. I don’t think the answer is to take the summer offer and reduce the price.
Why would somebody choose your business or destination in November rather than July?
The answer might be seasonal food, wildlife, an event, dark skies or a few quiet days somewhere comfortable. What matters is that the reason is specific to your business and realistic for that time of year.
Show people what the stay could look like. Explain what is open, what they can enjoy and what makes the season special.
A compelling reason to travel gives you a stronger starting point than simply advertising availability.
Plan for profit as well as demand
Costs need to be part of this conversation from the outset.
A full property isn’t necessarily profitable. A busy attraction may still struggle if spend per visitor is too low. Increasing sales can leave a business worse off if the cost of delivering those sales rises faster.
That makes pricing, costs and profitability every bit as important as marketing when planning for 2027.
It is worth looking at which dates, products and customers contribute most to the business, and where extra activity creates work without enough return.
Sometimes the best opportunity will be to attract more business. Sometimes it will be to improve the return from what you already do.
Five questions to ask now
If I were sitting down with a tourism business this autumn, I would start with five questions:
- Demand: Who is travelling, when are they travelling and what is changing in your enquiries and bookings?
- Customers: Which customers are the best fit for your business, and where can you reach them?
- Value: Are you giving them a clear reason to choose you and pay your price?
- Performance: Which parts of the year and which activities contribute most to profit?
- Opportunity: Where is there realistic potential to grow, and where would improving your existing offer deliver more?
Scottish tourism businesses have plenty to build on. The task is to connect what visitors want with an offer that works commercially for your business.
For me, the businesses best placed for 2027 will be those that understand their customers, communicate their value clearly and keep a close eye on the return from their efforts.
That makes pricing, costs and profitability every bit as important as marketing when planning for 2027.
It is worth looking at which dates, products and customers contribute most to the business, and where extra activity creates work without enough return.
Sometimes the best opportunity will be to attract more business. Sometimes it will be to improve the return from what you already do.
Five questions to ask now
If I were sitting down with a tourism business this autumn, I would start with five questions:
- Demand: Who is travelling, when are they travelling and what is changing in your enquiries and bookings?
- Customers: Which customers are the best fit for your business, and where can you reach them?
- Value: Are you giving them a clear reason to choose you and pay your price?
- Performance: Which parts of the year and which activities contribute most to profit?
- Opportunity: Where is there realistic potential to grow, and where would improving your existing offer deliver more?
Scottish tourism businesses have plenty to build on. The task is to connect what visitors want with an offer that works commercially for your business.
For me, the businesses best placed for 2027 will be those that understand their customers, communicate their value clearly and keep a close eye on the return from their efforts.
If you’re reviewing your plans for 2027 and would welcome a fresh perspective on your market, pricing or growth opportunities, get in touch. I’d be happy to discuss what that could look like for your business.
Corrie Hotel