Beyond Heads in Beds: What High Point Teaches Us About the Future of Tourism

Tourism leaders have long been measured by a simple metric: how many people did you bring in, and how many nights did they stay?

But what if that’s no longer enough?

In a recent Business Class conversation with Melody Burnett, President of Visit High Point, a different picture of success emerges—one that is more complex, more human, and ultimately more impactful.

A Destination Built on More Than Commerce

High Point, North Carolina, is known globally as the home furnishings capital of the world. It hosts the High Point Market, drawing tens of thousands of visitors and generating billions in economic impact.

But Melody and her team aren’t content to rely solely on legacy.

Instead, they’ve asked a deeper question:
What kind of place do we want High Point to be—for the people who live here and the people who visit?

That question has led to a shift from promotion to destination leadership.

From Visitors to Belonging

One of the most powerful examples of this shift is High Point’s journey toward becoming a Certified Autism Destination.

What started with a single inclusive playground quickly revealed a gap: visitors were coming—but the broader destination wasn’t ready to serve them fully.

Rather than ignore the challenge, the community leaned in.

They trained partners, adapted experiences, and aligned their brand around inclusion. The result?

• National recognition
• New business investment
• A stronger sense of community identity

And perhaps most importantly, a destination where more people feel like they belong.

The KPI Shift That Changes Everything

Melody puts it plainly: success isn’t just about occupancy anymore.

It’s about outcomes like:

• Can a small business thrive because of tourism?
• Does a resident feel proud of where they live?
• Are new investors choosing your community because of its values?

This shift reflects a broader industry evolution—one where tourism is no longer just an economic engine, but a community development strategy.

Taking Risks That Matter

That evolution requires courage.

High Point took a major risk by investing in a downtown stadium—not for sports alone, but to create a gathering place and anchor for community life.

They took another by fast-tracking a public art installation—raising $300,000 in a matter of weeks to bring an internationally recognized sculpture to the city.

The payoff?
Tens of thousands of visitors, increased visibility, and a shared sense of pride.

These weren’t safe decisions.
They were strategic ones.

The Real Work of Destination Leadership

What stands out most in this conversation is how much the role of a destination organization has expanded.

It’s no longer just about marketing campaigns. Today’s leaders are:

• Fundraisers
• Community connectors
• Product developers
• Advocates at the policy table

Melody shares a lesson she wishes she had learned earlier:
If you’re not at the table, you’re on the menu.

Visibility, storytelling, and relationship-building are no longer optional—they are essential.

Why This Matters Now

Tourism is responsible for a massive share of global economic activity, yet its true value is often misunderstood.

That’s changing.

Destinations like High Point are showing that tourism can:

• Strengthen communities
• Attract aligned investment
• Create inclusive experiences
• Build long-term resilience

But only if leaders are willing to rethink what success looks like.

A Final Thought

At one point in the conversation, Melody reflects on why she’s stayed in this field for nearly three decades:

It’s the ability to make an impact on your community and help shape it into something better than it was yesterday.

That’s the future of tourism.

Not just bringing people in—but building places worth belonging to.