What Else Is There To Do Here?

The Question Every Destination Should Be Asking

Success can be a blessing and a burden.

When a destination becomes known for something iconic, it earns a coveted place in travelers' minds. The challenge is that those same perceptions can become limiting. Visitors think they already know what the destination has to offer, even when the reality is far more complex.

During a recent conversation on the Business Class podcast, Visit Williamsburg President & CEO Edward Harris shared a challenge that will sound familiar to destination leaders across the globe: how do you honor the experience that made your destination famous while helping visitors discover everything else that makes it special?

It's a question every destination should be asking.

The Double-Edged Sword of Recognition

Williamsburg, Virginia, is synonymous with American history. Generations of students have visited Colonial Williamsburg, walked the historic streets, and learned about the nation's founding.

As America approaches its 250th birthday, that connection to history has never been more relevant.

Yet Harris acknowledges that being famous for one thing can sometimes overshadow everything else.

Visitors arrive expecting a history lesson and often leave surprised by the variety of experiences available—from world-class theme parks and outdoor recreation to culinary experiences, sporting events, breweries, water activities, and family attractions.

The challenge isn't creating those experiences. The challenge is helping people see them.

Many destinations face a similar dilemma.

Nashville is more than country music.

Orlando is more than theme parks.

Napa is more than wine.

And Williamsburg is more than colonial history.

The question becomes: how do you expand perceptions without abandoning the identity that made people care in the first place?

The Danger of Becoming a One-Story Destination

Tourism professionals spend years building awareness. They invest in branding, advertising, partnerships, and storytelling. Eventually, a destination becomes associated with a clear idea.

That clarity is powerful.

But over time, clarity can become oversimplification.

When visitors reduce a destination to a single attraction, activity, or experience, they may overlook opportunities that would appeal to entirely different audiences.

They may visit once and never consider returning.

They may fail to see themselves reflected in the destination's story.

The risk isn't that your destination becomes known for something.

The risk is that it becomes known only for that thing.

Every Great Destination Needs a Second Story

One insight from Harris's career journey stood out.

Before entering tourism, he spent years working with major consumer brands including Converse, Timberland, Under Armour, and eBay. In those industries, brands are constantly evolving. New products launch. New audiences emerge. New stories are told.

The most successful brands never stop innovating.

Destinations shouldn't either.

That doesn't mean abandoning what works. It means building upon it.

Every destination needs its flagship story. But it also needs supporting stories that appeal to different travelers, different interests, and different stages of life.

A family may arrive because of a historic attraction and return because of an unforgettable food scene.

A sports tournament may introduce visitors to a destination they later revisit for leisure travel.

A conference attendee may discover outdoor recreation opportunities they never knew existed.

Growth often happens when visitors discover the story behind the story.

The Courage to Experiment

Perhaps the most valuable leadership lesson from our conversation wasn't about tourism at all.

It was about courage.

Harris spoke about the importance of testing new ideas, launching new experiences, and being willing to put something into the world without knowing exactly how it will be received.

That mindset is increasingly important in destination leadership.

New festivals.

New partnerships.

New visitor experiences.

New audiences.

New ways of telling old stories.

Innovation requires a willingness to experiment.

Some ideas will succeed spectacularly. Others won't.

But destinations that stop evolving eventually become destinations people think they've already experienced.

Why This Matters Now

Across the tourism industry, destinations are competing not only for visitors but for attention.

Travelers have more options than ever before. They have access to endless content, recommendations, and alternatives.

Standing out requires more than a memorable attraction.

It requires a multidimensional identity.

Visitors need reasons to come.

More importantly, they need reasons to come back.

That's why the question "What else is there to do here?" is so powerful.

It encourages destinations to look beyond their most famous attraction and examine the full richness of their visitor experience.

It pushes organizations to uncover hidden strengths, emerging opportunities, and untold stories.

And ultimately, it helps destinations build resilience by broadening their appeal.

A Question Worth Asking

Whether you're marketing a major metropolitan destination, a rural community, a cultural district, or a small town, consider this:

If someone only knows your destination for one thing, what are they missing?

The answer may reveal your next campaign, your next audience, or even your next chapter.

Because the destinations that thrive tomorrow won't simply be the ones with the strongest stories.

They'll be the ones brave enough to tell a second story, too.