Blurred crowd of diverse young people walking in a busy urban street, symbolizing the societal pressures and structural barriers affecting modern family planning.
The real fertility crisis
Origami bird facing a crumpled paper human form, capturing the discomfort and beauty of personal change and transformation.
The discomfort of change
parallax background

Tourist trapped

The industry that sells happiness is making everyone miserable

July 4, 2025

6 min read

July 4, 2025

6 min read

Photo: Dreamstime.

The tourists clutching their water-soaked phones in Barcelona’s Gothic Quarter earlier this summer might have wondered if they had stumbled into some peculiar Catalan festival. They had not. Local residents, armed with water pistols and chanting, “One more tourist, one less resident”, were delivering a message that, from Venice to the Canary Islands, is becoming impossible to ignore: enough is enough.

Welcome to the summer of overtourism—or rather, the summer when the world finally admitted overtourism had become unmanageable. This is the first year since the Covid-19 pandemic that global tourism is expected to set new records, and the consequences are washing up on the shores of even the most seasoned destinations like unwanted plastic bottles.

The arithmetic is brutal. Including day trippers (those who do not stay overnight) Venice receives 20 million visitors annually for a population of just 50,000. Barcelona welcomes 15.5 million tourists each year. France led Europe with 100 million million foreign visitors in 2024—far outnumbering its 66 million citizens.

The economics of excess

For many destinations, tourism has become both lifeblood and poison. Croatia’s tourism sector contributes around 11.3 per cent directly to GDP, though when including all related activities, the figure rises to 24.5 per cent—generating nearly 15 billion euros in revenue in 2024.

Across the EU, travel and tourism contributed almost 1.8 trillion euros to GDP in 2024, representing more than 10 per cent of the bloc’s economy.

Such dependence creates a sinister dilemma. Tourism provides jobs and foreign currency, particularly for southern European economies. However, protesters argue that uncontrolled tourism has sent housing prices soaring and forced people out of their neighbourhoods as dwellings are given over to short-term rentals.

The pandemic offered a brief reprieve. During shutdowns, many cities experienced a more peaceful, less crowded version of themselves—making the impact of ‘revenge travel‘ more extreme. Rather than using this pause to redesign tourism for sustainability, most destinations simply rushed to restore visitor numbers to pre-pandemic levels. A missed opportunity of disastrous proportions.

Flight risk

At the heart of overtourism lies a fundamental market failure: aviation’s environmental costs remain largely externalised. Emissions from flying in Europe rose 26 per cent in the five years preceding Covid-19, far outpacing other transport modes. Aviation accounts for 2.5 per cent of global CO2 emissions but has contributed around four per cent to global warming when non-CO2 effects are included.

The global low-cost airline market is projected to reach 440.46 billion US dollars by 2030, democratising travel in ways that would have been unimaginable a generation ago. Nevertheless, this democratisation comes with a sting: only three per cent of the global population flies regularly, yet the consequences of aviation emissions affect everyone.

The mathematics of carbon are unforgiving. Avoiding a return flight from New York to London is as climate-friendly as carpooling for two years or eating a plant-based diet for three and a half years.

Higher prices might help. Research shows that flight ticket taxes imposed by some European countries can reduce the number of flights by 12 per cent on average, resulting in a 14 per cent reduction in carbon emissions. However, connecting passengers are currently exempt, meaning that the average effect on the market as a whole turns out to be a far more modest four per cent.

The backlash begins

Back on the ground, some cities are fighting back with fees and taxes. Venice last year introduced a fee (starting at five euros) for day-trippers on the busiest days, which netted more than 2.4 million euros for the city. Amsterdam has raised its tourist tax to 12.5 per cent of accommodation costs—the highest rate in Europe. Barcelona’s tourist tax is four euros per night.

These fees and taxes appear to have had little impact on visitor numbers, however. Despite Amsterdam’s steep tourist tax, the city has welcomed an increasing number of tourists. Venice’s day-trip fee failed to reduce tourist numbers during its trial period. Tourists appear to be largely price-insensitive to such modest levies.

Elsewhere, solutions have been more creative. Japan blocked a view of Mount Fuji that was leading to traffic jams caused by photographers. Copenhagen rewards tourists with free food for picking up litter or engaging in eco-friendly activities. France is engaging social media influencers to highlight less-visited areas, hoping to decrease interest in overcrowded destinations.

The most dramatic measures involve outright bans. Barcelona plans to shut all holiday apartments by 2028. Florence has banned new short-term rentals in its historic centre and offers three years of tax breaks to landlords who switch to long-term leases.

Such policies treat the symptom rather than the disease, but desperate times call for desperate measures.

Towards a new model

The solution to the problem of overtourism perhaps lies not in abandoning tourism but in reimagining it. The current model—maximising visitor numbers to generate revenue—has reached its limits. A more sustainable approach would prioritise value over volume.

Barcelona’s Deputy Mayor Jaume Collboni captured this shift: “Our model is no longer mass tourism but quality tourism, which adds value to the city”. Rwanda offers an instructive example: it doubled the price to track mountain gorillas to 1,500 US dollars, with strict limits on participants, yet demand has remained strong.

The aviation industry must not escape. Ending tax exemptions on kerosene and implementing frequent flyer levies could ensure that those who fly most pay for aviation’s actual costs.

Infrastructure investment matters too. Enhancing train infrastructure and offering comfortable night trains with convenient connections across borders could provide alternatives to short-haul flights.

Paradise lost, paradise regained?

Tourism’s promise—to broaden minds and boost economies whilst preserving cultural heritage—need not be abandoned. But achieving it requires acknowledging that infinite growth on a finite planet is impossible. As UNESCO officials warn, protests will “absolutely” spread if cities fail to rebalance the interests of locals and travellers.

The water pistols of Barcelona may seem harmless enough, but they represent something profound: a recognition that tourism, like any industry, must operate within planetary and social boundaries. The destinations that adapt first—by pricing externalities, managing capacity, and prioritising resident welfare—will likely emerge stronger. Those that continue pursuing growth at any cost may find themselves with neither tourists nor residents willing to call them home.

The age of cheap, consequence-free travel must end. What comes next will determine whether tourism remains a force for cultural exchange and economic development, or becomes a cautionary tale of how market failures can destroy the very things they seek to commodify. The choice, as they say, is ours—though the planet may not wait much longer for us to make it.

Photo: Dreamstime.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

Share

Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.