jwc introduces Destination Development Model (DDM) to show how business events support public policy goals.
Singapore pilot completes first phase of framework linking event portfolios with policy priorities and long-term destination value
jwc, a leading global consultancy focused on the exhibition, business events and venue industries, has introduced a new analytical model designed to help city officials and destination leaders show how business events support public policy goals.
The DDM responds to growing demand from governments for clearer evidence of the sector’s long-term contribution beyond exhibitor and visitor spend, room nights and (in)direct economic impact.
The completion of a phase-one pilot with the Singapore Tourism Board (STB) marks the first major validation step for the DDM. The pilot tested the model’s core architecture in a mature, policy-driven destination environment and provided the foundation for its next stage of development and wider application.
'Destinations are not funded based on activity. They are funded based on outcomes,' said Kai Hattendorf, Partner at jwc. 'For decades, the business events industry has been good at measuring outputs: visitors, spend, square meters, room nights. But governments think in terms of outcomes: talent, innovation, resilience, sustainability, economic positioning and community value. The DDM helps destinations connect business events to that policy conversation.'
The DDM assesses business events across 15 dimensions grouped into four strategic impact clusters: People & Community, Skills & Knowledge, Economic Impact and Reputation & Legacy. Together, these clusters provide a structured view of how events support destination development: from community value and talent development to economic resilience, international reputation and long-term legacy.
Unlike conventional event impact studies, the DDM looks beyond exhibitor and visitor economy activity to assess how event portfolios support wider public goals. It’s designed as a decision model for destinations seeking to align their event portfolio with policy and development goals.
'The DDM is a policy alignment and decision tool', Kai said. 'It shows where a destination’s event portfolio already creates strategic value, where gaps remain, and where future policy, investment or portfolio choices can deliver stronger outcomes.'
The model connects three core elements: policy ambition, event contribution and measurable outcomes. It starts with a destination’s strategic priorities and then assesses how business events contribute across the DDM’s 15 dimensions. By combining destination-specific data, industry indicators and structured modeling, the DDM highlights where events already support public goals, where gaps exist, and where future bidding, funding or investment decisions could strengthen outcomes.
Singapore as phase-one pilot partner
Singapore played a central role in the first phase of the DDM’s development. As pilot partner, the Singapore Tourism Board (STB) worked with jwc to test the model in a destination context shaped by strong policy alignment, a mature business events ecosystem and advanced data availability.
STB contributed policy insight, destination context and industry data for the Singapore-specific DDM analysis, helping jwc to test the framework against real destination priorities and data conditions.
The pilot also included an academic research component with the Singapore Institute of Technology, where students explored potential data points and sources that could be integrated into the model. A selected group of students are attending IMEX for the DDM launch, connecting the pilot’s academic work with the global business events industry.
Ong Huey Hong, Assistant Chief Executive, Industry Development Group, Singapore Tourism Board, said: 'The DDM pilot offers a structured way to consider how business events can drive meaningful outcomes to the destination beyond the event itself. As the world's best MICE city, Singapore's ambition goes beyond tripling our MICE tourism receipts by 2040. We want to ensure that growth is underpinned by lasting value for our destination, industries and communities, and the DDM gives us an evidence-based framework to demonstrate that.'
Built for destinations and policymakers
The DDM is designed for destination leaders, city officials, convention bureaus, tourism boards and public-sector stakeholders. Its purpose is to express the contribution of business events in the terms policymakers use to set priorities, allocate resources and assess outcomes.
For destinations, the model provides a structured foundation to:
- align business events with policy priorities
- identify gaps between ambition and current event contribution
- guide bidding, funding and portfolio decisions
- build the case for targeted investment
- move from activity reporting to outcome-based strategy
The model is designed to integrate existing and future industry research into a broader destination development framework, rather than replace it.
Next phase
Following the completion of phase one, jwc will now work with additional destinations, convention bureaus and public-sector partners interested in applying the framework to their own event portfolios and policy priorities.
This next phase will focus on expanding the model’s application, refining destination-specific data inputs and constantly improving how the model is delivered.
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