Manifesto


www.parkworld-online.com


Closing the Gap


Lou Barton, Strategy Principal Consultant for Engagement at Manifesto, offers three ways cultural leaders can convert festive buzz into year-round growth.


exceeded, attractions need to turn insights into actionable experiences to boost engagement.


 and can act on these insights.


I


n 2026, high expectations linger as visitors redeem festive experiential gifts. Whether for family outings or professional retreats, guests


expect their vouchers to provide seamless, high- quality experiences long after the holidays have passed. This presents a prime opportunity to turn gift


recipients into returning visitors, yet a growing engagement gap hinders progress. Our recent  sector attendance remains 8.8% below 2019 levels as attractions struggle to recover post-pandemic. While the cost-of-living prompts visitors to weigh value against cost, the primary reason for a drop in visitors is a growing disconnect between visitor expectations and what organisations deliver. 


  pace. However, internal hurdles such as disjointed technology, siloed data, and fragmented teams are widening this engagement gap. 


increase visitors, attraction leaders need to ensure  to deliver memorable experiences that meet expectations. Here are three ways attraction leaders can boost visitor engagement in 2026.


Connecting technology and optimising your data Disjointed technology and siloed data prevent organisations from truly understanding their  Since only 30% of guests remain engaged post- visit, on the condition that their expectations are


30 


pre-visit period, where 39% of visitors rate these as the top two moments that matter to them. This data can be used to tailor customer communications based on their motivations for visiting, relationship history and context of their visit. In the case of Blenheim Palace, it used  accuracy in forecasting attendance and staffing needs, to ensure staffing levels aligned with demand. This helped teams deliver the seamless, high-quality experiences that drive long-term loyalty and engagement.


Adopting an experimental culture   is growing the engagement gap. 56% of organisations admit they avoid change without  visitor numbers. Furthermore, 32% play it  organisations are doing rather than what their own data indicates. 


experiences from the attractions they visit - from    safe experimentation possible, so they can  an investment. Enhancing visitor data-sharing capabilities can support this process, evidencing


Breaking down internal siloes Inconsistent digital and in-person experiences create a significant hurdle for attractions, often rooted in internal misalignment. When teams   aware of, impacting visitor return rates and recommendations to friends and family. With 53% of attractions citing poor collaboration as a barrier to success, bridging the gap between departments is essential. To deliver a seamless visitor experience,


organisations must prioritise shared access to  Museum serves as a prime example of this shift; by treating digital initiatives as a cross-organisational  aligned their leadership around shared outcomes. This collaborative approach transformed their operations, resulting in a thriving YouTube channel with millions of views and increased patreon memberships providing sustainable revenue.


Closing the engagement gap In 2026, the expectation gap will only widen for  changing and the high demand for gift-based  offers a prime opportunity to experiment with better data use to meet expectations and deliver fantastic experiences. To capitalise on this opportunity though,


attractions need to understand motivations and contexts for visits. Capturing and utilsiing this data requires connected technology systems and teams  turned into positive and memorable experiences that can help attractions move from pandemic recovery to sustainable growth.


SPRING 2026


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56