Beyond Summer: Tourism Reinvents Itself with Sustainability and Collaboration

“Every day we open our doors with enthusiasm. Here, enthusiasm equates to competitiveness.” With this phrase, María José Marcos, communications director of the Terra Mítica-Aqualandia-Mundomar group, encapsulated the spirit of a sector that views summer not only as the peak income season but as the culmination of constant, discreet, and passionate work.

On the brink of July, with the sun blazing and suitcases packed with plans, three key voices in Alicante tourism gathered at the Tourism Forum organised by the Vocento group alongside TODO ALICANTE and LAS PROVINCIAS at Terra Mítica to analyse the challenges and strengths of a destination that continually reinvents itself. José Mancebo, director of the Provincial Tourism Board; Alejandro Benito, director of advertising and communication at Servigroup Hotels; and Marcos herself shared their insights on regional tourism competitiveness and the importance of public-private collaboration.

With a cautious yet optimistic tone, José Mancebo explained that the outlook is very positive following the momentum started at Easter and consolidated during spring: “Last year we closed with over 18 million passengers at the airport, and the reserved slots and trains predict a very good summer for the province.” Alejandro Benito echoed this sentiment, highlighting a record-breaking June and the consolidation of September as a strong month: “We see the traditional summer boundaries breaking. June and September are becoming strong months too. Some destinations are growing by more than 10% compared to the previous year.”

Meanwhile, María José Marcos conveyed the excitement of her parks in a very special year: “We are celebrating 25 years at Terra Mítica and 40 at Aqualandia. Each season is a challenge for us, but people respond eagerly, and we extend the season until November with events like Halloween.”

All three speakers shared the certainty that the province offers a “multiproduct” that is hard to match. Mancebo noted that “we are an international standard in tourism diversification, and public-private collaboration is the foundation of this success.”

Marcos added that “Benidorm is one of the few cities in Europe that concentrates a theme park, a water park, and a nature park in the same area.” She also highlighted an intangible trait: “Here, there is no tourism-phobia. There is a real empathy with visitors that sets us apart.”

Benito reinforced this view by pointing out that “the destination constantly reinvents itself, and this requires attracting and training motivated and prepared professionals.”

In a context where brands coexist, José Mancebo defended the need to adapt: “There is an ecosystem of brands. Sometimes Costa Blanca acts as a provincial umbrella, other times we join forces with the Valencian Community or even the Spain brand. The market places you, but always through collaboration.” Meanwhile, María José Marcos pointed out that each company must find its place in this changing scenario, “reaffirming support and adapting strategies according to the context and target audience.”

On the challenge of filling hotels and parks beyond summer without saturating destinations, Mancebo cited the example of cruises: “We plan stops one or two years in advance, which allows us to distribute tourist flows throughout the province and coordinate local events to avoid congestion.” He also highlighted the importance of infrastructure projects and major sporting events to attract visitors during off-peak months. Marcos reinforced that “the commitment to MICE and sports tourism is helping us a lot to desensitise.”

Creating a collaborative culture in an inherently competitive sector is not easy. For Mancebo, public leadership must be understood as a facilitator: “It’s not about imposing, but about listening and sharing agendas. This is how great achievements are made.”

María José Marcos emphasised the importance of collective vision: “We are not competing just for our plot. We are part of a destination and generate value by betting together on it.”

All three agreed that sustainability is no longer an added value but an essential requirement. Marcos shared that Terra Mítica has installed its own photovoltaic panels for self-consumption, reducing its carbon footprint and improving economic and environmental viability.

Benito explained that Servigroup participates in the European Procopan 2.0 project to supply its buffets with zero-kilometre products grown on its own farm, “a commitment that improves sustainability and gastronomic quality.” He also noted that “a few years ago, customers valued the sustainable gestures you had, now they take them for granted and if you don’t have them, they rate you negatively.”

For Mancebo, the key lies in planning: “Sustainability should not be seen as isolated actions, but as a vision that permeates the entire tourism strategy, from social to environmental and economic.”

The forum also served to review concrete examples of shared success: joint promotional campaigns between Costa Blanca and hotel and park companies; projects with Visitelche and Solved to enhance the province’s brand; or initiatives like Procopan 2.0, which strengthen the local economy.

The meeting concluded with a collective reflection: tourism belongs to no one in particular, but to everyone. An economic and social engine that defines the province’s identity, but which demands commitment to planning, collaboration, and sustainability to maintain its leadership.

“In the end, everything that involves continuing to believe in tourism, exporting that sentiment, and working together will be the way to consolidate and improve our destination,” concluded Benito. Mancebo added that “the best demonstration of competitiveness is knowing how to work together.” And Marcos closed with a phrase that summed up the spirit of the forum: “Every day we open our doors with enthusiasm. Here, enthusiasm equates to competitiveness.”