Living Lab’s first economic model was for the Singapore Grand Prix in 2012. In 2025 we became a software platform: government-grade intelligence for the visitor economy
DMO performance measurement. Living Lab turns a visitor count into a demand vector: where they came from, how long they stayed, what they spent, and whether the destination could absorb more of them, so a DMO can plan the season on value rather than on headline numbers alone. Reference data is published by UN Tourism.
Attributes what a past campaign, season, or event did to visitor value: which markets and campaigns moved retained value, net of displacement, and which only moved arrivals. Reports on demand for any market, season, or campaign, on one method. The case for value separated from the case for volume, so a dip in one does not read as failure in the other.
Forecasts demand by origin, timing, stay, and purpose for the season ahead, and tests which markets, segments, and campaigns to target before the budget goes out. Capacity pressure by area and period, so growth is aimed at the weeks the destination can absorb. Base, downside, and supported cases with the counterfactual stated.
| Product | Your question | You get | What it changes |
|---|---|---|---|
| Demand137 | Which source markets and segments to court next season | Demand by origin, timing, stay length, and purpose, alongside arrivals | A market plan built on value, not headline numbers alone |
| Demand137 | Where and when capacity pressure will bite next | Forward accommodation, route, and event signals by area and period | Demand managed ahead of the peak, not apologised for afterwards |
| Demand137 | Which new market is worth a modest test campaign | Modelled local value per visitor for emerging markets, with the uncertainty stated | Budget tested at small scale before it is committed at full scale |
| Demand137 | What a new route, or a lost one, does to the season | Route demand linked to hotel nights and sector spend | The aviation conversation joined to the marketing plan |
| Demand137 | What happens if we do nothing? | Base, downside, and supported scenarios with a stated counterfactual | The cost of waiting is priced alongside the cost of acting |
| Signal137 | Is current marketing spend reaching value-creating visitors? | Spend and behaviour signals linked back to specific campaigns and channels | A campaign case that survives the next funding review |
| Signal137 | Which visitors create local value, not only which spend the most? | Volume, stay length, retained value, and capacity pressure, market by market | A high-arrivals market and a high-value market are no longer treated as the same success |
| Signal137 | What did last season deliver, and to whom? | Every campaign and market ranked on retained value, on one method | The board sees more than a rear-view number |
| Signal137 | How do we defend the mandate and budget to funders? | A traceable link between spend, demand shift, and local value | A funding case built on value created, not visitor count alone |
| Both | Who holds this, and where? | Model, data, and a trained team inside your jurisdiction | The capability survives the change of director or agency |
Oman has announced plans for a high-altitude destination at Jabal al Akhdar, combining sports training, wellness, and tourism at 2,400 metres. It is the kind of project a Gulf government can commit to at once, and the kind that lives or dies on a demand case nobody has yet published.
A major event is a rallying point for civic pride, and just as easily a rallying point for protest. The difference is usually whether residents can see what the event does for their street, in terms they recognise, before the road closures start.
The owners of the Bulls and the Blackhawks are putting a reported US$7bn into 55 acres around the United Center: housing, a music hall, a hotel, retail, a park. The arena already hosts more than 200 events a year. The question a developer should ask is what the other 165 nights are worth.
Tourism is close to a tenth of the world’s output and employment, and almost every government still plans it in pieces. A country that governs its visitor economy as one system keeps more of what it pays for. On an illustrative US$20bn economy, five points of retention is US$1bn a year.
Hand a country that is losing visitors the largest sporting event ever held on its soil, and see whether the event can overcome the friction. It could not. Measured per hotel across 16 host markets, the 2026 World Cup delivered as a tournament and failed as a remedy.
We turn messy event and tourism data into decisions that help communities grow. Bring curiosity and rigour. We will hand you questions nobody has answered yet.
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