Lessons and insights from our visitor economy

Accountancy: Larking Gowen

Now in its twentieth year, our survey gathers views from tourism, hospitality and leisure businesses, including holiday parks, hotels, attractions, pubs, restaurants and visitor destinations.

Its value lies not only in the numbers, but in what sits behind them: confidence, trading conditions, staffing pressures, investment plans and profitability.

What we have learnt

The 2026 results show resilience under pressure. Visitor demand remains positive and many businesses have seen turnover rise, but costs have increased too. Rising employment costs, inflation, taxation, business rates and regulatory change are squeezing margins. Around 60% of businesses reported increased turnover in 2025, but 40% expected lower profitability.

For leaders, this is where judgement matters. Turnover alone can present an incomplete picture. Insight means looking beneath headline figures, spotting patterns early and asking better questions before decisions are made.

Over 20 years, the sector has navigated the financial crisis, Brexit, Covid, energy price rises, the cost-of-living squeeze and now new employment and tax pressures. Because spending is discretionary, it is often first hit and last to recover. Yet the strongest businesses have become more sophisticated, diversifying income, investing in technology and marketing, improving customer experience and collaborating more. The successful ones know what makes them different. They are clear about their market and what they offer in quality and customer experience. And they use that clarity to decide where to invest, where to hold back and how to protect what makes them distinctive.

This is leadership that blends evidence with instinct. Data can show what is happening, but experience helps leaders interpret why and what to do next. Whether a hotel expands into events or an attraction lengthens its season, strong owners read the market and respond with purpose.

That insight also requires leaders to look beyond their own organisation. Tourism supports jobs, supply chains, high streets, communities and the region’s overall economic health, so a strong visitor economy benefits far more than those directly within it.

Indeed, that wider view is why Larking Gowen continues to run the survey. By sharing anonymised findings and practical analysis, we help the sector benchmark performance, understand its position and speak with a stronger collective voice.

The future for tourism, leisure and hospitality remains challenging, but the survey also points to optimism. Businesses are still investing, innovating and delivering experiences that give East Anglia its distinctive appeal. Those most likely to thrive will keep looking ahead, understand their numbers, listen to their market and act on what they learn.

That is real insight; the most valuable asset of all.