Administrations and stakeholders must present themselves as "smart destinations," providing tourists with adequate infrastructure and tools. A new approach and a new strategic vision are necessary, based on the ability to share positive experiences and replicate them in multiple areas, create new circuits based on experience and perception, overcome language barriers and any sensory and motor difficulties, and go beyond the logic of "hit-and-run tourism" by attracting and retaining people.

Proper planning must be accompanied by equally appropriate territorial marketing to bring tourists not only to major cities but also to lesser-known destinations, breaking away from traditional circuits.

A process of digital transformation has finally been initiated, thanks in part to the funds from the National Recovery and Resilience Plan (NRRP).

Creating a network of operators, activities, services, points of interest, and citizens is fundamental to tourist reception and the management of participatory cultural heritage.

A narrative built on these premises also contributes to the enhancement of heritage and places themselves. These objectives make it possible to support the public entity by using the Special Public-Private Partnership (SPPP) formula, a form of collaboration between the public entity and private partners characterized by extremely simplified governance, operational flexibility, and wide technical discretion, aimed at maximizing the value of the asset.

SPPP acts as a multiplier for NRRP resources because private sector involvement brings in additional financial resources, involves the local community and territory, and establishes collaborations with voluntary and third-sector organizations.

Investing in innovation, therefore, becomes the fundamental requirement for reactivating local development processes at every level and geographic area, and also creating potential new jobs.