Independent DMCs Say They’re Not Threatened by Consolidation

Cohera kicked off its merger of two powerhouse DMCs — 360 Destination Group and CSI DMC — with a 1,500-person celebration at the House of Blues during IMEX America in October. Representing 46 destinations nationwide, with a combined 360 employees, and projected revenues of $200 million, Trevor Hanks, CEO, called his new company “a true game-changer for the DMC industry.” 

The merger is just the latest example of the consolidation and globalization that has defined the DMC industry for the past decade. Meeting planners and agencies have continued to narrow the number of preferred DMCs they choose to work with. Meanwhile, rising operational costs — especially staffing and insurance — have forced DMCs to merge, franchise, and join membership organizations and sales representation firms such as Global DMC Partners and Hosts Global. 

Deidre Everdij, owner of COTC Events, is not at all threatened by the Cohera merger. In fact, she says it removed a bidder from her local landscape of South Florida.

“Both 360 and CSI had solid individual offices here — and now they’re combined into one.” As a single-market DMC, her company has been able to level the playing field by being a member of Hosts Global for the past 13 years.

“We always say that competition is good for the soul,” she said. “It keeps us sharp and scrappy and always looking for what’s new.”

An Opportunity for Independents

Daniella Bikoulis, president the Association of Destination Management Executives International (ADMEI) and director of Metropolitan DMC & Event Management, believes that many small, independent DMCs view the consolidation trend as an opportunity rather than a threat. 

Companies who choose small DMCs often end up working directly with the owner-managers, who have decades of experience and a deep understanding of their destination. When she asks clients why they chose her Athens–based company, she says this “comes up all the time.”

Bikoulis expects 2026 to be another challenging year for mom-and-pop DMCs. “We have a disconnect between stagnant or shrinking budgets and client expectations. This, combined with the growing trend of last-minute business, will create incredible pressures on DMCs.”

Long-time DMC Diane Lyons, owner of Accent New Orleans, echoed her sentiments about market pressures. “I've been doing this for almost 40 years, and I've never seen the pace of change move this fast.”

But unlike Bikoulis, she sees DMC consolidation as more of a threat. “In some ways it gives national DMCs an unfair advantage,” she said. “They benefit from buying power, multi-city reach, shared marketing, and access to expensive tools. Those advantages are real.”

However, Lyons still believes that the strongest programs come from the DMCs who live in the destination. “Living and working in New Orleans gives us a level of understanding that can't be scaled across a national network. We know the artists, musicians, small business owners, neighborhoods, and culture-bearers who give this city its heartbeat. That knowledge keeps our programs personal, creative, and true to the place.”

Consolidation will continue, she said, “but there's still tremendous opportunity for DMCs that lead with authenticity and local depth.”