Croatia's tourism offer is currently in the full focus of the American travel industry: at the annual United States Tour Operators Association (USTOA) conference in National Harbor, right next to Washington, D.C., domestic representatives of sustainable and year-round tourism underscored a clear message – Croatia is ready for the demanding American market, and not just in the heart of summer. The Croatian National Tourist Board (CNTB) representation in the US performed in coordination with key destination and commercial partners, and strategic emphasis was placed on sustainability, extending the season, and the new direct flight connection New York–Split announced for 2026.

A gathering that brings together decision-makers

The USTOA Annual Conference & Marketplace ranks among the most relevant professional gatherings in North America because it brings together leading tour operators and suppliers from all over the world in one place, along with a series of pre-arranged B2B meetings. This year's edition is taking place from December 1 to 5 at the Gaylord National Resort & Convention Center complex, on the banks of the Potomac River, which is a logistically and symbolically ideal location for a trade event of regional scope – just a few minutes from the administrative and diplomatic center of the USA. Such a format, with buyers (tour operators) having "booths" and suppliers circulating among them, is designed to maximize the efficiency of business conversations and transparently manage demand by segments and seasons.

For Croatian participants, this means a concentrated approach to buyers with a departure from classic fair models: in short but substantial slots, itineraries, capacities, and special offers for the pre- and post-season can be presented, which are traditionally the most attractive to American partners. In practice, precisely such "matching" accelerates decision-making for programs of future seasons, whether it involves land-based circular tours, combining Croatia with neighboring countries, or thematic programs (wine and gastronomy, cultural routes, active vacations, luxury boutique experiences).

Coordinated performance of Croatian partners

The CNTB team from the US arrived at the gathering, along with destination partners like the Dubrovnik Tourist Board and the Zagreb Tourist Board, as well as representatives of the commercial sector (Valamar, Katarina Line, Supertours DMC, Adriatic DMC). This "cluster" approach – destination + hotel groups + DMC/cruises – allows the American buyer to precisely configure a package in one place that covers different travel styles, budgets, and seasonality. For DMCs and small fleet shipping companies, this is particularly important because they best respond to the demand of American travelers for personalized, "slow travel" experiences including coastal routes and islands.

Dubrovnik and Zagreb play a dual role here: they serve as recognizable entry and exit gates for circular itineraries (culture, heritage, urban scene), but also as "anchors" for dispersion towards less burdened areas – for example towards Pelješac and Konavle in the south or towards the north, into continental national parks and wine regions. Valamar, as the largest hotel company in Croatia, offers a breadth of capacities and standards in such conversations, while Katarina Line, with its network of mini-cruises, enables an authentic and sustainable experience of the Adriatic, with a smaller ecological footprint per passenger compared to massive sea cruisers.

American tour operators – key for pre-season and post-season

For Croatia, American tour operators are important because they generate quality demand in periods when domestic and European markets weaken – in April, May, September, and October. This is precisely the space where sustainable growth manifests best: instead of additional burden on peak summer months, partner programs aim to distribute demand to the shoulders of the season and into the interior. Such an approach brings measurable benefits: more stable employment, better utilization of infrastructure, reduction of pressure on local resources, and an increase in average spending because American guests, statistically speaking, spend more in the destination and more often choose guided activities of high added value.

Business conversations in National Harbor are therefore not just a "showcase" but also a "laboratory" where concrete programs for next year and the year after are assembled. The focus on safety, quality, and sustainability – three criteria that the American market most often cites in satisfaction questionnaires – also defines the way the Croatian offer is presented: smaller, locally managed experiences, certified tours, transparent data on carrying capacities, care for heritage and nature, and inclusion of the local community.

Sustainability as a common denominator

USTOA has been systematically incorporating sustainability themes into its programs for years (Sustainability is Responsibility, SIR), and this framework aligns well with Croatian strategic documents and practices in the field. For Croatian partners, this means working with tour operators who demand evidence – not just declarations. In meetings, data is discussed increasingly often: what is the share of local suppliers in the value chain, how is waste managed in accommodation, in what way are emissions related to transfers and activities measured and compensated, what is the pricing policy in "peak" periods, are groups limited by size to preserve the quality of the experience and the integrity of the space.

In this sense, mini-cruises and "small group" tours developed on the Croatian market by companies like Katarina Line or specialized DMCs (Supertours, Adriatic DMC) have a competitive advantage: they combine diverse destinations, relieve hotspots, and encourage local spending outside a few most visited points. In parallel, hotel groups with strong ESG programs (e.g., energy and water optimization, reduction of single-use plastics, procurement from local family farms) can very concretely show how sustainability policy flows into operational procedures and standards visible to the guest.

New direct connection New York–Split: a strategic step forward

The expected new direct seasonal line Newark (New York) – Split, announced by United Airlines with flights starting on April 30, 2026, represents a strong stimulus for the Croatian south. Until now, Dubrovnik airport was the main "American gate" for the south of Croatia; the arrival of a direct line to Split will balance passenger inflows and enable faster dispersion towards central Dalmatia and the islands (Brač, Hvar, Vis, Šolta, Korčula). For tour operators, this specifically means: shorter transfer time to departure ports for mini-cruises, greater flexibility in forming shorter tours (7–9 days), and more efficient combining with land segments (Solin–Trogir–Šibenik–National Parks).

United pushes a premium strategy in the North Atlantic with Polaris business class – seats with direct aisle access, flat beds, and a complete "hard" and "soft" product targeting high-net-worth travelers, including the "bleisure" segment. For Croatia, where luxury and boutique products are recording dynamic growth, such a cabin is not just an element of comfort, but also an indicator of targeted market positioning: a larger share of individuals and smaller private groups seeking authentic experiences and willing to pay more for exclusivity and sustainability is expected.

What American partners are looking for in Croatia

Conversations with American tour operators this year largely revolve around three sets: scalability in the shoulder seasons, reliable air connectivity, and "signature" experiences that are not "over-touristed". This then translates into concrete inquiries: can continuity of boat and land lines be ensured in May and October; what is the status of intermodality (plane + train + bus + private transfer) between main entry points and second and third tourism line destinations; what are the "hero" stories – from wine roads and olive growing, through heritage under UNESCO, to new outdoor routes (hiking, cycling, kayaking) – that can be presented in a duration of 7 to 12 days without "overcrowding".

For Croatian partners, this is precisely the space for "fine-tuning": making the calendar of events and attractions in the pre- and post-season sufficiently visible and stable for contracting a year in advance; maintaining order on capacities so that quality remains consistent; standardizing information in English regarding traffic, weather conditions, trail difficulty, and availability of specialist guides.

From idea to contract: how programs are assembled

The Marketplace part of USTOA functions like "speed dating" where both sides come prepared. Croatian partners this year placed emphasis on flexible departures, a guaranteed minimum number of guests for smaller groups, and a clearly stated sustainability policy. In practice, itineraries are assembled in several steps: first, the skeleton is agreed upon (entry/exit airport, duration, land–sea ratio), then "signature" points are inserted (Dubrovnik, Split/Trogir, Plitvice, Zagreb), and then it is upgraded with local stories that make a difference (wineries, oil mills, ceramics workshops, fisherman's day, interpretive walks). For American buyers, transparency is crucial – prices, conditions, cancellations, availability – because without that foundation, there is no scaling of sales in agency and OTA channels.

Added value through prize and promotional activations

Within the scope of the event, promotional activations and prize games are regularly organized in collaboration with destinations, DMCs, and air carriers. Such prizes are designed to motivate sales teams and encourage faster incubation of new itineraries. For Croatia, it is particularly effective to offer concrete stays in the pre- or post-season and mini-cruises on smaller ships, because precisely these products demonstrate destination differentiation outside the peak most quickly. In combination with a premium airline product, promotional packages additionally emphasize value for the American guest who seeks quality and continuity of service throughout the entire journey.

Why the Washington area is a logical stage

The proximity of Washington, D.C., the concentration of embassies, international organizations, and corporate headquarters create a strong network effect. In such an environment, it is easier to reach specific niches as well – corporate groups with elements of "incentive" travel, associations and clubs with thematic interests (archaeology, botany, sacral heritage, classical music), as well as alumni communities that prefer travel outside peak crowds. An additional advantage is the availability of air connections with the entire US East Coast, which facilitates the planning of so-called "open-jaw" itineraries – entry through Split or Dubrovnik, exit through Zagreb or vice versa – which fit perfectly into trends of shorter, content-dense trips.

Demand trends from the American market

Data from the past two years indicate exceptionally solid demand from Americans for Croatia, with the US remaining the most important overseas market by number of arrivals and spending. Along with a record 2024 and a very strong 2025, Croatia enters the next cycle with the conviction that communication messages – safety, sustainability, authenticity – have "landed" well in both mainstream and premium segments. For tour operators, this is a clear signal that it is worth expanding the portfolio outside already established locations towards continental regions, where carrying capacity is higher, and the experience is different (thermal wellness, gastro-routes, slow trains, "rail & hike" concepts).

What follows after USTOA

After an intense series of meetings, the elaboration of agreed itineraries, capacity allocation, and joint marketing campaigns on the US market follows. In this work, Croatian partners benefit from the increasingly strong narrative about year-round tourism, a large number of new events in the shoulder seasons, as well as the gradual expansion of the network of direct and connecting flights. The announced New York–Split line will be, along with existing transatlantic connections to Dubrovnik and Zagreb, a key stone in the mosaic of more even distribution of arrivals and growth of value per guest. Ultimately, precisely such structural changes – and not "peak-season" records – are the measure of sustainable success of Croatian tourism on the demanding American market.

Box: priorities for contracting 2026

• Shoulder seasons: guaranteed departures in April–May and September–October; clearly communicated event calendars.


• Intermodality: simple connections between airports and departure ports/rail and bus networks; reliable private transfers.


• Sustainability: measurable ESG indicators (water/energy/waste), group size limits, inclusion of local suppliers.


• Differentiation: "signature" experiences outside hotspots (wine villages, island trails, craft workshops, interpretive tours).


• Premium layer: packages aligned with premium airline product (Polaris) and boutique accommodation.

Message to American partners

The combination of stable demand, new air connections, and an increasingly mature sustainable offer makes Croatia exceptionally competitive in the upcoming cycle. USTOA is the place where that competitiveness turns into concrete contracts – and in that sense, the performance of the CNTB and Croatian partners in National Harbor comes at the right moment. A strong step forward towards extending the season and dispersing experiences across the country is no longer just an ambition; it is becoming a standard that American tour operators increasingly frequently and explicitly demand. Croatia, with clearly defined value and a sustainable operating model, responds to that demand – and wins.