1. Could you outline the tourism vision of the Cook Islands Tourism Corporation and its strategic priorities to position the Cook Islands on the global stage?
There are really two parts to that answer. First and foremost, our overarching aspiration is that tourism benefits our people above all else. Every solution we develop must be aligned with how we shape and grow our tourism product.
For many years, our approach has been largely demand-driven. Now, however, we are shifting that perspective. We are asking ourselves what kind of destination we truly want to be, and then identifying the travelers who wish to join us on that journey.
2. As Chairwoman of Cook Islands Finance, how does your work in finance complement tourism growth and broader economic development in the Cook Islands?
For a large ocean state such as the Cook Islands, it is essential that we build a strong economic foundation across sectors.
Tourism is a human touchpoint and one of our key exports, while financial services offer a very low physical footprint and help reinforce confidence and stability in the destination. When presenting ourselves on the global stage, it is crucial that people can see the robustness and resilience of our economy.
In that sense, finance and tourism complement each other beautifully.
3. The Cook Islands are often associated with a high-value, low-impact tourism model. How do you ensure growth while preserving the authenticity and integrity of the destination?
This is an exciting new journey for us. Our national policy direction has clearly confirmed that responsible and sustainable tourism is our future.
From Cabinet, at the highest level of government, through to local stakeholders, there is now a shared understanding that sustainability is fundamental. Tourism depends entirely on the pillars we sometimes take for granted: our environment, our communities, and our culture.
If we are not doing everything possible to protect these resources, then we are not protecting tourism itself. That is our driving motivation, and it is a responsibility shared by everyone.
4. How are you positioning the Cook Islands brand internationally to differentiate it through culture, community, and natural beauty?
Our new marketing strategy centers on the line: “Love Our Little Paradise.”
Since 2015, our brand positioning was “Love a Little Paradise.” Over time, as our stewardship approach evolved, we realized that the sense of shared responsibility needed to be embedded in the message.
That subtle shift, from a to our, changes the entire ethos. It is no longer only about the hosts loving and protecting this place, but also about visitors becoming part of that responsibility.
The phrase carries three compelling dimensions: love, which reflects passion and commitment; paradise, which recognizes the beauty and uniqueness of what we have; and little, which acknowledges the vulnerability and sensitivity of our environment.
5. How important is the American market, especially travelers from the U.S. West Coast, in your tourism strategy?
The U.S. market has always played an important role in our tourism strategy.
American travelers tend to visit year-round, particularly during our summer season, which complements travel patterns from New Zealand, our key source market.
Visitors from the United States spend more and tend to explore more extensively across the islands, which creates a strong dispersal effect. They are among our highest-spending markets and highly valued because they come with a genuine desire to learn and experience more.
Currently, the American market represents around 10% of our tourism business, and connectivity remains the key driver of future growth.
6. Connectivity remains critical for island destinations. What efforts are being made to improve airline access to the Cook Islands?
One key differentiator for the Cook Islands is that we do not have a national carrier.
While that creates complexities, it also opens opportunities. Over the years, we have developed an aviation strategy with a strong commercial mindset, focused on building strategic partnerships with airlines that see value in serving our destination.
Because we are a boutique destination, volume alone is not our aspiration. Finding the right airline partner is essential.
Currently, we have two important services from the United States: one with Alaska Air via Honolulu, and another through the West Coast with Air Tahiti Nui via French Polynesia.
This is the first time we have taken such a deliberate and strategic approach with our Polynesian partners to strengthen connectivity across the Eastern Pacific.
7. Sustainability is central to your strategy. What initiatives are in place to protect lagoons, coral reefs, and local ecosystems?
These are absolutely critical priorities for us.
We are now integrating environmental protection directly into tourism programming rather than treating it as a separate issue.
Coral restoration programs are already well established within the NGO sector, and we actively support and participate in them. What is particularly encouraging is that our private sector, especially hotels, is increasingly incorporating these initiatives into the visitor experience.
Lagoon health is another area we take very seriously. Our lagoons are truly the jewel in the crown of the Cook Islands product, and preserving them is essential for our future.
8. How do you collaborate with hotels, tour operators, and airlines to strengthen and diversify the tourism offering?
One of the greatest strengths of the Cook Islands is how closely we work together.
Because we are a small paradise, collaboration is naturally very high. Government, private sector, communities, and partners all operate very much as one team.
Our role is to enable. Without the support and alignment of our private sector and communities, we simply cannot move forward.
We communicate regularly, we consult regularly, and we act regularly. That collaboration is truly one of the secret ingredients behind the Cook Islands’ success.
9. What are the main challenges facing the tourism sector today?
The biggest shift has been moving from a focus on economic growth alone to sustainable growth.
Growth remains important, but it must be managed and controlled responsibly. This mindset shift has been a critical crossroads for us.
Another key challenge lies in balancing air capacity with accommodation infrastructure, particularly because we do not operate a national airline.
10. Looking ahead, what is your long-term strategy to manage demand while maintaining exclusivity, quality, and environmental balance?
Our future is rooted in authenticity.
We want to remain true to ourselves and embrace what makes the Cook Islands unique rather than apologizing for it.
There are no international chains, no franchises, and no large commercial brands here. What was once considered an obstacle to growth is now one of our greatest strengths in the age of sustainable tourism.
We are a Cook Islands-owned industry, and visitors come precisely for that genuine, authentic experience.
11. Finally, what message would you like to share with Los Angeles Times readers about the Cook Islands?
The beauty of our little paradise is that it remains largely untouched.
Visitors can enjoy modern comforts within a preserved and extraordinary natural setting. What our American guests tell us time and again is that they return for our friendly people, our stunning lagoons, and the fact that we are not over-commercialized.
There are no high-rise buildings, no traffic lights, no motorways, and no franchises.
You may need to travel a little farther to reach us, but the experience, the value, and the hospitality more than surpass expectations.
As we like to say here: we may not be a five-star destination, but we offer five-star hospitality.
That human-to-human connection is at the heart of who we are.
.png)
