INSIGHTS & PERSPECTIVES

The announcement that New Zealand will receive its first Michelin Guide has generated considerable interest within the gastronomy tourism community. It also raises a broader question: is investing in Michelin the most effective way to strengthen a destination's food tourism economy? Read the announcement that inspired this perspective.

By Erik Wolf • Published July 24, 2026 • 3-minute read

Every few months another destination announces a partnership with the Michelin Guide. The headlines are impressive, the media coverage is extensive, and the announcement is often celebrated as a milestone in the destination's culinary tourism journey. But an important question remains: is the return on investment worth the cost? 

There is no question that Michelin recognition can generate international visibility. For the restaurants that receive stars or recommendations, the benefits can be significant. Increased media attention, stronger international reputation, and higher demand are all well-documented outcomes. Many of these establishments are already well established, highly regarded, and frequently fully booked. 

The broader question is whether this type of investment strengthens an entire destination or primarily benefits a relatively small number of businesses.

At the World Food Travel Association, we have long believed that successful destination development should strengthen an entire food ecosystem. That means supporting producers, markets, family-owned restaurants, artisans, food traditions, local communities, and visitors alike. A resilient culinary destination is built on the richness and diversity of its food culture, not solely on the success of its finest dining establishments. 

This becomes particularly important when public funding is involved. Destinations must consider whether scarce resources are creating recognition for a handful of restaurants or generating broad-based economic and cultural benefits across the entire visitor economy. Prestige has its place, but public investment should ultimately be measured by its ability to create lasting value for many rather than exceptional visibility for a few. 

This is not an argument against Michelin. In destinations with mature fine-dining sectors and the resources to support them, Michelin recognition can play an important role in international positioning. The challenge arises when destinations view Michelin as the starting point of a gastronomy tourism strategy rather than its culmination.

The world's most celebrated food cultures did not become globally admired because of a handful of acclaimed restaurants alone. Their reputations were built over generations through local ingredients, regional traditions, independent businesses, vibrant markets, and distinctive food experiences that visitors encounter throughout a destination. Michelin may celebrate excellence, but excellence is strongest when it rests upon a healthy and thriving food ecosystem. 

The goal of destination development should not simply be to create famous restaurants. It should be to build stronger food economies, preserve culinary heritage, and ensure that the benefits of gastronomy tourism are shared as broadly as possible. That is how destinations create lasting value—and that is the philosophy behind Taste of Place.

Coming soon

Coming soon