The Future of Tourism According to CNC and Girus Solutions
If there's one thing that those who work in tourism know well, it's that the sector isn't just about beautiful beaches and sunsets. Behind every satisfied visitor lies a huge chain of decisions: infrastructure, connectivity, security, technology, professional training. And when these decisions are well thought out at a national level, the practical effect is directly seen in the daily lives of those who manage tourism at the grassroots level—in their municipality, their council, their destination.
That is exactly what the National Confederation of Commerce of Goods, Services and Tourism (CNC) put on paper with the document. “"Public Tourism Policies: Proposals and Recommendations"”, launched by the Business Council for Tourism and Hospitality (Cetur) within the program Vai Turismo – Towards the Future. It is a dense document, built from workshops in all Brazilian states, with the participation of more than 1,300 representatives from the public and private sectors and about 830 institutions. The result is a kind of map of what Brazilian tourism needs for the coming years.
In this text, we will understand the most important points of the document and, above all, how these guidelines directly relate to solutions that already exist and are already in use in Santa Catarina.
A snapshot of Brazilian tourism in numbers.
Before discussing proposals, the document makes a point of showing why tourism deserves so much attention. And the numbers are truly impressive. In 2025, the sector generated approximately... R$ 218 billion only during peak season, and Brazil broke a historic record with 9.3 million foreign tourists — a jump of 37% compared to 2024. The foreign exchange revenue generated by these visitors reached US$ 7.9 billion, also a record.
Tourism today represents 8.1% of Brazilian GDP, And the IBGE's Tourism Activity Index (IATUR) recorded its highest level in the historical series in 2025, with growth of 4.6% — the fifth consecutive year of expansion. To give an idea of the post-pandemic recovery, December 2025 closed 13.8% above the pre-Covid level.
And the impact isn't just economic in the abstract sense: the sector generated almost 100,000 jobs in 2025, with a projection of another 92,000 for 2026, and in the high season alone, 87,600 formal temporary jobs are expected to be created—the highest volume since the 2014 World Cup. Bars, restaurants, and road transport lead this movement, which shows how tourism pulls along an entire local economy, far beyond hotels and tours.
These data make it clear why the sector deserved such a robust document of recommendations: it is already one of the biggest drivers of income generation, employment, and regional development in the country.
The nine pillars that will guide tourism until 2030.
The proposals in the document are organized into nine structuring axes, conceived based on international principles of Smart Tourist Destinations (DTI)Accessibility, Creativity, Governance, Innovation, Marketing, Mobility, Security, Sustainability, and Technology.
Some points deserve special attention because they appear repeatedly in the priorities raised by the states themselves — including Santa Catarina, in the Southern Region:
Accessibility This was the most cited theme among all 27 Federative Units (51 mentions in total), focusing on eliminating physical, sensory, and communication barriers, and empowering the... trade Tourist services designed to cater to people with disabilities and reduced mobility.
Creativity It appears next, with 49 mentions, defending the leading role of local communities and entrepreneurs in building authentic tourism experiences — exactly the type of work that values the cultural identity of each destination, instead of replicating generic formulas.
Marketing The total number of mentions is 45, highlighting the need for structured plans based on local identity and coherent narratives, as well as incentives for segments such as business tourism and events to reduce seasonality.
Governance This is one of the most strategic axes of the document. It speaks of modernizing and regulating the tourism environment with... Simplification of regulations, digitization of services, and improved quality of services., in addition to facilitating access to credit lines and tax incentives for the sector.
Technology It proposes to implement integrated systems for monitoring the visitor experience and to promote the digital transformation of tourism services, with interoperable platforms and the digitization of reservations, authorizations, and information.
And specifically for the Southern Region, The document highlights the need to modernize the institutional environment and governance, encouraging cooperation between the public sector, private initiative, and civil society, as well as updating regulations and digitally transforming tourism services — and also reinforces the importance of valuing the region's cultural, natural, and historical heritage to create differentiated itineraries, involving local communities and businesses.
The real challenge behind the word "governance"“
One of the most interesting points in the document is how clearly it names a problem that any public tourism manager knows firsthand: the difficulty of maintaining the sector's governance in an organized and continuous manner.
This became even more evident with the MTur Ordinance No. 1/2026, which changed the rules of the game for Brazilian municipalities. Maintaining an active Municipal Tourism Council (COMTUR) is no longer just a good practice, it has become essential. mandatory condition For the municipality to remain on the Brazilian Tourism Map — with verifiable documentation, recorded meetings, an ongoing work plan, and formal compliance criteria.
In practice, this means that tourism secretaries, council presidents, and members of Regional Governance Bodies (RGBs) have taken on an extra responsibility: to prove, with documents and deadlines, that tourism is being managed as a serious public policy—and not just as a set of good intentions.
The problem is that, historically, most councils still operate in the old way: scattered spreadsheets, minutes lost in emails, documents without validity control. And it is precisely here that the conversation between the CNC document and Girus's work becomes more interesting.
TurisFlow: Girus's answer to the challenge of municipal governance.
It was with this scenario in mind that Girus Soluções em Turismo developed the TurisFlow, a web platform created especially for COMTURs, SETURs and IGRs to organize, once and for all, their compliance, documentation, meetings and planning.
The proposal is straightforward: to centralize everything that was previously scattered in a single online environment — compliance, documents, meetings, the municipal tourism plan, and the council's work plan — without installing an app, with 100% access via a web browser.
In practice, TurisFlow delivers:
- Two user profiles (COMTUR/SETUR and IGR), each with an experience dedicated to its reality;
- Automatic monitoring of the 8 criteria of Art. 13 from MTur Ordinance No. 1/2026, with alerts before something expires or becomes pending;
- Monitoring of the 9 pillars of the Municipal Tourism Plan, with individual progress, status, and those responsible for each action;
- One repository of documents with an expiration date, So that minutes, deeds of appointment, and receipts are never again lost in physical folders or personal drives;
- For IGRs, a consolidated regional panel, which shows the compliance status of all municipalities in the region at once — without having to request information by phone or email, one by one.
In other words: while the CNC document recommends, in the Governance axis, "modernizing and regulating the tourism environment with the simplification of rules, the digitization of services and the qualification of the offer", the TurisFlow This recommendation has already been transformed into a real tool, available to any municipality that needs to organize itself in light of the new federal requirements.
This is a very concrete example of how a national public policy — which seems distant, full of regulations and articles of law — translates, in practice, into a solution that fits in the tourism secretary's browser.
Toordata and Visite Mais: the other two pillars that already address the Technology axis.
The document also emphasizes the importance of data intelligence for the tourism of the future — something he calls essential for “Smart Tourism Destination (STD) benchmarks”. And here come two other solutions that Girus has been operating for some time.
A Toordata Toordata is Girus' tourism intelligence platform. Using public and private databases, it consolidates and processes different information and insights from the tourism market in its own Data Warehouse — exactly the type of structure that the Technology axis of the document recommends when it talks about "structuring observatories and tourism intelligence systems, with continuous data collection, methodological standardization and application in decision-making". Toordata, in fact, recently went through a new phase of strengthening in Santa Catarina, expanding its analytical capacity for the destinations it serves.
Already Visit More It attacks another end of the same axis: the visitor experience and real-time monitoring. It is a PWA (progressive web application, no download required) that connects visitors, attractions, and public managers in a single digital ecosystem. On one side, the tourist accesses information via QR Code, participates in rankings and evaluations; on the other hand, each interaction generates data that feeds into a dashboard of Business Intelligence For the manager — with a heat map of the most visited attractions, sentiment analysis, visitor return rate, and monitoring of the "health" of each tourist spot. Garopaba was the first destination in Santa Catarina to adopt the tool, and the result has already become a success story on the Girus website.
These two products, together, respond almost point by point to the document's recommendation to "implement integrated systems for monitoring tourism offerings and visitor experience, using data from evaluations, feedback, and forms to transform perceptions into indicators that guide more agile decisions in destination management.".
And what about financial solutions? A space under construction.
The CNC document also addresses, within the Governance axis, the importance of to facilitate access to credit and tax incentives for the trade tourism — recognizing that a large portion of businesses in the sector are small enterprises that need support to become financially professional. It is precisely in this direction that the Prezio, an initiative by Girus focused on the financial management of tourism entrepreneurs — designed to provide greater clarity and control over cash flow, costs, and results to those who, on a daily basis, are much more concerned with providing excellent service to visitors than with balancing spreadsheets.
This is a sign that Girus is not building isolated solutions, but an ecosystem: while the TurisFlow takes care of public governance, Toordata and the Visit More They take care of data and experience, the Prezio This is a step towards strengthening the financial health of those who drive the tourism economy at the grassroots level — the small business owners.
Why does this matter to those who work in municipal tourism?
Documents like this one from the CNC often seem distant from the reality of those who work in a municipal tourism department or on a volunteer council. But the worthwhile exercise is the opposite: read the recommendations and ask yourself, "What do I already have available today to put this into practice?".
And the answer, for a large part of the municipalities in Santa Catarina and Greater Florianópolis, already exists. The TurisFlow It resolves the most pressing problem at the moment — compliance with MTur Ordinance No. 1/2026. Toordata and the Visit More They respond to the growing demand for data-driven decisions, not guesswork. And each of these tools was born from closely observing the real challenges of destinations. like Governor Celso Ramos, Saint Amaro of the Empress, Garopaba and so many others that are part of the network of municipalities that Girus serves and has served.
Brazilian tourism is undoubtedly experiencing its best moment in over a decade. But sustaining this growth requires exactly what the CNC document proposes: organized governance, reliable data, and tools that transform good intentions into processes that truly work, month after month. And that's where solutions like Girus make the difference—not as distant public policy promises, but as tools that are already part of the reality for those who make tourism happen.
