Breaking Into The US Market Is Harder Than It Looks. Here’s How Travel Brands Are Actually Doing It

But while the UK and US may share a language, they do not share a media landscape, and that’s something travel brands need to get their heads around, fast. What works at home won’t automatically translate, and assuming that it will can actually slow momentum before you’ve even properly launched. The reality? Breaking into the US isn’t straightforward.

You can have a strong story, a great product, and even some international coverage under your belt, and still struggle to gain traction. The media landscape is crowded, relationships are harder to build remotely, and what works in the UK or Europe doesn’t always translate.

So the question becomes: how do you actually enter a market like the US in a way that delivers real results?

At Lemongrass, this is something we’ve been thinking about a lot.

Despite political and economic noise, the US remains one of the most influential travel markets in the world, both in terms of outbound travellers and domestic demand. The US also consistently ranks as the UK’s largest inbound market, despite the distance which can make it a mid- or long-haul journey, depending on where US travellers are journeying from.

Through ongoing conversations with journalists and editors, one thing is clear: the appetite for international stories is still there. But the bar for relevance is high.

For brands looking to:

• Reach high-value travellers
• Build global credibility
• Strengthen their presence beyond their home market

…the US continues to be a key piece of the puzzle.

But tapping into that opportunity takes more than sending emails across time zones.

A common challenge we see is this: brands try to approach the US market in the same way they approach their domestic PR.

But the reality is very different. The US is not one single media landscape, it’s a collection of distinct regions, each with its own audiences, priorities and press. Unlike the UK, where building familiarity is more straightforward, success in the US depends on understanding how stories need to flex across states and cities.

You need:

• A story that feels genuinely relevant to US audiences
• An understanding of what editors are actually looking for, and how US editorial processes differ, with stricter guidelines around things like press trips and commissioned coverage
• Relationships that get you through the door in the first place

Without those, even the strongest brands can struggle to gain momentum.

Take It Mallorca, for example. They came to us with a strong product and clear identity, but limited visibility in the US. The challenge wasn’t the brand, it was translating their story into something that resonated with American media and travellers. By sharpening the narrative around design-led stays and positioning Mallorca as a year-round destination, we secured high-quality US coverage, including a feature by Jamie Ditaranto following her visit to Hotel Valldemossa. The property was later selected for Travel + Leisure’s 2025 It List: 100 Best New Hotels, marking a key publication win.

The fundamentals were there, they just needed reframing for the market.

Over the years, we’ve built strong relationships with UK media, but increasingly, those relationships extend far beyond one market. Journalists write across multiple titles. Content is syndicated. Stories travel.

That shift has opened up new opportunities, but it’s also made it more important to think internationally from the outset. Which is why we’ve been focusing more intentionally on helping brands show up in the US.

Not just through remote outreach, but through being there in person. Because relationships still matter, arguably more than ever.

And those conversations are where the real value sits. In a recent discussion with a US journalist, we unpacked everything from the growing pressure on editors and freelancers, to the rise of value-led storytelling and “dupe” destinations - as well as why first-person narratives are now outperforming traditional formats.

It’s this kind of first-hand insight, understanding what works and what doesn’t, that shapes more effective, relevant campaigns in the US market.

Hotel Santa Caterina is a strong example of how momentum in the US builds over time. We built visibility by consistently delivering the right stories, from heritage to F&B, and nurtured strong media relationships along the way. Rather than a single moment, it was a sustained approach that led to repeated coverage in major US titles and accolades including Condé Nast Traveler’s Gold List and Readers’ Choice Awards.

That kind of consistency is what turns awareness into recognition.

Following the success of our UK Roadshow, where long-term media relationships are built through meaningful, face-to-face conversations, 2026 marks the launch of our first US Roadshow.

This isn't just a series of meetings, it's about putting brands directly in front of the people who shape coverage, editors, journalists and creators, in a way that builds genuine relationships, not just one-off interactions.

Crucially, it’s also about gaining first-hand insight into the US media landscape: understanding what resonates, what doesn’t, and why. That level of clarity, particularly around the stories that don’t land, is often what shapes stronger, more effective campaigns.

Because whether you’re in the UK or the US, the principle is the same: relationships drive results. Face-to-face conversations lead to better storytelling. Better storytelling leads to stronger coverage.

The approach is simple, but considered.

We work closely with each brand to:

• Shape a story that resonates with US media
• Tailor messaging without losing global consistency
• Identify the right journalists and outlets

From there, we organise a series of pre-qualified meetings in key US cities, focusing on quality, not volume.

It’s less about pitching at scale, and more about having the right conversations with the right people, as these conversations surface important differences in how the US media landscape operates. For example, ‘commerce content’, from sun protection to practical travel tips, is a major and growing category in the US, offering brands opportunities to contribute expert insight in a way that wouldn’t typically carry the same weight in the UK.

Alongside this, we also support brands with broader US strategies beyond the Roadshow. For example, our work with Discover Africa focused on driving high-authority digital coverage to build visibility, while strengthening SEO through credible publications. By targeting the right outlets and leaning into expert-led commentary, we secured coverage including CNBC, alongside 17 pieces reaching a combined audience of 86 million.

It’s a strong reminder that “results” in the US aren’t one-dimensional, they need to deliver across visibility, credibility, and search. One key learning was the US media’s appetite for opinion-led content backed by expert insight. This approach played a significant role in securing a large portion of Discover Africa’s coverage.

Of course, coverage is only part of the picture.

The goal isn’t just to be seen, it’s to drive meaningful results.

That means aligning PR with:

• What people are actually searching for
• What competitors are doing in the market
• What audiences care about right now

So that visibility translates into:

• Increased awareness
• Stronger authority
• And ultimately, growth

One of the brands we’ve worked with, Wild Frontiers (a fellow B Corp) came to us with strong credentials, but limited presence in the US.

By leveraging their authority in sustainable adventure travel through expert commentary, and building stories around emerging travel trends, we were able to secure coverage in titles like Condé Nast Traveler, Forbes, and The Washington Post.

More importantly, it helped establish them as a recognised voice in a market that had previously been difficult to access.

Expanding into the US isn’t just about ambition, it’s about approach.

The brands that are seeing success are the ones that:

• Lead with a clear story
• Understand the market they’re entering
• Invest in building real relationships

The opportunity is still there. But it’s no longer enough to rely on the same tactics that work elsewhere.