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Example of Tourism Business Ideas Do you love showing travellers the unique and interesting aspects of South Africa? Tourism could be the industry for you. Before you get started here are some lessons from current businesses you can incorporate into your start-up.

By Nicole Crampton • Jul 24, 2019

You're reading Entrepreneur South Africa, an international franchise of Entrepreneur Media.

Since South Africa is known for its natural beauty, tourism will always hold numerous business opportunities, especially if you live in a popular tourist destination. Your business can offer everything from tours to accommodation and experiences.

Here are 10 examples of tourism businesses you can gain insights from before launching your own business:

1. Walking Tours

Do you love to explore your city on foot? Do you know all the hidden gems and interesting pieces of history? You could offer walking tours to tourists who want to genuinely experience this country.

Before you start mapping out your route, here is an example of this tourism business idea that can offer you insights into this industry:

Business Name: Walk & Talk Tours CC

Website: https://walktours.co.za/

Established Date: 1999

About the business:

Walk & Talk Tours CC aims to combine the pleasurable and therapeutic act of walking and talking. They want to introduce South Africa to not only tourists but also to South Africans, educating their clients about interesting areas of the country they wouldn't normally visit.

Innovative business offering

In addition to their walking tours, Walk & Talk Tours CC have a patented self-guiding system. This allows anyone to visit an area and gain information, tours, commentary, videos, pictures, apps and the history of the area.

2. Airbnb Rentals

Airbnb is a marketplace where you can rent out your spare room, or even your entire apartment or house. It caters to travellers looking for cheaper more interesting accommodation. Before you register your house on the platform, here is an example of an Airbnb host who you can learn from:

Business Name: Brigid Prinsloo

Website: https://www.airbnb.com/

Established Date: 2013

Brigid Prinsloo rented her spare room out on Airbnb. She started out with a very lean approach. At the end of that first month they had earned close to R10 000 renting the room out.

Related: 25 Of The Most Successful Business Ideas In South Africa

She purchased two more properties one with her fiancé and the other with her father and sister, which they also listed on Airbnb.

Innovative business offerin g

You'll need to create an experience for your guest. The better the experience the better the rating you'll get and the more customers you'll continue to attract.

3. Airbnb Experiences

Airbnb Experiences are unusual and engaging activities that you can offer through the Airbnb marketplace for travellers coming to your area. Experiences go above and beyond regular tours by immersing guests in a unique activity.

If you have something you can teach or guide visitors through, this could be the tourism business idea for you. Before you launch your start-up, here is an example of a tourist business you can learn from:

Business Name: Carving Cape's Single-track with a Pro

Website: https://www.airbnb.com/experiences/123771

Paris Basson has over 25 years in the sports industry. He has raced all disciplines from Road, MTB, CX, Enduro and Triathlon's. He offers a once in a life time experience biking through the Table Mountain National Park, offering an adrenaline packed adventure and views of the Cape like no other.

Paris Basson has such an in-depth knowledge of the area and which routes suit the various experience levels of his clients that he can custom make a route to ensure every customer has the best experience.

4. Local Cuisine Cooking Class

Do you love to cook local food? Do you enjoy teaching others how to make interesting and unique meals? This could be the tourism business idea for you. Before you start cooking, here is an example of a tourism business you can gain insights from:

Business Name: Sazón Cooking School

Website: https://www.belmond.com/hotels/north-america/mexico/san-miguel-de-allende/belmond-casa-de-sierra-nevada/

Sazón Cooking School is hosted in a magnificent 18 th - century mansion. Here their guests can study the bold flavours and rich history of regional culinary Mexican favourites. They also offer to teach their guests techniques to creating these flavourful dishes.

In addition to the cooking class Sazón is based in a heritage hotel offering its clients accommodation in the Mexican heartlands. They also offer market tours and classes to help their customers navigate the colourful and vibrant San Miguel Market.

5. Souvenir Shop

Do you love making something uniquely South African or African? Then this could be the tourism business idea for you. Here is an example:

Related: 11 Uniquely South African Business Ideas

Souvenir shops offer visitors locally inspired gifts they can take home to remember their experience. You can open one to ensure visitors always remember their incredible stay in South Africa.

Business Name: A Place To Shop

Website: https://www.aplacetoshop.co.za/

A Place To Shop offers fun and quirky South African and African souvenirs for both locals and travellers. They offer international delivery for those looking to purchase something African from across the ocean.

Some of their products are available for resell, this would increase their profits and ensure their products reached a larger audience.

6. An Airbnb Management Company

For people who have started listing multiple rentals, managing them can be quite a task, which is where Airbnb Management Companies came from. These tourism businesses assist with the day-to-day renting out of spaces on Airbnb.

Before you start advertising your services, here is an example of a business you can learn a few tricks from:

Business Name: Superhost South Africa

Website: http://superhostsouthafrica.com/

Established Date: 2015

Superhost South Africa is a full-service Airbnb property manager, they deal with the daily logistics and are on call 24/7 in case of emergencies. They offer everything from setting up their clients initial Airbnb profile to cleaning once the guest has left.

In addition, Superhost South Africa also offers ongoing optimisation to continually improve their client's listings, its profile and the service they deliver.

7. Fashion Mini-bar

In hotels across the world you typically get mini-bars that offer alcohol, cool drinks and snacks. But you could also offer a Mini Fashion bar; which visitors can pay for when checking out.

Related: The Ultimate 101 List Of SA Business Ideas To Get You Started

This ensures that those on a busy trip can still get some shopping done even if they never leave their hotel room. Before you start phoning hotels, here is an example of this business you can gain some insights from:

Business Name: Pimkie

Website: https://www.pimkie.it/

French clothing brand, Pimkie created a boutique bar filled with clothes and accessories to assist travellers in finding new clothing items and accessories to wear, particularly if they've forgotten to pack something.

Travellers can rent or buy the pieces they need and simple pay for them on check out. Guests can even call the Fashion concierge to source an item in their size.

8. Translators

Do you speak multiple languages? Then this could be the tourism business idea for you. You can help foreign tourists navigate South Africa by translating for them. Before you launch your start-up, here is an example of a tourism business you can learn strategies from:

Business Name: Language Connect

Website: https://www.languageconnect.net/sectors/travel-tourism/

Language Connect helps their clients to communicate seamlessly with their foreign guests and ensures the personal touch by offering services in multiple languages.

In addition, they also offer to translate their client's website, promotional videos, email campaigns, telephone message systems, advertising, brochures, menus, stationery and amenities into numerous languages.

9. Cultural/Heritage Tours

Do you have a vast knowledge of the culture and heritage in your area? Could you lead a cultural/heritage tour group? Then this could be the tourism business idea for you.

Related: Your Free Business Idea Evaluation SWOT Analysis Template

Here is an example of a tourism business that you can learn from before you start your business:

Business Name: Kruger National Park

Website: http://www.krugerpark.co.za/Krugerpark_Travel_Guide-travel/cultural-heritage-sites.html

Established Date: 1926

Kruger National Park is home to numerous historical locations and prehistoric rock art giving it a rich cultural heritage. They offer cultural tours for guests wanting to see restored villages and learn about the inhabitants' way of life.

In addition, the Kruger National Park is South Africa's most exciting African safari destination. They have a variety of safari tour options and can take their guests on a journey of exploration to find Africa's Big Five .

10. "Takeaway' Hotel Rooms

If you are good at building and designing rooms, you can create mini hotel rooms using shipping containers and plant them where ever your guests want to stay. Before you start purchasing containers, here is a tourism business that you can gain insights from:

Business Name: Scandic To Go

Website: https://www.scandichotels.com/landing-pages/scandic-to-go

Established Date: 2014

The Scandic To Go rooms are 18 sqm and offer all the amenities of a traditional hotel room, except that it can be moved to any pre-selected destinations. This allows a unique and one-of-a-kind experience for their guests.

In addition to offering the Scandic To Go rooms, they are a high-quality hotel brand that operates predominately in the Scandinavian countries, but also in Germany.

Related: A Free Business Plan Example to Launch Your South African Business

Entrepreneur Staff

Sales Enablement - Content Developer

Nicole Crampton is an SEO specialist who contributes to Entrepreneur.com/za. She has studied a BA Journalism at Monash South Africa and has continued her studies with a Creative Writing degree from UNISA. Nicole has completed several courses in writing and online marketing, and continues to hone her skills and expertise in digital media, digital marketing and content creation.

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Sustainability Success

10 Sustainable Tourism Examples

Tourism is fun; you get to meet new people, learn about new cultures and build beautiful memories that will last forever. However, as a tourist, have you ever paused to think that the areas you visit are actually people’s homes? And, of course, you wouldn’t want to ruin the homes and environments of other people, right? 

This is where green tourism comes in. Sustainable tourism factors in the economic , environmental , and social aspects of tourism, ensuring that it does not have any negative consequences on the environment. In addition to protecting the environment, sustainable tourism also protects the local communities and businesses.

In this article, I will go through 10 sustainable tourism examples around the world!

Here are 10 remarkable examples of sustainable tourism for environmentally conscious persons, including both luxury travel and budget options! Responsible tourism examples:

1. Feynan Ecolodge – Jordan

The first ecolodge of its kind in Jordan, Feynan Ecolodge was designed to reflect the architectural style of the ancient caravanserai and was built in 2005 by the Royal Society for the Conservation of Nature.

In 2009, EcoHotels took over the management and operation of the lodge, offering travelers an opportunity to experience the wild nature of Jordan, meet its natives and explore its ancient history. All of this with minimal impact on the environment!

Feynan Ecolodge is found deep in the Dana Biosphere Nature Reserve; a mountainous place located in Jordan.

It is one of the best examples of sustainable tourism globally, with the National Geographic Traveler Magazine ranking it among the top 25 ecolodges globally.

The lodge has partnered with the Royal Society for the Conservation of Nature to provide solar-powered accommodation. The use of solar as the main source of energy greatly reduces the carbon footprint released and led them to win the World Responsible Tourism Award in 2019. Therefore, guests who use these accommodation services play a role in protecting the environment.

Dana Biosphere Reserve is one of the largest nature reserves in Jordan. It was established in 1989 to protect the area’s diverse wildlife, geology, and landscape. The reserve encompasses four different bio-geographical zones: Mediterranean, Irano-Turanian, Saharo-Arabian, and Sudanian. It is home to 800 plant species and 449 animal species, including several globally threatened/endangered species.

The Bedouin people are the original inhabitants of Jordan and are considered the backbone of the country. The Bedouin culture has transformed over time, as many people have left the traditional lifestyle and migrated to cities. However, there is still a small community of Bedouins who continue to live in the Feynan area, and geotourism has been helpful in preserving this culture.

As you can see, the Feynan Ecolodge is acting on all three pillars of sustainability (or the 3 E’s of sustainability ) by supporting the local culture (promoting cultural sustainability ), preserving the environment, and improving the local economy.

The Feynan Ecolodge is without a doubt one of the great examples of sustainable tourism, as well as an example of environmental responsibility !

2. Mdumbi Backpackers Hostel – South Africa

The Mdumbi Backpackers Hostel is specifically designed for people who like sustainable tourism.

Mdumbi Backpackers is a community-driven backpacker hostel located in the Transkei with panoramic views of the coast. They promote community involvement and sustainable eco-tourism.

The nearby beach was voted the best beach in Southern Africa, with world-class surf and incredible hiking and exploration opportunities, Mdumbi is a hidden gem not to be missed.

It provides an ideal base for whale-watching, hiking, and doing other outdoor tourist activities. The hostel uses multiple eco-friendly tools and practices, all of which are aimed to encourage more sustainable green tourism.

For example, all the accommodations use solar power and include a waste management system that is sustainable.

Besides, the hostel has a special ownership model, so that even local employees can own shares in the hostel.

3. Six Senses Resort – Fiji

The Six Senses Resort in Fiji resort is located on Malolo island at a secluded bay. The 5-star luxury resort can be said to meet all the sustainable tourism guidelines and principles.

Six Senses Fiji is committed to sustainability , with 100% solar power, programs to conserve energy and rainwater, make high-quality drinking water, and locally grow organic produce.

For example, Six Senses Resort uses solar energy to power the entire resort . Also, it established rain capture and efficient water filtration systems that help to reduce the usage of plastic bottles.

The resort has one of the largest off-grid solar installations in the Southern Hemisphere, using batteries to power the resort and the desalination plant.

In addition, the resort encourages recycling and re-using of materials, minimizing overall wastage and the release of harmful gases due to wastage.

Furthermore, the Six Senses Resort greatly supports different causes and programs aimed to help the local communities lead a more sustainable life.

For example, the resort works with Rise Beyond the Reef , an NGO that teaches women in remote communities to create marketable goods using traditional skills.

The Six Senses Resort in Fiji is clearly an amazing luxury eco-tourism example and a great option for those who can afford it!

4. Bom Bom Water Project – Príncipe Island – Africa

This water project is controlled and managed by the Bom Bom Resort . This luxury resort can be found in Príncipe and Sao Tome, an island that is located off the western coast of Gabon, West Africa.

This resort has a recycling scheme that involves replacing used water bottles with a stainless steel bottle (known as the “Biosphere Bottle”) that can be refilled.

So far, this recycling scheme has led to the removal of over 300,000 plastic bottles; a result that has contributed to a cleaner and more sustainable island.

More so, the Bom Bom Resort supports the water purification fountains and recycling projects established by UNESCO and the Príncipe Island World Biosphere Reserve.

It has established 13 water stations in different parts of the island, where tourists can refill their Biosphere Bottles. Besides, the resort encourages tourists and guests to take part in the sustainable programs available.

If you are interested in visiting this luxury eco-tourism option, then you can check a detailed review by some of their guests!

5. Inkaterra Hotels – Peru

Inkaterra Hotels is a 100% carbon-neutral organization with 47 years of experience in practicing sustainable tourism with its eco-lodges. Not bad for those luxury ecolodge options!

These hotels can be found in different parts of Peru, such as Tambopata, Machu Picchu Pueblo, Cusco, and Sacred Valley.

They were crowned by Greeninitiative , an organization endorsed by the United Nations (UN), as the very first “Climate Positive” hotel brand in the world.

All the lodges in these hotels are built using locally-sourced products; eliminating any transportation which would’ve led to a high carbon footprint.

Besides, the lodges are built in such a way that they do not ruin the environment or cause permanent damage.

Also, the Inkaterra Hotels provide support to education, scientific research, and local efforts aimed to conserve the environment and boost the economic condition of the locals.

Inkaterra Hotels is a great example of ecotourism , because the organization is truly aiming at sustainable development, by acting on all the 3 Ps of sustainability : people, profit, planet!

6. Atlantis Submarines – Hawaii

Sustainable tourism is not just about ecolodges, but also about experiences. Atlantis submarines in Hawaii offers the possibility to explore the submarine world in a more eco-friendly way.

The Atlantis Submarines are located in three different regions in Hawaii. They provide the thrill of diving up to 30 meters underwater to tourists and adventurous people.

Having been operational since 1988, the submarines are powered by environmental-friendly batteries. Therefore, they do not emit any pollutants or release harmful greenhouse gases in the atmosphere. 

Furthermore, all the Atlantis Submarines move quietly via the water without causing any environmental disturbance.

The company has also installed environmental-friendly artificial reefs in two different locations; these reefs help to re-establish healthy habitats for Marine life and fish.

Indeed, the Atlantis Submarines provide an eco-friendly way of exploring the deep sea.

7. BEES Elephant Sanctuary – Thailand

The BEES Elephant Sanctuary is located in rural Thailand in the Maechaem district. Most animal sanctuaries are considered unsustainable since most of the activities only function to exploit the animals kept there. However, the BEES sanctuary is different from these other sanctuaries, since it takes a different approach that aims to improve sustainability.

BEES was founded in 2011 by Burm Pornchai Rinkaew and Emily Rose McWilliam.

Emily traveled to Thailand as a teen in early 2009 and was appalled by the living conditions and hardships elephants experienced working in tourist camps. She made a promise to the elephants to do something about their plight and, at just 18 years of age, co-founded BEES with her partner Burm.

BEES provides a safe, natural home for elephants to just BE elephants and also rescues and provides care for local cats and dogs.

This sanctuary has adopted a sustainable approach known as the “No Contact – Hands Off Approach.” The hands-off policy prevents humans from forcing elephants into contact.

Also, all the elephants in the sanctuary have either been rented from the owners, retired, or rescued in the wild, in turn giving them a break from all the tough work that they do.

More so, the BEES sanctuary has set up different programs that allow people to work for the sanctuary, providing them with the opportunity to give back to nature.

8. Summit Expeditions & Nomadic Experience (SENE) – Tanzania

SENE is a tour operator company based in Tanzania . It offers a wide range of tours, such as around Zanzibar island, climbing up to the top of Mt. Kilimanjaro, Mbahe farm cottages , and other wildlife safaris. Since the company was established in 1998, it has been offering sustainable tours to tourists and jobs to the locals.

The SENE tour company is a member of “Leave No Trace”; a set of ethics whose main goal is to promote a sustainable world that will support many generations to come.

Also, they use portable toilets whose disposal systems are biodegradable.

In addition, the company encourages tourists to take alternative routes to their destination, so that they give the busier routers a chance to recuperate.

All these sustainable activities help to promote a healthier local environment in Tanzania.

9. Wavelength tours – Australia

Wavelength is a family-operated firm with a team made of local marine biologists or people who have spent most of their lives on the barrier reef. It provides snorkeling tours on the great barrier reef of Australia. However, unlike other similar snorkeling tour firms, Wavelength offers more environmentally friendly tours.

For example, the company takes only a small group of people for snorkeling. They also have a “no-touch” policy that prevents unnecessary disturbance of nature.

Also, all tourists are recommended to use environmental-friendly sunscreen that won’t have any negative impact on the corals and marine life.

All these sustainable solutions help to protect the great barrier reef, ensuring that it is not put under much pressure, which would in turn have significant effects on the environment.

Of course there is still more that could be done, but this company is surely doing some steps in the right direction.

10. Trash Hero – Thailand/Global

Trash Hero is a volunteer-led movement whose mission is to drive positive change within communities all over the world. It does so by encouraging communities globally to pick up rubbish and prevent plastic waste being dispersed in the local environment.

While Trash Hero was first started in Thailand, they have been establishing in 12 more countries.

They combine the effort of local communities and eco-friendly tourists by encouraging both parties to clean rubbish wherever they see it and work together to create a healthy, trash-free world.

Trash Hero also produces steel bottles that are more sustainable; the movement sells these bottles and also works with other businesses to make them more sustainable and greener.

Why is Sustainable Tourism Important?

The main goal of sustainable tourism is to minimize the negative impact that tourism has on the environment and local communities. It ensures that all resources are used in an optimal way, preventing over-consumption and wastage. In turn, sustainable tourism helps to preserve the natural world, as well as local traditions, culture and heritage.

Besides, sustainability tourism provides social and economic benefits to the local communities. This contributes to a mutually beneficial relationship of “give and take” where both locals and tourists gain equal benefits.

What’s even better, the sustainable activities involved with this form of tourism ensure the long-term future of travel, such that the environmental, economic, and social benefits are enjoyed now and by many more generations to come.

Sustainable tourism is not only good for business; it is also good for the environment, ensuring sustainability now and in the future. Therefore, unless you want to promote an unsustainable world, you need to ditch mass tourism and apply to tours that support sustainable tourism.

However, did you know that soon we may be getting also new ways to travel sustainably and enjoy an eco-friendly luxury vacation on the water? This may soon become available thanks to the new solar catamarans that are starting to become more mainstream!

Here are the 10 sustainable tourism examples I went through in this article:

• Feynan Ecolodge – Jordan
• Mdumbi Backpackers Hostel – South Africa
• Six Senses Resort – Fiji
• Bom Bom Water Project – Príncipe Island – Africa
• Inkaterra Hotels – Peru
• Atlantis Submarines – Hawaii
• BEES Elephant Sanctuary – Thailand
• Summit Expeditions & Nomadic Experience (SENE) – Tanzania
• Wavelength tours – Australia
• Trash Hero – Thailand/Global

I hope you enjoyed learning about those responsible tourism examples, and if you are not sure where to start, simply pick one of the 10 sustainable tourism examples discussed above. These destinations will not only give you the best time of your life, but also give you the opportunity to make a positive contribution to the world while you’re having fun!

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The Top Seven Best Practices of Sustainable Tourism Destinations

This article originally appeared in the March 2021 edition of TIAC Talk.

By Angela Nagy, CEO

Over the past decade, I have been working with and researching how tourism organizations at the international, national, regional, and local level have been integrating sustainability. Through this work, seven best practices have emerged that we now use as the basis of our Sustainable Tourism programs.  Before I dive into these best practices let’s take a step back and look at the origins of what we now define as sustainable tourism.

The United Nations World Tourism Organization defines sustainable tourism as tourism that “meets the needs of present tourists and host regions while protecting and enhancing opportunities for the future. Rather than being a type of product, it is an ethos that underpins all tourism activities. As such, it is integral to all aspects of tourism development and management rather than being an add-on component.”

The term and concept of “sustainable tourism” was formally born at the first World Conference on Sustainable Tourism in 1995, where The World Charter for Sustainable Tourism was originally adopted. Twenty years later, in 2015, the World Summit on Sustainable Tourism (ST+20) updated the terms and objectives of the initial declaration to account for major changes in the industry. Several actions were identified to help guide local communities and destinations; industry; consumers; researchers, developers and trainers; and networks and NGOs, on their path to sustainability.

Ultimately, “the objective of sustainable tourism is to retain the economic and social advantages of tourism development while reducing or mitigating any undesirable impacts on the natural, historic, cultural or social environment. This is achieved by balancing the needs of tourists with those of the destination.”

This early work of the UNWTO and the World Charter for Sustainable Tourism has resulted in several destinations around the world adopting various programs, charters, pledges, and certification programs over the past two decades that focus on environmental, social, cultural and of course, economic sustainability. Through research of these destinations,  analysis of various reports, and hands-on work with both tourism destinations and tourism businesses, I have discovered that there are seven best practice steps that tourism destinations should take if they are serious about advancing the sustainability performance of their region. It is the same approach we take when working with our destination clients.

While these best practices don’t necessarily need to be implemented in the order presented below, this process will lead to the highest level of engagement amongst stakeholders.

Best Practice 1: Engage, educate, and consult with stakeholders to help inform and guide future plans and actions. A permanent tourism destination stakeholder committee should be established, which includes representation from the destination management organization (DMO), local government, first nations, community organizations, and tourism businesses. You may also have liaisons from the provincial/state or federal/national government levels. Ideally, initial training on sustainable tourism can be provided to the committee, to help ensure a common understanding of sustainable tourism, the opportunities it presents for the destination, and the risks associated with doing nothing or not moving fast enough. This committee should meet at least quarterly to guide, inform, and learn from the next steps.

Best Practice 2: Establish a baseline. In order to understand your current reality, it is important to undertake a baseline analysis of your current sustainability performance. This will enable the determination of gaps between where the destination is performing well and where there is opportunity for improvement. To establish a baseline of where your destination is, use a framework based upon the Global Sustainable Tourism Council Destination Criteria, which is aligned with the UN Sustainable Development Goals. GreenStep Sustainable Tourism offers a free Sustainability Score for tourism destinations and businesses to help assess their sustainability performance in a number of key areas including management, social and economic, nature and culture, and environment.

Best Practice 3: Set clear goals and identify the specific actions to achieve those goals. Understanding where your destination is doing well and where you have room for improvement will allow for the identification of goals, and then the appropriate actions and strategies to work towards these goals. This strategy and action plan should be understood and ideally approved by impacted stakeholders, and also be designed to compliment and support your existing destination development strategy and goals.

Best Practice 4: Ongoing implementation, monitoring, and measurement of impacts and results. Once you have measured your baseline, established goals, and have created an action plan to achieve those goals, it’s time to implement. Integrating your sustainability efforts into your existing meetings and accountability rhythm will help to make sure that sustainability isn’t siloed and that it becomes part of regular discussions and decision making. At least annually, reassess your sustainability performance against your goals to confirm if your actions are leading you in the right direction, and what impacts you have had on your destination.

Best Practice 5: Publicly Report. Some level of public reporting on impacts and progress towards your goals should be undertaken. Integrating key sustainability performance indicators and metrics into your regular monthly, quarterly and/or annual reporting efforts is ideal. Publish these reports, or summarize them for public consumption, and of course, weave your achievements and future goals into your destination marketing efforts to help build your reputation and brand as a destination that cares about sustainability. These reports can also be used as the basis for awards applications and nominations.

Best Practice 6: Engagement of tourism businesses. Engaging tourism businesses in your destination is essential to a robust destination sustainability strategy. In order to understand where tourism businesses need the most support, consider promoting that they undertake their own baseline analysis on key issues. You can also use the free Sustainability Score for tourism businesses, which is based upon Global Sustainable Tourism Council Recognized criteria, and aggregate the results to identify the areas of strength and opportunity. Once you have an understanding of where your business stakeholders have gaps in their own sustainability performance, you can offer training or other programs on these sustainability issues as part of your destination development efforts. Now businesses in your destination will have a framework through which they can measure and monitor their own impacts and contributions to your destination’s goals, and develop a strong basis from which to embark upon certification of their own operations.

Best Practice 7: Formal assessment and certification of destination. By taking all of the previous steps, your destination will have the key elements in place to support the pursuit of destination certification. This is a big step and requires a significant commitment of time and financial resources. Certification will verify that your destination is in compliance with Global Sustainable Tourism Council criteria, will help to bring added credibility to your destination’s efforts, and is a strong signal to your stakeholders and the rest of the industry.

“In the end it’s all about protecting our product. If the product – our destinations – aren’t protected in environmental and social terms then people won’t want to visit them, it is as simple as that.” John De Vial, Director of Financial Protection and Financial Services, ABTA

Angela Nagy is the CEO of GreenStep Solutions. Through their Sustainable Tourism division, she and her team work with tourism businesses and destinations to assess, accelerate, and provide certification for their sustainability performance. 

Understanding the Travel and Tourism Sector: A Business Perspective

The world of business is inextricably linked with the realm of travel and tourism. From corporate travel arrangements to the operation of hospitality giants, this sector plays a pivotal role in the global economy.

The travel and tourism industry is not merely about vacations and leisure; it encompasses a diverse array of activities, services, and businesses that fuel economies, create jobs, and shape the way we explore the world.

In this article, we will embark on a journey to understand the intricacies of the travel and tourism sector from a business standpoint. We will explore its significance in the global economy, delve into the core components of the industry, examine the economic impact, and discuss emerging trends and challenges.

Moreover, we will shed light on the business aspects of travel, highlighting the key players, revenue streams, and marketing strategies that drive success.

But why should business professionals, beyond those directly involved in tourism, care about this sector? The answer lies in the fact that travel and tourism intersect with nearly every industry. Whether you're in finance, technology, healthcare, or any other field, understanding how this sector operates can unlock opportunities for growth, collaboration, and innovation.

So, fasten your seatbelts and prepare for a journey through the multifaceted world of travel and tourism, where business meets exploration and economic growth meets wanderlust.

Travel and Tourism

Travel and tourism refer to the activities, services, and industries associated with people traveling to and staying in places outside their usual place of residence for leisure, business, or other purposes.

The Core Components of Travel and Tourism

At its heart, the travel and tourism sector comprises several key components, each playing a unique role in the industry's ecosystem. Understanding these components is crucial for any business professional aiming to navigate this dynamic sector effectively.

Here are the primary elements:

1. Accommodation: Accommodation providers are the backbone of the tourism industry. They include hotels, resorts, vacation rentals, and even unconventional options like Airbnb. These establishments cater to travelers by offering a place to stay, ranging from budget to luxury.

2. Transportation: Travel relies heavily on transportation. This segment encompasses airlines, cruise lines, railways, car rental services, and public transportation systems. Efficient transportation networks are vital for connecting travelers to their destinations.

3. Food and Beverage: Dining experiences are an integral part of any trip. This category includes restaurants, cafes, food trucks, and bars. Culinary tourism, where travelers explore local cuisine, has become a significant trend within this segment.

4. Travel Agencies: Travel agencies and tour operators serve as intermediaries between travelers and service providers. They help plan itineraries, book accommodations, and arrange transportation, making the travel process more convenient.

5. Attractions and Entertainment: Tourist destinations offer various attractions, from historical sites and museums to theme parks and natural wonders. Entertainment options such as theaters and music venues also contribute to the overall travel experience.

6. Travel Technology: In the digital age, technology has transformed the way people plan and experience travel. Online booking platforms, travel apps, and services like TripAdvisor have reshaped the industry's landscape.

7. Tourism Services: This category includes a range of services such as travel insurance, currency exchange, and visa assistance. These services ensure that travelers are prepared for their journeys and can navigate any unforeseen challenges.

8. Destination Management: Local governments and organizations play a pivotal role in managing and promoting tourist destinations. They invest in infrastructure, marketing, and sustainability efforts to attract visitors.

The Economic Impact of Travel and Tourism

From a business perspective, it's essential to grasp the significant economic impact of the travel and tourism sector. This industry is a global economic powerhouse that generates jobs, fosters investment and drives economic growth.

Here are some key statistics to illustrate the significance of travel and tourism :

• Job Creation: Travel and tourism directly support over 330 million jobs worldwide, accounting for 1 in 10 jobs globally.
• Contribution to GDP: In 2022, the travel and tourism sector contributed 7.6% to global GDP, highlighting its substantial economic footprint.
• Investment Magnet: This sector attracts investments in infrastructure, hotels, transportation, and more, further stimulating economic activity.
• Foreign Exchange Earnings: Tourism often serves as a vital source of foreign exchange earnings for many countries, boosting their balance of payments.
• SME Growth: Small and medium-sized enterprises (SMEs) play a significant role in the sector, benefiting from the opportunities created by tourism-related businesses.

The economic interplay between tourism and other industries is intricate.

For instance, the hospitality sector relies on agriculture for food supplies, airlines depend on the aerospace industry for aircraft and tourist destinations often collaborate with local artisans and businesses to promote cultural experiences.

In the business world, recognizing the economic clout of travel and tourism can open doors for collaboration, investment, and innovation. Many companies, even those seemingly unrelated to tourism, can find ways to tap into this lucrative market.

Emerging Trends and Challenges

The travel and tourism sector is continuously evolving, driven by changing consumer preferences, technological advancements, and global events. Business professionals must stay attuned to these trends and challenges to adapt and thrive in this dynamic industry.

Here are some notable developments:

1. Sustainable Tourism: Travelers increasingly prioritize eco-friendly and sustainable practices. Businesses that adopt green initiatives not only reduce their environmental footprint but also attract environmentally conscious travelers.

2. Digital Transformation: The digitalization of travel services has reshaped how consumers plan and book trips. Online platforms, artificial intelligence, and data analytics are instrumental in personalizing travel experiences.

3. Health and Safety: Recent global health crises have heightened travelers' concerns about safety and hygiene. Businesses must implement robust health and safety measures to regain consumer trust.

4. Shifts in Travel Behavior: The pandemic has brought about changes in travel behavior, with a focus on remote and nature-based destinations. Companies need to adapt their offerings to cater to these evolving preferences.

5. Regulatory Challenges: Navigating complex regulations, including visa requirements and health protocols, can be a challenge for travel businesses. Staying informed and compliant is crucial.

6. Geopolitical Factors: Political instability and international relations can significantly impact the tourism industry. Businesses must be prepared to adapt to changing geopolitical landscapes.

The Business of Travel and Tourism

Understanding how businesses operate within this sector is essential for both industry insiders and entrepreneurs looking to tap into this thriving market.

Role of Businesses in the Travel Sector

Businesses play a pivotal role in shaping the travel and tourism landscape. Whether you're a hotel chain, an airline, a tour operator, or a travel agency, your role is multifaceted, encompassing everything from customer service to marketing and sustainability initiatives.

• Customer-Centric Approach : At the heart of every successful travel and tourism business is a deep commitment to customer satisfaction. Travelers today expect exceptional service and unique experiences. From the moment a traveler starts planning their trip to the time they return home, businesses must focus on providing top-notch services, personalized recommendations, and seamless experiences.
• Innovation and Adaptation : The travel industry is highly competitive and constantly evolving. Successful businesses in this sector are those that innovate and adapt to changing trends. This could mean embracing digital technology, offering eco-friendly options, or creating new and exciting travel packages.

Business Models and Revenue Streams

To thrive in the travel and tourism sector, businesses employ various revenue models tailored to their specific niches. Here are a few common business models:

• Hospitality and Accommodation : Hotels, resorts, and vacation rentals rely on room bookings and additional services such as dining, spa treatments, and event hosting to generate revenue.
• Airlines and Transportation : Airlines make money through ticket sales, baggage fees, in-flight services, and partnerships with other travel-related businesses. Transportation services like taxis, trains, and cruise lines have similar revenue structures.
• Tour Operators and Travel Agencies : These businesses profit from organizing and selling travel packages, tours, and experiences. Commissions, booking fees, and tour sales are primary income sources.
• Online Travel Agencies (OTAs) : OTAs like Expedia and Booking.com aggregate information from various travel service providers and earn commissions on bookings made through their platforms.

Customer Experience and Service Excellence

In the digital age, the travel and tourism sector is driven by customer reviews and recommendations. Travelers share their experiences online, influencing the choices of others. Therefore, providing exceptional customer service is paramount. Here are some strategies to achieve service excellence:

• Personalization : Tailor recommendations and services to individual preferences.
• Seamless Booking and Travel : Make the booking process simple and provide support throughout the journey.
• Feedback and Improvement : Collect customer feedback and use it to enhance services continually.
• Crisis Management : Be prepared to handle unexpected situations, such as flight cancellations or health emergencies, with professionalism and empathy.

Marketing and Promotion Strategies

Effective marketing is essential for attracting travelers to your business. Here are some strategies commonly used in the travel and tourism industry:

• Digital Marketing : Utilize online channels such as social media, search engine optimization (SEO), email marketing, and paid advertising to reach a global audience.
• Content Marketing : Create engaging content, including blog posts, videos, and travel guides, to inspire and inform potential travelers.
• Partnerships : Collaborate with influencers, other businesses, and tourism boards to expand your reach and access new markets.
• Sustainability Promotion : Highlight your commitment to sustainable and responsible travel practices, as eco-conscious travelers seek eco-friendly options.

The business of travel and tourism is a multifaceted realm that demands a relentless focus on customer satisfaction, innovation, and responsible practices.

Success in this sector requires a deep understanding of your niche, a commitment to service excellence, and strategic marketing efforts. As the travel industry continues to evolve, businesses that can adapt and offer unique, memorable experiences will undoubtedly thrive in this exciting and ever-changing market.

Key Players in the Travel and Tourism Industry

As we dive deeper into the business of travel and tourism, it's crucial to recognize the key players that shape this industry. These players, ranging from airlines to accommodation providers and travel agencies, contribute to the diverse ecosystem of travel and tourism.

Understanding their roles and significance is essential for anyone interested in this dynamic sector.

Airlines and Aviation

Airlines are the lifelines of global travel. They provide the means for travelers to reach their destinations quickly and efficiently. Here's an overview of their role in the industry:

• Passenger Transportation : Airlines transport millions of passengers daily, connecting cities and countries across the globe. They generate revenue through ticket sales, baggage fees, and in-flight services.
• Cargo Services : Airlines also play a pivotal role in transporting goods and cargo, contributing significantly to international trade and logistics.
• Global Networks : Major airlines operate extensive global networks, allowing travelers to reach virtually any corner of the world.

Hotel Chains and Accommodation Providers

The hospitality sector, including hotels, resorts, and vacation rentals, is another cornerstone of the travel and tourism industry. Here's how they contribute:

• Lodging : These businesses offer lodging options, from budget-friendly to luxury, catering to diverse traveler preferences.
• Dining and Services : Many hotels provide dining options, spa services, event hosting, and recreational facilities, enhancing the guest experience and generating additional revenue.
• Destination Attraction : Iconic hotels and resorts often become attractions in themselves, drawing travelers to specific destinations.

Tour Operators and Travel Agencies

Tour operators and travel agencies specialize in creating and selling travel packages and experiences. Their roles include:

• Curating Experiences : They design itineraries and packages that offer unique and immersive travel experiences, from adventure tours to cultural excursions.
• Booking and Logistics : These businesses handle the logistics of travel, including accommodations, transportation, and activities, streamlining the process for travelers.
• Expertise : Tour operators and travel agencies provide expert guidance, helping travelers navigate complex travel decisions.

Destination Management Companies

Destination management companies (DMCs) focus on specific regions or destinations. Their roles encompass:

• Local Expertise : DMCs have in-depth knowledge of their respective destinations, enabling them to offer specialized services and experiences.
• Customized Services : They work closely with travel planners and agencies to tailor experiences for groups and individuals.
• Sustainability : DMCs often play a vital role in promoting responsible tourism practices within their destinations.

Online Travel Agencies (OTAs)

Online travel agencies have become a dominant force in the industry, leveraging digital platforms to connect travelers with various travel services. Here's what they do:

• Aggregation : OTAs aggregate information from airlines, hotels, and other travel service providers, offering a wide array of choices to travelers.
• Booking Platforms : They provide convenient booking platforms, allowing travelers to book flights, accommodations, and more in one place.
• Reviews and Recommendations : OTAs often feature user reviews and recommendations, influencing traveler decisions.

Understanding the roles of these key players in the travel and tourism industry is essential for anyone considering entering this sector.

Each player contributes uniquely to the travel experience, from transportation to accommodation and beyond. Successful businesses often collaborate with multiple stakeholders to offer comprehensive and memorable travel experiences to their customers.

Travel and Tourism Post-COVID-19

The travel and tourism industry, like many others, faced unprecedented challenges during the COVID-19 pandemic. Lockdowns, travel restrictions, and health concerns brought international travel to a standstill. However, the industry has displayed remarkable resilience and adaptability.

Let's explore how the sector is recovering and adapting in a post-pandemic world.

Impact of the Pandemic on the Industry

• Travel Restrictions : Stringent travel restrictions, including border closures and quarantine requirements, severely impacted international travel. Airlines faced a sharp decline in passenger numbers.
• Hospitality Struggles : Hotels and accommodation providers experienced a dramatic drop in occupancy rates. Many temporarily closed or adapted to offer quarantine and isolation services.
• Cruise Industry Challenges : Cruise lines faced significant setbacks due to onboard outbreaks. The industry had to reimagine health and safety protocols.
• Shift to Domestic Travel : With international travel restrictions, many travelers turned to domestic and regional destinations, boosting local tourism.
• Digital Transformation : The pandemic accelerated the adoption of digital technologies for contactless bookings, health monitoring, and communication.

Recovery and Adaptation Strategies

The travel and tourism industry is rebounding, thanks to a combination of factors:

• Vaccination Campaigns : Widespread vaccination campaigns have increased traveler confidence, making international travel safer.
• Health and Safety Protocols : Airlines, hotels, and other businesses have implemented robust health and safety measures to reassure travelers.
• Flexible Booking Policies : Many travel companies introduced flexible booking and cancellation policies to accommodate changing travel plans.
• Sustainability Focus : There's a growing emphasis on sustainable and responsible tourism, with businesses integrating eco-friendly practices.
• Digitalization : The industry continues to embrace digital technologies, offering contactless experiences and personalized services.
• Collaboration : Stakeholders across the industry are collaborating to rebuild and promote destinations.

Future Outlook and Resilience

The travel and tourism industry is poised for recovery and growth in the coming years. Here's what the future may hold:

• Pent-Up Demand : Many travelers postponed their plans during the pandemic, leading to pent-up demand for leisure and business travel.
• Sustainable Travel : Sustainable and eco-conscious travel is gaining momentum. Travelers are increasingly choosing destinations and businesses committed to environmental responsibility.
• Tech Integration : Technology will continue to play a significant role, with advancements in AI, mobile apps, and data analytics enhancing the travel experience.
• Health and Safety : Health and safety measures will remain a priority, with businesses maintaining rigorous protocols.
• Remote Work and Travel : Remote work trends may encourage a blend of work and leisure travel, with more extended stays in diverse locations.
• Resilience Planning : The industry is developing resilience plans to better handle future crises and disruptions.

The travel and tourism industry's ability to adapt and innovate in the face of adversity demonstrates its resilience. As it recovers and evolves, it offers promising opportunities for businesses and travelers alike.

The key to success lies in embracing change, prioritizing safety, and delivering exceptional experiences that meet the evolving needs of travelers in a changing world.

Sustainable Tourism and Responsible Business Practices

In a world increasingly concerned about the environment and social responsibility, the travel and tourism industry is under scrutiny to adopt more sustainable and responsible practices.

Let's delve into the importance of sustainable tourism and how businesses can contribute to a greener and more ethical travel sector.

Environmental and Social Responsibility

• Reducing Carbon Footprint : The travel industry is a significant contributor to greenhouse gas emissions. Airlines, for example, are exploring biofuels and more fuel-efficient aircraft to reduce their carbon footprint.
• Preserving Natural Resources : Eco-conscious travelers seek destinations that protect and preserve natural resources. Businesses can contribute by implementing eco-friendly initiatives like energy-efficient facilities and waste reduction programs.
• Conservation Efforts : Supporting local conservation projects and wildlife protection initiatives can be a part of responsible tourism. This can involve financial contributions or active participation.
• Respecting Local Cultures : Responsible tourism respects and celebrates local cultures and traditions. It involves engaging with local communities in a respectful and sustainable manner.
• Community Involvement : Businesses can support the communities they operate in through job creation, fair wages, and community development projects.

Sustainable Tourism Certifications and Initiatives

• Eco-Certifications : Numerous certifications, such as EarthCheck and Green Key , help businesses showcase their commitment to sustainability. These certifications often involve rigorous audits of a company's environmental practices.
• Zero-Waste Initiatives : Some hotels and resorts aim to become zero-waste establishments, recycling and repurposing nearly all their waste.
• Wildlife Conservation : Tour operators and businesses can partner with wildlife conservation organizations to promote ethical wildlife experiences.
• Local Sourcing : Restaurants and hotels can prioritize local sourcing of food and materials, reducing transportation-related carbon emissions.
• Plastic Reduction : Many businesses are eliminating single-use plastics and opting for sustainable alternatives.

Benefits of Responsible Tourism for Businesses

• Competitive Advantage : Travelers increasingly seek sustainable and responsible options. Businesses that embrace these practices gain a competitive edge.
• Cost Savings : Sustainable practices often lead to cost savings through reduced energy and resource consumption.
• Enhanced Reputation : Businesses committed to responsible tourism build a positive reputation and attract like-minded customers.
• Legal Compliance : Adhering to eco-friendly and ethical standards ensures compliance with evolving environmental and social regulations.
• Long-Term Viability : By protecting the environment and supporting local communities, businesses contribute to the long-term viability of their destinations.
• Guest Satisfaction : Eco-conscious travelers appreciate businesses that share their values, leading to higher guest satisfaction and loyalty.

The travel and tourism sector's future hinges on sustainable and responsible practices. Businesses that prioritize environmental and social responsibility not only contribute to a healthier planet but also position themselves for long-term success in an industry undergoing profound changes.

As a business professional, understanding and adopting these practices can be a strategic advantage in a world where ethical considerations increasingly influence consumer choices.

Hostile Takeovers

In a hostile takeover, the acquiring company pursues the target company despite the target's resistance. Hostile takeovers often involve aggressive tactics, such as tender offers directly to shareholders or attempts to replace the target's board of directors.

Case Studies: Successful Businesses in Travel and Tourism

To gain deeper insights into the strategies and approaches that have propelled certain businesses to success in the travel and tourism sector, let's examine a few notable case studies.

These examples showcase how innovation, adaptability, and a customer-centric approach can make a significant impact in this dynamic industry.

Airbnb: Revolutionizing Accommodation

Airbnb, founded in 2008, has transformed the hospitality sector. This online marketplace connects travelers with unique accommodations offered by hosts worldwide. What sets Airbnb apart?

Key Success Factors:

• Platform Model : Airbnb operates as a platform, allowing hosts to list their properties and travelers to book them. This asset-light model means Airbnb doesn't own properties, reducing capital requirements.
• User Reviews : User-generated reviews and ratings build trust among users. Travelers can make informed choices based on the experiences of previous guests.
• Personalization : Airbnb's recommendation engine suggests accommodations based on user preferences, enhancing the customer experience.
• Diverse Offerings : From treehouses to castles, Airbnb offers a wide range of unique accommodations, appealing to travelers seeking authentic experiences.
• Host Community : Airbnb invests in building a strong host community, providing support and resources to hosts.

Cross-Border Mergers and Acquisitions: Global Expansion

Cross-border M&A transactions involve companies from different countries coming together. These deals offer opportunities for global expansion but also present unique challenges.

Booking.com: Data-Driven Booking

Booking.com, founded in 1996, is a global online travel agency. It leverages technology and data to simplify travel booking.

• Vast Inventory : Booking.com offers a wide range of accommodation options, from hotels to vacation rentals. This extensive inventory caters to diverse traveler preferences.
• User Experience : The platform's user-friendly interface and transparent booking process contribute to its popularity.
• Data Analytics : Booking.com uses data analytics to understand traveler behavior, enabling personalized recommendations and pricing strategies.
• Global Reach : With a presence in over 220 countries and territories, Booking.com serves a global audience.
• Instant Confirmation : Providing real-time booking confirmation enhances the customer experience.

Delta Air Lines: Customer-Centric Air Travel

Delta Air Lines, a major U.S. carrier founded in 1924, is known for its customer-centric approach.

• Reliability : Delta prioritizes operational reliability, minimizing flight cancellations and delays.
• Fleet Upgrades : Investing in a modern and efficient fleet enhances the passenger experience and reduces operating costs.
• Customer Service : Delta emphasizes excellent customer service, and its efforts are reflected in high customer satisfaction ratings.
• Global Alliances : Participation in global airline alliances expands route networks and offers travelers more choices.
• Innovation : Delta embraces innovation, introducing features like biometric boarding and in-flight entertainment options.

These case studies highlight the diverse strategies and approaches that have driven success in the travel and tourism sector. From disruptive online marketplaces to data-driven booking platforms and customer-centric airlines, businesses that prioritize innovation, customer experience, and adaptability are well-positioned for growth.

By studying these examples, business professionals can gain valuable insights into the industry's evolving landscape and identify opportunities to innovate and excel in their own travel and tourism endeavors.

Lessons Learned from Industry Leaders

The travel and tourism sector offers a treasure trove of lessons for business professionals across various industries. Let's distill some key takeaways from the successes and innovations of industry leaders:

1. Customer-Centricity Is Paramount

Whether you're running an airline, hotel, or travel agency, prioritizing the customer experience is non-negotiable. Happy and satisfied customers become loyal patrons and brand advocates. Invest in personalized services, efficient booking processes, and responsive customer support.

2. Embrace Technology and Data

Technology is a game-changer in the travel industry. From data analytics that inform pricing strategies to mobile apps that enhance on-the-go experiences, leveraging technology can set your business apart. Be open to adopting new tools and systems that improve efficiency and customer satisfaction.

3. Diversity and Choice Matter

Offering a diverse range of products or services can attract a broader audience. In the travel sector, this means providing various accommodation types, transportation options, and tour packages. Embrace diversity to meet the unique preferences of your customers.

4. Transparency Builds Trust

Transparency in pricing, policies, and terms and conditions builds trust with customers. Hidden fees and ambiguous policies can lead to dissatisfaction. Clear communication and honesty go a long way in establishing credibility.

5. Sustainability Is the Future

Sustainability and responsible tourism are becoming central to the industry's ethos. Travelers are increasingly conscious of their environmental impact. Consider eco-friendly practices and promote responsible tourism. It's not only good for the planet but also a selling point for your business.

6. Innovate or Stagnate

Innovation is the lifeblood of the travel and tourism sector. Whether it's introducing new services, improving efficiency, or enhancing the customer journey, staying ahead requires a commitment to innovation. Monitor industry trends and be open to creative solutions.

7. Globalization Expands Reach

Participating in global networks and alliances can expand your business's reach. Collaborate with international partners to offer customers a wider range of options. Globalization also provides resilience in the face of economic fluctuations.

8. Resilience Is Crucial

The industry has weathered numerous storms, from economic crises to health emergencies. Building resilience into your business plans, such as having contingency measures for crises, is essential. Flexibility and adaptability are key.

9. Community and Culture Matter

Embrace the culture and communities where your business operates. Engage with local communities, respect their traditions, and contribute positively. This fosters goodwill and can lead to meaningful partnerships.

10. Continuous Learning Is a Competitive Advantage

The travel and tourism sector is ever-evolving. Continuous learning and staying informed about industry trends and regulations are essential. Attend conferences, workshops, and industry events to network and gain insights.

Incorporating these lessons into your business strategy can set you on a path to success in the dynamic and rewarding world of travel and tourism. By combining innovation, customer focus, and a commitment to sustainability, you can thrive in an industry that promises new horizons and unforgettable experiences for travelers worldwide.

The travel and tourism sector represents a dynamic and resilient industry with a significant impact on the global economy. As a business professional, understanding the nuances and opportunities within this sector is paramount. In this comprehensive guide, we've explored the multifaceted world of travel and tourism, delving into its significance, components, trends, and challenges.

We've seen how the industry intersects with business, offering a wide array of opportunities for entrepreneurs and established enterprises alike. Whether you're considering venturing into travel-related ventures or seeking to enhance an existing business through tourism, the sector holds immense potential.

Key takeaways from this exploration include:

• The Economic Powerhouse : Travel and tourism contribute significantly to GDP, job creation, and foreign exchange earnings in many countries. This sector's resilience is evident through its ability to rebound from crises.
• Diverse Components : The industry encompasses hospitality, transportation, attractions, travel services, and more, creating a rich tapestry of business opportunities.
• Trends and Challenges : Emerging trends like sustainable tourism and digital transformation offer avenues for innovation. Yet, challenges such as health concerns and environmental responsibility must be addressed.
• The Business of Tourism : Customer-centricity, technology adoption, transparency, and sustainability are vital principles for success in this sector.
• Key Players : Airlines, hotel chains, tour operators, and online travel agencies are among the key players shaping the industry's landscape.
• Post-COVID-19 Era : The pandemic prompted significant shifts in travel behavior. Recovery strategies and adaptability are critical for businesses in the post-COVID-19 world.
• Sustainable Tourism : Responsible practices not only benefit the environment but also appeal to conscious travelers and can drive business success.
• Lessons from Industry Leaders : Customer-centricity, innovation, transparency, and resilience are valuable takeaways from successful travel and tourism businesses.

As the world evolves, so do the travel and tourism opportunities. By staying informed, embracing innovation, and aligning with sustainability, you can position your business for success in an industry that promises both profitability and the chance to create unforgettable experiences for travelers around the globe.

Now, armed with insights from this guide, you're better equipped to navigate the exciting and ever-changing world of travel and tourism, contributing to its growth and shaping its future. Bon voyage!

• United Nations World Tourism Organization (UNWTO). (2022). Tourism Highlights 2022 Edition. Link
• World Travel & Tourism Council (WTTC). (2022). Economic Impact Reports. Link
• International Air Transport Association (IATA). (2022). IATA Economics. Link
• Deloitte. (2022). Travel, Hospitality, and Leisure Reports. Link
• Statista. (2022). Statistics and Market Data on Travel and Tourism. Link
• McKinsey & Company. (2022). Travel, Logistics & Transport Infrastructure. Link
• Booking.com. (2023). Link
• TripAdvisor. (2023). GreenLeaders. Link
• The New York Times. (2023). Travel and Tourism. Link
• National Geographic. (2023). Sustainable Travel. Link
• The World Bank. (2023). Tourism. Link
• World Tourism Organization (2022). Global Code of Ethics for Tourism. Link

Tumisang Bogwasi

2X Award-Winning Entrepreneur | Empowering Brands to Generate Leads, Grow Revenue with Business Strategy and Digital Marketing | Founder, CEO of Fine Group

Sustainable tourism

Related sdgs, promote sustained, inclusive and sustainable ....

Description

Publications.

Tourism is one of the world's fastest growing industries and an important source of foreign exchange and employment, while being closely linked to the social, economic, and environmental well-being of many countries, especially developing countries. Maritime or ocean-related tourism, as well as coastal tourism, are for example vital sectors of the economy in small island developing States (SIDS) and coastal least developed countries (LDCs) (see also: The Potential of the Blue Economy report as well as the Community of Ocean Action on sustainable blue economy).

The World Tourism Organization defines sustainable tourism as “tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities".

Based on General assembly resolution 70/193, 2017 was declared as the  International Year of Sustainable Tourism for Development.

In the 2030 Agenda for Sustainable Development SDG target 8.9, aims to “by 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products”. The importance of sustainable tourism is also highlighted in SDG target 12.b. which aims to “develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products”.

Tourism is also identified as one of the tools to “by 2030, increase the economic benefits to Small Island developing States and least developed countries” as comprised in SDG target 14.7.

In the Rio+20 outcome document The Future We want, sustainable tourism is defined by paragraph 130 as a significant contributor “to the three dimensions of sustainable development” thanks to its close linkages to other sectors and its ability to create decent jobs and generate trade opportunities. Therefore, Member States recognize “the need to support sustainable tourism activities and relevant capacity-building that promote environmental awareness, conserve and protect the environment, respect wildlife, flora, biodiversity, ecosystems and cultural diversity, and improve the welfare and livelihoods of local communities by supporting their local economies and the human and natural environment as a whole. ” In paragraph 130, Member States also “call for enhanced support for sustainable tourism activities and relevant capacity-building in developing countries in order to contribute to the achievement of sustainable development”.

In paragraph 131, Member States “encourage the promotion of investment in sustainable tourism, including eco-tourism and cultural tourism, which may include creating small- and medium-sized enterprises and facilitating access to finance, including through microcredit initiatives for the poor, indigenous peoples and local communities in areas with high eco-tourism potential”. In this regard, Member States also “underline the importance of establishing, where necessary, appropriate guidelines and regulations in accordance with national priorities and legislation for promoting and supporting sustainable tourism”.

In 2002, the World Summit on Sustainable Development in Johannesburg called for the promotion of sustainable tourism development, including non-consumptive and eco-tourism, in Chapter IV, paragraph 43 of the Johannesburg Plan of Implementation.

At the Johannesburg Summit, the launch of the “Sustainable Tourism – Eliminating Poverty (ST-EP) initiative was announced. The initiative was inaugurated by the World Tourism Organization, in collaboration with UNCTAD, in order to develop sustainable tourism as a force for poverty alleviation.

The UN Commission on Sustainable Development (CSD) last reviewed the issue of sustainable tourism in 2001, when it was acting as the Preparatory Committee for the Johannesburg Summit.

The importance of sustainable tourism was also mentioned in Agenda 21.

For more information and documents on this topic,  please visit this link

UNWTO Annual Report 2015

2015 was a landmark year for the global community. In September, the 70th Session of the United Nations General Assembly adopted the Sustainable Development Goals (SDGs), a universal agenda for planet and people. Among the 17 SDGs and 169 associated targets, tourism is explicitly featured in Goa...

UNWTO Annual Report 2016

In December 2015, the United Nations General Assembly declared 2017 as the International Year of Sustainable Tourism for Development. This is a unique opportunity to devote a year to activities that promote the transformational power of tourism to help us reach a better future. This important cele...

Emerging Issues for Small Island Developing States

The 2012 UNEP Foresight Process on Emerging Global Environmental Issues primarily identified emerging environmental issues and possible solutions on a global scale and perspective. In 2013, UNEP carried out a similar exercise to identify priority emerging environmental issues that are of concern to ...

Transforming our World: The 2030 Agenda for Sustainable Development

This Agenda is a plan of action for people, planet and prosperity. It also seeks to strengthen universal peace in larger freedom, We recognize that eradicating poverty in all its forms and dimensions, including extreme poverty, is the greatest global challenge and an indispensable requirement for su...

Towards Measuring the Economic Value of Wildlife Watching Tourism in Africa

Set against the backdrop of the ongoing poaching crisis driven by a dramatic increase in the illicit trade in wildlife products, this briefing paper intends to support the ongoing efforts of African governments and the broader international community in the fight against poaching. Specifically, this...

Status and Trends of Caribbean Coral Reefs: 1970-2012

Previous Caribbean assessments lumped data together into a single database regardless of geographic location, reef environment, depth, oceanographic conditions, etc. Data from shallow lagoons and back reef environments were combined with data from deep fore-reef environments and atolls. Geographic c...

15 Years of the UNWTO World Tourism Network on Child Protection: A Compilation of Good Practices

Although it is widely recognized that tourism is not the cause of child exploitation, it can aggravate the problem when parts of its infrastructure, such as transport networks and accommodation facilities, are exploited by child abusers for nefarious ends. Additionally, many other factors that contr...

Natural Resources Forum: Special Issue Tourism

The journal considers papers on all topics relevant to sustainable development. In addition, it dedicates series, issues and special sections to specific themes that are relevant to the current discussions of the United Nations Commission on Sustainable Development (CSD)....

Thailand: Supporting Sustainable Development in Thailand: A Geographic Clusters Approach

Market forces and government policies, including the Tenth National Development Plan (2007-2012), are moving Thailand toward a more geographically specialized economy. There is a growing consensus that Thailand’s comparative and competitive advantages lie in amenity services that have high reliance...

Road Map on Building a Green Economy for Sustainable Development in Carriacou and Petite Martinique, Grenada

This publication is the product of an international study led by the Division for Sustainable Development (DSD) of the United Nations Department of Economic and Social Affairs (UNDESA) in cooperation with the Ministry of Carriacou and Petite Martinique Affairs and the Ministry of Environment, Foreig...

Natural Resources Forum, a United Nations Sustainable Development Journal (NRF)

  Natural Resources Forum, a United Nations Sustainable Development Journal, seeks to address gaps in current knowledge and stimulate relevant policy discussions, leading to the implementation of the sustainable development agenda and the achievement of the Sustainable...

UN Ocean Conference 2025

Our Ocean, Our Future, Our Responsibility “The ocean is fundamental to life on our planet and to our future. The ocean is an important source of the planet’s biodiversity and plays a vital role in the climate system and water cycle. The ocean provides a range of ecosystem services, supplies us with

UN Ocean Conference 2022

The UN Ocean Conference 2022, co-hosted by the Governments of Kenya and Portugal, came at a critical time as the world was strengthening its efforts to mobilize, create and drive solutions to realize the 17 Sustainable Development Goals by 2030.

58th Session of the Commission for Social Development – CSocD58

22nd general assembly of the united nations world tourism organization, world tourism day 2017 official celebration.

This year’s World Tourism Day, held on 27 September, will be focused on Sustainable Tourism – a Tool for Development. Celebrated in line with the 2017 International Year of Sustainable Tourism for Development, the Day will be dedicated to exploring the contribution of tourism to the Sustainable Deve

World Tourism Day 2016 Official Celebration

Accessible Tourism for all is about the creation of environments that can cater for the needs of all of us, whether we are traveling or staying at home. May that be due to a disability, even temporary, families with small children, or the ageing population, at some point in our lives, sooner or late

4th Global Summit on City Tourism

The World Tourism Organisation (UNWTO) and the Regional Council for Tourism of Marrakesh with support of the Government of Morroco are organizing the 4th Global Summit on City Tourism in Marrakesh, Morroco (9-10 December 2015). International experts in city tourism, representatives of city DMOs, of

2nd Euro-Asian Mountain Resorts Conference

The World Tourism Organisation (UNWTO) and Ulsan Metropolitan City with support of the Government of the Republic of Korea are organizing the 2nd Euro-Asian Mountain Resorts Conference, in Ulsan, Republic of Korea (14 - 16 October 2015). Under the title “Paving the Way for a Bright Future for Mounta

21st General Assembly of the United Nations World Tourism Organization

Unwto regional conference enhancing brand africa - fostering tourism development.

Tourism is one of the Africa’s most promising sectors in terms of development, and represents a major opportunity to foster inclusive development, increase the region’s participation in the global economy and generate revenues for investment in other activities, including environmental preservation.

• January 2017 International Year of Tourism In the context of the universal 2030 Agenda for Sustainable Development and the Sustainable Development Goals (SDGs), the International Year aims to support a change in policies, business practices and consumer behavior towards a more sustainable tourism sector that can contribute to the SDGs.
• January 2015 Targets 8.9, 12 b,14.7 The 2030 Agenda for Sustainable Development commits Member States, through Sustainable Development Goal Target 8.9 to “devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products”. The importance of sustainable tourism, as a driver for jobs creation and the promotion of local culture and products, is also highlighted in Sustainable Development Goal target 12.b. Tourism is also identified as one of the tools to “increase [by 2030] the economic benefits to Small Island developing States and least developed countries”, through Sustainable Development Goals Target 14.7.
• January 2012 Future We Want (Para 130-131) Sustainable tourism is defined as a significant contributor “to the three dimensions of sustainable development” thanks to its close linkages to other sectors and its ability to create decent jobs and generate trade opportunities. Therefore, Member States recognize “the need to support sustainable tourism activities and relevant capacity-building that promote environmental awareness, conserve and protect the environment, respect wildlife, flora, biodiversity, ecosystems and cultural diversity, and improve the welfare and livelihoods of local communities” as well as to “encourage the promotion of investment in sustainable tourism, including eco-tourism and cultural tourism, which may include creating small and medium sized enterprises and facilitating access to finance, including through microcredit initiatives for the poor, indigenous peoples and local communities in areas with high eco-tourism potential”.
• January 2009 Roadmap for Recovery UNWTO announced in March 2009 the elaboration of a Roadmap for Recovery to be finalized by UNWTO’s General Assembly, based on seven action points. The Roadmap includes a set of 15 recommendations based on three interlocking action areas: resilience, stimulus, green economy aimed at supporting the tourism sector and the global economy.
• January 2008 Global Sustainable Tourism Criteria The Global Sustainable Tourism Criteria represent the minimum requirements any tourism business should observe in order to ensure preservation and respect of the natural and cultural resources and make sure at the same time that tourism potential as tool for poverty alleviation is enforced. The Criteria are 41 and distributed into four different categories: 1) sustainability management, 2) social and economic 3) cultural 4) environmental.
• January 2003 WTO becomes a UN specialized body By Resolution 453 (XV), the Assembly agreed on the transformation of the WTO into a United Nations specialized body. Such transformation was later ratified by the United Nations General Assembly with the adoption of Resolution A/RES/58/232.
• January 2003 1st Int. Conf. on Climate Change and Tourism The conference was organized in order to gather tourism authorities, organizations, businesses and scientists to discuss on the impact that climate change can have on the tourist sector. The event took place from 9 till 11 April 2003 in Djerba, Tunisia.
• January 2002 World Ecotourism Summit Held in May 2002, in Quebec City, Canada, the Summit represented the most important event in the framework of the International Year of Ecosystem. The Summit identified as main themes: ecotourism policy and planning, regulation of ecotourism, product development, marketing and promotion of ecotourism and monitoring costs and benefits of ecotourism.
• January 1985 Tourism Bill of Rights and Tourist Code At the World Tourism Organization Sixth Assembly held in Sofia in 1985, the Tourism Bill of Rights and Tourist Code were adopted, setting out the rights and duties of tourists and host populations and formulating policies and action for implementation by states and the tourist industry.
• January 1982 Acapulco Document Adopted in 1982, the Acapulco Document acknowledges the new dimension and role of tourism as a positive instrument towards the improvement of the quality of life for all peoples, as well as a significant force for peace and international understanding. The Acapulco Document also urges Member States to elaborate their policies, plans and programmes on tourism, in accordance with their national priorities and within the framework of the programme of work of the World Tourism Organization.

12 innovative sustainable tourism attractions you can visit around the world

Apr 4, 2022 • 5 min read

Check out these innovative sustainable attractions worldwide, like the Jewel at Changi Airport © Travel man / Shutterstock

More and more travelers are looking beyond the most affordable and comfortable way to travel and are putting more thought into how their choices might affect the destination they want to visit. 

As travel priorities shift, on top of having a great time travelers increasingly want to do the right thing by the places they visit. In this extract from Sustainable Escapes , Lonely Planet looks at how 12 worldwide tourist attractions have approached sustainability in an innovative way. 

Jewel at Changi, Singapore, is an indoor oasis

First came Gardens by the Bay with its solar-harvesting Supertrees, and in 2019 Singapore upped its urban garden game with an airport terminal you’ll never want to leave. Harnessing cutting-edge sustainable technology, Jewel at Changi is a green oasis, complete with a hedge maze, a canopy bridge, and the world’s tallest indoor waterfall.

The Points Guy:  8 sustainable travel tips from expert green travelers

New York's Climate Museum aims to inspire action on the climate crisis

New York City ’s Climate Museum has won a legion of fans for over 200 innovative public exhibitions and events it has hosted around the city since 2017. Examples include youth spoken-word programs dedicated to themes of climate change;  Climate Signals , a city-wide public art installation by US artist Justin Brice Guariglia, which flashed climate change alerts in five languages; and Beyond Lies , a public art exhibition by British illustrator and journalist Mona Chalabi, that examines climate disinformation from the fossil fuel industry. 

Cape Town's Table Mountain cableway has been carbon-neutral since 2016

Hiking Table Mountain is a quintessential Cape Town experience. But those who prefer to ride the cable car can still feel good about it. The cableway has been carbon-neutral since 2016, and maintains one of the most cohesive responsible tourism policies around, with careful water management and waste reduction practices in place.

Copenhill, Copenhagen's ski slope, is on top of a power plant

Urban ski slopes typically take the form of emissions-emitting indoor centers. But not Copenhill . Opened in 2019, this artificial ski slope sits atop Amager Bakke, a waste-to-power plant central to Copenhagen ’s goal of becoming the world’s first carbon-neutral city . The complex also has a 280ft (85m) climbing wall (the world’s highest) and, like all good ski resorts, an après-ski bar.

Byron Bay, Australia, has the world's first solar-powered train 

Connecting the center of surf town  Byron Bay  to a vibrant arts estate, the world’s first solar-powered train made its maiden journey on a scenic 1.9 mile (3km) stretch of disused rail line in 2017. In lieu of ticket machines, fares are collected by a conductor on the beautifully refurbished heritage train.

Sustainability is central at the Azurmendi restaurant near Bilbao, Spain

Proving it’s haute to be sustainable, Azurmendi , a three-Michelin-star restaurant near Bilbao , has twice won the sustainable restaurant award from World’s 50 Best Restaurants . The hilltop atrium building harnesses solar and geothermal energy, and guests can tour the on-site greenhouses and vegetable gardens that supply the inventive menus.

England's Eden Project recreates major climate systems

Occupying the site of an excavated china clay pit, the Eden Project education charity and visitor’s center in Cornwall , England , features huge biomes housing exhibitions, gardens, and the largest indoor rainforest in the world. It’s also home to the UK’s longest and fastest zip line, and a play tower for kids designed to introduce little ones to the concept of pollination. 

Ocean Atlas in the Bahamas is an artwork and artificial reef

British sculptor and environmental activist Jason deCaires Taylor is famous for his surreal underwater sculptures that double as artificial reefs. Ocean Atlas  – depicting a young girl supporting the ceiling of the water, much like the mythological Greek Titan shouldered the burden of the heavens – is a 60-plus-ton sculpture in Nassau , intended to symbolize the environmental burden we are asking future generations to carry.

A former nuclear reactor is now a theme park at Wunderland Kalkar, Germany

Following the 1986 Chernobyl disaster , German authorities decided not to put its new multi-billion-euro nuclear reactor near the Dutch border into operation. But it wasn’t a complete write-off. In the 1990s, the site was transformed into Wunderland Kalkar , an amusement park, complete with a swing ride inside the reactor’s cooling tower.

Vena Cava winery in Mexico is constructed from recycled materials

Vena Cava calls itself the hippest winery in Mexico , and when you lay eyes on this all-organic Baja winery – which was constructed from reclaimed fishing boats and other recycled materials – it’s difficult to disagree. Better yet, its cellar door is open for tastings every day of the week.

Minimize your impact when bird-watching from Tij Observatory, Netherlands

Taking its form from a tern’s egg, Tij Observatory is a stunning public birdwatching observatory in Scheelhoek Nature Reserve in Stellendam, the Netherlands , designed to rest as lightly on nature as possible. Built with sustainable wood and clad in thatched reeds, the observatory is reached via a tunnel built from recycled bulkheads to minimize disturbance to birds.

Jubileumsparken is a huge park project in Gothenburg , Sweden

The city of Lund might be getting a bicycle-powered museum in 2024, but there’s another great ecofriendly Swedish attraction you can visit now. Jubileumsparken is the ongoing redevelopment of a Gothenburg port area into an ultra-sustainable leisure hub to meet residents' requests for better access to the river and more green areas in the city. Two baths and a sauna were constructed, with ongoing work to introduce new children's play areas. Gothenburg has been ranked number one sustainable destination in the Global Destination Sustainability Index five times.

You might also like: 10 incredible places to learn to scuba dive    8 rewilding projects you can visit in Europe    The world's eco-luxury resorts that are worth the hype   

This article was first published Oct 5, 2020 and updated Apr 4, 2022.

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• Hospitality Industry

8 lucrative career paths in the hospitality and tourism industry

March 08, 2024 •

8 min reading

The hospitality field is one of the most encompassing industries in the world. It can include every element of vacation, tourism and recreation experiences. This is something our EHL graduates quickly learn as the hospitality industry red carpet rolls out in every possible direction after graduation. When you have hospitality training and experience on your resume, your career potential becomes boundless.

While hospitality may be defined by the hotel industry, the true options are far more vast than you may have imagined. Your skills can take you anywhere in the world, working with any aspect of travel and leisure, from management to experience coordination to supply chain. If you are considering your next step in an illustrious hospitality career , we would like to spotlight eight different career paths that you might take, each encompassing a large sector of the hospitality industry.

Here are eight common sectors where our students find success after graduation.

• Accommodation
• Food & Beverage
• Event Planning
• Sports & Recreation
• Entertainment
• Wellness & Leisure

Careers in accommodation

The accommodation sector has never been more diverse. While there are millions of hotels and resorts around the world, there are also many other types of accommodation you might coordinate, creating perfect vacation experiences of every size and style. There are vacation rentals and, luxury accomodation from palaces and 5-star hotels to luxury rentals. There are cabins, cottages, and destination lodges as well as campgrounds and RV parks. You can help hotels expand their accommodation offerings beyond interior rooms or cultivate unique properties and accommodation experiences.

In another branch, you can take your hospitality experience into the corporate world, helping to facilitate corporate housing which fulfills the needs of traveling, temporary, and relocated professionals who are working away from home. According to the Bureau of Labor Statistics (BLS), 2023 featured nearly 2 million jobs in Accommodation in the US alone.

Each branching accommodation path provides the opportunity to create exquisite stays with the perfect balance of comfort, convenience, and logistics.

Traversing the travel industry

The travel industry often scoops up a percentage of hospitality professionals. 2023 saw over 320 million travel jobs worldwide. Airports and airline hosts rely on hospitality to make air travel more comfortable for their passengers.

Cruise ships make up an enormous global industry and specialize in diverse hospitality experiences from prow to stern. Royal Caribbean Cruises, Carnival, and Norwegian offer the greatest number of cruise ship jobs, but you may have just as much fun with a smaller cruise line that travels coasts that you love.

You can step into the specialized world of chartered travel including chartered planes , boats, helicopters. Or you can join a large travel company providing your hospitality expertise wherever it is needed most. If you love trains, rail travel offers a truly unique opportunity to create on-train hospitality experiences, especially those few great trans-continental train lines still in operation for both tourism and long-distance travel.

Immerse in food & beverage

Our foodie graduates often dive into the experience-rich world of the food and beverage industry. There is simply no end to the food-oriented job opportunities , and these take every possible shape and form.

You could be coordinating banquets for hotel-hosted events or managing a gourmet restaurant anywhere in the world. You can become a caterer or coordinate for a large catering company or you can open your own food establishment somewhere with plenty of demand and tourism to fill your seats.

Food and beverage professionals can join any venue, including theaters, stadiums, event halls, grand hotels, cruise ships, restaurants and restaurant chains - you can even coordinate food for museums, schools, large business facilities, or food truck empires . The possibilities are literally endless, as the food and beverage industry touches every aspect of modern life. 

Become an event planning expert

Events are the spice of life. Weddings, conferences, festivals, fashion shows, concerts, theater productions; the list is endless. The BLS predicts 7.5% employment growth for events planning from 2022 to 2032.

You can choose a venue, a favorite event type, or work for an organization that puts on one spectacular event each year. A skilled events coordinator is someone who makes unforgettable moments and large gatherings into a guaranteed success.

Skills that hospitality graduates learn through education and internship are critical for event planning. Highly organized people who thrive in chaos and love adapting to unexpected challenges will typically do well in the events industry. You will also get a chance to work with celebrities of every possible type, from Ted Talk tech leaders to pop stars and Michelin star chefs.

You will build your name making magical events possible, creating impossibly entertaining environments that are also expertly designed to provide everything event-goers and vendors need to bring the experience together.

Creating tourism experiences

Tourism is the art of putting together full-scope travel experiences. There are many areas of tourism, professional in this field arranges tour packages, plans whole trips, or coordinates or hosts excursions for traveling clients.

As people embrace the idea of travel experiences over more chaotic destination immersion, the tourism sector only continues to grow. According to ILO, over 230 million people work in tourism worldwide. This is more than just being a travel agent or a tour guide. Venues, destinations, and even whole cities hire tourism professionals to coordinate desirable tourism packages that will entice visitors to take specific journeys through the available experiences at each destination.

Tourism jobs include destination management, tour package design, personal travel planning, tour coordination, and a certain amount of special event planning. In fact, the tourism industry becomes complex as coordinated events are further integrated into hospitality and travel packages.

If you enjoy many aspects of the hospitality world, enjoying things like wedding planning, travel planning, museum experiences, foodie tours , and personally ensuring that travelers have a wonderful time; tourism might be the perfect career path.

The world of sports & recreation

There is no denying that sports plays a profound role in the travel and hospitality industry. People will cross the world to see their favorite sports team play in an big game - or to experience legendary golf courses in breathtaking global destinations. Some chase the waves for surf and high-adrenaline water sports, some want to swim over every magnificent coral reef that the world's oceans have to offer.

Sports and recreation is a vast sector of the hospitality industry, and one you could become a master of - connecting travelers with the thrilling experiences they have been dreaming about. A sports and recreation professional will specialize in exciting experiences, and you can operate from either end of the process.

You can become a destination coordinator, finding tourists who want to experience the locations and activities of your organization, or you can approach from the travel direction - directing travelers toward the venues and activities they desire. If you understand that need for thrills, personal challenge, and unforgettable moments, you will be able to bond with your clients and help them truly capture the destination sports and recreation experiences they are looking for.

To learn more about what to expect in a hospitality education, chat today with real EHL students about their experience .

The glamorous entertainment industry

Hospitality has always been a gateway into the world of fame and entertainment . Legendary hotels, resorts, and destination venues are often the location of major shows, hosting concerts, after-parties, and other events that become part of celebrity tours. Other venues are popular locations for charity galas and fundraiser events where the rich and famous gather to do their philanthropic work and rub elbows with those who share a different kind of wealth and power.

The BLS predicts jobs in entertainment and recreation management are growing by 8% , which is well above the occupational average.

If you have always wanted to make these glamorous moments into reality with a chance to meet and endless parade of people whose faces are known across the globe, entertainment hospitality is the path for you.

Luxurious wellness and leisure

Perhaps the fastest-growing sector of the hospitality industry, however, is wellness and leisure . It has seen 40% growth through 2023 and is one of the leading growth sectors in the US alone. "Wellness" has become a concept that you see everywhere. It is something we are all focusing on, and in every aspect of life. Mental wellness, workplace wellness, physical wellness, and luxurious wellness are at the top of everyone's mind. It's no surprise that spas, massage studios, salons, and leisure facilities are rapidly growing in ever aspect of hospitality.

Today, when people travel, they want to experience more wellness and luxuriant relaxation than ever before. Every business trip should include at least one day at the spa . Every family vacation will likely include a girl's day out getting pampered. Even eco-tourists are seeking out secluded hot springs and organic facials. Some seek out yoga, pilates, and fitness classes. Some go on retreats or try a guided meditation course. The possibilities are endless.

This vast and growing sector can be found anywhere people travel or vacation. If you specialize in wellness and leisure, you'll find work in every corner of the industry and the world.

The limitless career options of EHL Hospitality Graduates

At EHL, we proudly prepare our students for an illustrious career in the hospitality industry. Your options are not limited just to the traditional roles surrounding hotels or tourism, however. Hospitality is a truly vast industry that encompasses every aspect of travel, events, and experiences. From the many styles of booked accommodation to unique destinations and leisure experiences all over the world - once you are equipped with the hospitality skills and intern experiences learned through EHL education, your potential career paths become truly limitless.

Let your passion and natural talents guide you toward the best path for you. Do you love organizing chaos and seeing events come together? Go into event and venue coordination. Do you love all things food and gourmet? Find your place in the food and beverage world. If you are enchanted by unique experiences, help others find their bliss in tourism or sports recreation. Or, if bliss is your specialty, guide others to the wellness treatments they need to return home feeling refreshed and energized.

Best of all, hospitality skills allow you to pivot at any moment, trying a new branch of the hospitality industry wherever your desire and job opportunities may take you. It all starts here, at EHL hospitality education.

Keep reading

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May 02, 2024

Luxury hotels and a ‘sense of place’: The challenge for hoteliers

May 01, 2024

Enhancing hotel guests’ well-being: Academic insights for hoteliers

Apr 25, 2024

Interested in studying hospitality management in Switzerland?

By earning not only one - but two top hospitality degrees, you will enjoy the hotel management education of the future. Learn more and download the brochure here.

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• Market information
• Develop your tourism product
• Share this on:

How to get started developing your tourism product

Whether you are offering guided tours, boat rentals, accommodation or provide river cruises, you are offering services to your customers. For today’s tourists, just a service is not enough. They seek experiences, often even experiences that contribute to their quality of life. This document offers you guidelines to identify your customers’ needs and to develop innovative products, services or experiences that really matter to them.

Contents of this page

• Why develop your product with this method?
• This is what you need before you start
• Get inspired by your (potential) customer (Step 1)
• Make a persona for each type of customer (Step 2)
• Identify the core needs of the customers and the key opportunity areas for your business (Step 3)
• Develop a multitude of ideas for solutions, or new products, services or experiences (Step 4)
• Turn your best ideas into prototypes that can be tested and improved step by step (Step 5)
• Test your prototypes in practice (Step 6)

1. Why develop your product with this method?

The needs of tourists from Europe have evolved over the past few decades. Current tourists are looking for quality service and experiences that really matter to them. To offer quality and experiences that matter to your customers, you need to know them very well, personally. What quality means for some may be different from what it means to others. And an experience that is life-changing for some, may be dull to others. This report teaches you how to get in touch with your customers, how to learn what they really need to boost their quality of life, and how you can design products, services or experiences that really matter. The nice thing is that if you succeed, your customers will share their experiences with their friends and followers, also on social media. In other words: they will promote your product to others. For free!

The current coronavirus crisis has put international travel under pressure . In many countries, tourist arrivals have nearly dropped to zero. It is likely that international tourism will be affected by the COVID-19 crisis for the next couple of years. Several scenarios are possible. The frequent holidays made by Europeans to faraway destinations may decrease and this may turn into less frequent and longer holidays closer to home. The battle for tourist visits may become fiercer. The attention for sustainability may also increase. Europeans might be willing to travel longer distances, but only for a very good reason. To tempt potential tourists from Europe to come to your country, your region or your business, you need to stand out, to understand the traveller well and be super-innovative – more than ever. Amazing stories and experiences may become even more important. As will issues of safety, security and assisting tourists in returning to their home countries.

• Read more on this in our study on how to respond to COVID-19 . This study offers insight into actions you should take immediately, while also providing guidance on long-term decisions.   

The method described in this report is based on the principles of design thinking. It has been employed internationally in all kinds of businesses. To mention a few examples in tourism:

• Destinations like the Bahamas (an example is the One-Stop Online Booking and Immigration Card ).
• Design for All , also referred to as ‘universal design’, to allow access for people with disabilities. You can read more about this in this thesis .  
• Hotels. For example Hyatt Hotels has developed various prototype hotels around the world, which are free from regulation. Another example is The next-generation hotel experience , getting the details right to improve travellers’ stays, and designing a modern work experience for business travellers .
• Visitor attractions, like improving the tourist experience of the Polar Bear Society , a visitor attraction in Norway, or bringing Tourists to a hidden coastal gem .
• Travel and transport. Examples are pioneering a car-sharing service and developing a customer strategy for public transport in Oslo.
• Restaurants, like creating a fresh and modern take on the Indian culinary experience .
• Organisation and development. An example is turning a historic music college into a collaborative learning platform .
• Tourism-related services. An example is the mobile visitor centre in Saint Paul, Minnesota. Another example is to ‘design of waste out of the food system’, taking place in a collaboration between hotels, food banks, foundations, and entrepreneurs to fight food waste .  

2. This is what you need before you start

The procedure described below is not difficult. To follow the steps, it helps to have a few basic tools – but only if you already have them) – since it is the idea of how you are doing this that is important .

• Lots of sticky notes (Post-its)
• Sheets of flipchart paper

In product development, we try to find a match between the needs of the European market and any of your local situation and business resources that might entail certain limitations. The following tips are related to this.

• Where possible, engage your customers to build a personal relationship and to get to know them well.
• If you find it difficult to engage with customers from a different culture or find it difficult to understand them, try to work with local partners who can serve as intermediaries (such as tour operators in source countries) with the guests or act as interpreter.
• Involve others working in your business or in other businesses in the community where you live, people working in education, or other people with an open and positive mind. This will make it more fun and rewarding. It will also contribute to the quality of the work.
• To work through the process described below, you may want to ask support from a local CBI coach and or an intern from a university abroad, for example via SAVE tourism .

Below, the steps are described to help you to develop innovative products and services for new and existing customers. Staying tuned with the market is an ongoing process. The outcomes of each step are illustrated in Figure 1.

3. Get inspired by your (potential) customer (Step 1)

You can only create meaningful products, services and experiences for your customers if you truly understand them. So try to understand the situations and experiences that are or might be meaningful to them. If you do not have any customers yet, or are looking for new customers, you need to get your inspiration from existing market intelligence (step 1a). If you already have customers, you can use these customers as a source of inspiration (step 1b).

a. Get inspired by potential customers

The largest share of potential customers doesn’t know you or your product offering, or perhaps even the destination. So you have to draw their attention by offering products and services that matter. What do you need to do to make a start?

• Get access to market intelligence reports of the European market. Subscribe to free newsletters or blogs of market intelligence institutions, such as UNWTO , WTTC , Global Sustainable Tourism Council or IATA . Read the annual UNWTO publications , such as Tourism Highlights and World Tourism Barometer .
• Review and read the market intelligence information provided by CBI . This webpage gives access to a CBI trend report and promising market segments and target groups on the European market.
• These sources will help you to identify important (emerging) trends and markets in Europe on a regular basis.
• Try to identify a few target groups or niches that may feel attracted to your business.

b. Get inspired by existing customers

When customers make use of your service business they could also inspire you to make new products. This means that you would need to involve them in the development process. Do not ask them what they want (as they may not know) with a questionnaire, but try to get an idea of the needs they have in a different way.

There are three nice alternative methods you could use, although there are other methods available as well, such as the ones in Ideo’s free Human Centered Design Toolkit . The first time you do so, it might make you feel uneasy to approach a customer. However, always remember that communication with them is key in developing a better product or service.

• It is your duty as an entrepreneur to look after your customers. So you can see it as part of your job to observe your customers during different phases of their customer journey and to learn to understand this customer journey through their eyes. Such observation should be done discreetly and quietly, so as not to disturb or annoy them while enjoying their holiday or business trip. It gives you insights into what they think, what they do, how they interact with others, and what they dream and wish for. While you observe your customers, you can also make notes. Afterwards, you need to find a moment that suits your customer to share your observations in an informal setting, and ask questions about things you did not expect, did not understand, or what they found appropriate. Again, make notes!
• You may also ask your customers whether they would like to help you with improving your services. Ask your customers to take photographs . You could also ask your customers to document their customer journey with a camera and to take pictures of what they consider appropriate products or services. When they give you the pictures, ask them whether there is a suitable moment for them to share some thoughts about these. When you discuss them, do not forget to make notes. Do not insist if a person does not want to cooperate, but try others instead.
• The third approach also requires asking your customers for help in making your services more appealing to them. Ask your customers whether they are willing to take a number of ‘memory cards’ along with them while using your product or service. These cards have to be printed by you beforehand in a kind of postcard format (such as in Figure 2). Ask your customers to fill in a card each time they experience something they did not expect, or which they find very positive or negative. Ask them to return the cards to you by the end of each day or when they leave. If they are open to doing so, ask them whether they have time to share their thoughts with you. If so, be sure you make notes.
• Download and make use of the print version of the ‘memory card as shown in Figure 2.

A useful way to describe an individual customer is by using a puppet template. A puppet template is a simple picture of a single customer surrounded by clouds, words bubbles and icons, such as illustrated in Figure 3. Ideally you would make a puppet template together with a customer. This shows that you are open and willing to build a personal relationship with them. A good moment is when you have the chat about the observations, the photographs that they took, or the memory cards that they filled in. During this conversation you could also talk about the person’s age, where they come from, their work, what they do in their daily life, their main interests in life, their worries, their wishes and dreams, or their preferences in tourism. This generates a lot of relevant background information. Take notes! Each customer you talk with gets a separate puppet template.

You will end up with a number of puppet templates. Review the puppet templates and take a closer look at each one. What do you see? You will probably discover that some of the templates are similar to one another. This means that you have already started to understand your customers a little better! Now, group together the puppet templates that show similarities. Each group represents a type of tourist that makes use of your business .

• Involve people in your business or community to assist you with understanding the language or the culture of the customer.
• They may help you with making puppet templates and with grouping the templates into types of tourists.
• Download and use of the print version of the puppet template shown in Figure 3.

4. Make a persona for each type of customer (Step 2)

In the previous step, you grouped the puppet templates with similarities together. Each group represents a type of tourist who could be attracted to your business. Now the challenge is to turn each type of tourist into a market description. You will do this in the form of a so-called persona: one persona for each type of tourist. You might end up with 4-8 personas. You may need to go back to the market intelligence and the puppet templates in step 1 for detailed information. A persona describes each tourist profile, point for point. It would be nice to add a quote on each persona to bring them to life.

A persona includes:

• List of ages & countries or origin
• List of work and ambitions
• Details about personal lives
• List of main interests
• List of wishes, preferences and dreams
• You may want to add photographs (for example from magazines) and quotes that characterise the type of customer
• Key locations they went to
• Alone? Or with whom?
• What did they like and what not?
• Which emotions did they show?
• Key issues, needs, dilemma’s

Most organisations have their own template. The Interacting Design Foundation explains the use of personas in a video . In the figures below, you will find a few examples with different levels of detail and a different style. You can put each persona on a different flipchart sheet.

5. Identify the core needs of the customers and the key opportunity areas for your business (Step 3)

Now you need to identify the most prominent needs, hurdles, issues or disappointments of each type of customer (persona).

• What would be remarkable events and experiences for that persona? What were remarkable events and experiences for that persona?
• What would be stunning likes for that persona? What were stunning likes for that persona?
• What would be striking issues, hurdles, disappointments, wishes or needs for that persona? What were striking issues, hurdles, disappointments, wishes or needs for that persona?
• You may need to go back to the market intelligence and puppet templates in step 1 for possible answers.
• Write each possible answer on a separate sticky note no matter from which persona. Try to get at least 25 sticky notes in total. More would be even better.
• When you are finished, group the Post-its together into areas of which you think they could have a positive impact on your customers’ experiences. Label each grouping of Post-its with a short telegram-style sentence that identifies the impact area . You could write these labels on a Post-it. A label could be, for example: “customers need more personal attention during the excursion”, “customers like to enjoy local cuisine”, or “customers need to be able to connect online”.
• Finally, turn each label into a positive opportunity for your business, also known as an opportunity area , and write it on another Post-it that you put at the top of the label. The header could be for example: “much personal attention during excursion”, “provide local cuisine to the customer”, “adequate Wi-Fi network”.
• Try to do this step with your team or with people from the community.

Now you have created opportunity areas for your business! It would be great if you were able to end up with anywhere between two to five such opportunity areas.

6. Develop a multitude of ideas for solutions, or new products, services or experiences (Step 4)

During the previous steps you started with collecting a lot of information that, step by step, you worked into just a few opportunity areas for your business. Now we will try to generate ideas for new products, services or experiences that matter to your customers for each opportunity area. Ideally, you should take this step together with colleagues in your business (not just senior staff!). If you think it is outside the range of your core business, you may also want to involve other businesses in your community.

For a long-term benefit, you first need lots of ideas to get a single good one. This one idea should be innovative and really different from the others. It might be a completely new solution to a problem customers did not even know they had. Do not be satisfied with an obvious solution!

How does it work?

Brainstorm for each opportunity area

Write out each idea on separate Post-its

Sort and group/cluster the ideas that you wrote down

• Brainstorm for each opportunity area that you created in the previous step. Come up with as many ideas as possible. Try to think of weird solutions, products, services or experiences. Never worry whether ideas are right, wrong, absurd or obvious. That hampers your creative flow of thoughts. If you do it with your team you might end up with dozens of ideas.
• Write each idea on a separate Post-it . If it helps you to understand it better, you can make a drawing of what you have in mind.
• Next, sort and group the ideas that you wrote down . Put the bad ideas to the side. Group the ideas that go well together into clusters. Give each cluster a label that tells you what the overarching idea is that the cluster is about. Brainstorming for the opportunity area “provide local cuisine to the customer” could lead to the following labels (Figure 5): start our own restaurant; authentic design of the restaurant; involve local farmers; kitchen staff recruitment and training programme; sustainable waste treatment.
• If you take a closer look at the clusters with the labels, you might get ideas about more details. You can write these down on additional Post-its. For example, once you have made a cluster with the label ‘waste treatment’, you may add other ideas: the name of a certification programme you would like to comply with; how you want to adhere to the certification programme; aspects of how you organise the waste flow in the restaurant and kitchen; communication of the certification with the customers, etc. So the labels give you inspiration to add to the clusters to make these more specific.

You will end up with a shortlist of your best ideas for solutions: new products, new services or new experiences. It is a good idea to show the ideas to some of your customers for feedback. In the case of Figure 6, you would end up with the following products and services: authentically designed restaurant (product); strengthened involvement with the community (service and products); collaboration with regional/national educational institutions to train qualified kitchen staff to be skilled at cooking, but to also always pay attention to hygiene rules; a certified waste treatment service.

7. Turn your best ideas into prototypes that can be tested and improved step by step (Step 5)

Now is the time to create a first design for the ideas for new products or services that you have created. We call this a prototype . If you make such a detailed design, this will help you to understand your idea better, but also to determine whether you have the resources to implement it, and whether there are any unforeseen challenges or consequences. These things are important for long-term success.

• Select the ideas that could upgrade one of your business’s current products or services or be integrated with such a product or service. These ideas will probably be the easiest to develop because they fit best with your everyday work.
• For each of the products or services that you selected, make a detailed description of how you want it to be designed. We call this a prototype of your product or service.

How do you make a prototype?

• Take a large piece of paper, such as a flipchart sheet, for each of your innovative ideas.
• Draw a cross on each sheet in order to divide it into four quarters. Each quarter is dedicated to one building block of your product or service idea, as illustrated in Figure 5.
• Describe and visualise what each building block would look like according to you. Put your description into a few sentences. Also use a few sketches, drawings and/or cartoons. You can use simple shapes, because the quality of the sketch is not so important at this stage.

• Start with the name.
• Write down the persona(s) who would feel attracted to the product because it matches their needs. You need to go back to the steps you completed earlier.
• Write down an appealing story about your new product or service that can be communicated with the European market. If you have a website, you can put the name and story of your new product/service there.

Each sheet that you have finished is a prototype of the ideas that you have created for innovations for your business. These are ready to be tested, like the prototype of a new car or airplane that is tested in a wind tunnel.

Never worry that your prototype is incomplete or indistinguishable from the final product that you have in mind. This will be dealt with later in the process.

8. Test your prototypes in practice (Step 6)

The final step is to put your innovative idea into practice and offer it to your customers as you have described and visualised it in your prototype. It is a process of learning by doing. You get feedback from your customers on what worked and what did not. Based on this feedback, you then create a new and improved version of your product, service or experience. Then you once again get feedback and make more improvements. In this way, your product or service will improve step by step.

• Do not expect immediate success but accept that you can make mistakes now that otherwise would cost you a lot of money later on.
• See it as a learning process. Be open to the feedback and do not defend your prototype if the users are less positive than you expected. Try to get as much feedback and suggestions for improvement as possible.
• Try to put some speed and efficiency in this phase. This will help you with moving quickly from prototype to putting it to the test, to gathering feedback, and then to making a better version of your product or service.
• Never forget that new trends and new markets will arise. This means that your customer and the needs of your customers may change over the years. This is why you need to restart at step 1 every few years to stay tuned to the needs of the market.

This study was carried out on behalf of CBI by   Molgo  and  ETFI .

Please review our market information disclaimer .

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Chapter 7. Travel Services

Heather Knowles and Morgan Westcott

Learning Objectives

• Describe the key characteristics of the travel services sector
• Define key travel services terminology
• Differentiate between types of reservation systems and booking channels
• Discuss the impacts of online travel agents on consumers and the sector
• Identify key travel services and organizations in Canada and British Columbia
• Explain the importance of additional tourism services not covered under NAICS
• Describe key trends and issues in travel services worldwide

The travel services sector is made up of a complex web of relationships between a variety of suppliers, tourism products, destination marketing organizations, tour operators, and travel agents, among many others. Under the North American Industry Classification System (NAICS), travel services comprises businesses and functions that assist with planning and reserving components of the visitor experience (Government of Canada, 2014).

Before we move on, let’s explore the term travel services a little more. As detailed in Chapter 1, Canada, the United States, and Mexico all use NAICS guidelines, which define the tourism industry as consisting of transportation, accommodation, food and beverage, recreation and entertainment, and travel services.

For many years, however, the tourism industry was classified into eight sectors: accommodations, adventure and recreation, attractions, events and conferences, food and beverage, tourism services, transportation, and travel trade (Yukon Department of Tourism and Culture, 2013). As you can see, most of these — from accommodations to food and beverage — remain virtually the same under NAICS and have been covered thus far in this textbook.

Tourism services support industry development and the delivery of guest experiences, and some of these are missing from the NAICS classification. To ensure you have a complete picture of the tourism industry in BC, this chapter will cover both the NAICS travel services activities and some additional tourism services.

First, we’ll review the components of travel services as identified under NAICS, exploring the function of each area and ways they interact:

• Travel agencies
• Online travel agencies (OTAs)
• Tour operators
• Destination marketing organizations (DMOs)
• Other organizations

Following these definitions and descriptions, we’ll take a look at some other support functions that fall under tourism services. These include sector organizations, tourism and hospitality human resources organizations, training providers, educational institutions, government branches and ministries, economic development and city planning offices, and consultants.

Finally, we’ll look at issues and trends in travel services, both at home, and abroad.

Components of Travel Services

While the application of travel services functions are structured somewhat differently around the world, there are a few core types of travel services in every destination. Essentially, travel services are those processes used by guests to book components of their trip. Let’s explore these services in more detail.

Travel Agencies

A travel agency is a business that operates as the intermediary between the travel industry (supplier) and the traveller (purchaser). Part of the role of the travel agency is to market prepackaged travel tours and holidays to potential travellers. The agency can further function as a broker between the traveller and hotels, car rentals, and tour companies (Goeldner & Ritchie, 2003). Travel agencies can be small and privately owned or part of a larger entity.

A travel agent is the direct point of contact for a traveller who is researching and intending to purchase packages and experiences through an agency. Travel agents can specialize in certain types of travel including specific destinations; outdoor adventures; and backpacking, rail, cruise, cycling, or culinary tours, to name a few. These specializations can help travellers when they require advice about their trips. Some travel agents operate at a fixed address and others offer services both online and at a bricks-and-mortar location. Travellers are then able to have face-to-face conversations with their agents and also reach them by phone or by email. Travel agents usually have a specialized diploma or certificate in travel agent/travel services (go2HR, 2014).

Today, travellers have the option of researching and booking everything they need online without the help of a travel agent. As technology and the internet are increasingly being used to market destinations, people can now choose to book tours with a particular agency or agent, or they can be fully independent travellers (FITs) , creating their own itineraries.

Online Travel Agents (OTAs)

Increasing numbers of FITs are turning to online travel agents (OTAs) , companies that aggregate accommodations and transportation options and allow users to choose one or many components of their trip based on price or other incentives. Examples of OTAs include Booking.com, Expedia.ca, Hotwire.com, and Kayak.com. OTAs are gaining popularity with the travelling public; in 2012, they reported online sales of almost $100 billion (Carey, Kang, & Zea, 2012) and almost triple that figure, upward of $278 billion, in 2013 ( The Economist , 2014).

In early 2015 Expedia purchased Travelocity for $280 million, merging two of the world’s largest travel websites. Expedia became the owner of Hotels.com, Hotwire, Egencia, and Travelocity brands, facing its major competition from Priceline (Alba, 2015).

Although OTAs can provide lower-cost travel options to travellers and the freedom to plan and reserve when they choose, they have posed challenges for the tourism industry and travel services infrastructure. As evidenced by the merger of Expedia and Travelocity, the majority of popular OTA sites are owned by just a few companies, causing some concern over lack of competition between brands. Additionally, many OTAs charge accommodation providers and operators a commission to be listed in their inventory system. Commission-based services, as applied by Kayak, Expedia, Hotwire, Hotels.com, and others, can have an impact on smaller operators who cannot afford to pay commissions for multiple online inventories (Carey, Kang & Zea, 2012). Being excluded from listings can decrease the marketing reach of the product to potential travellers, which is a challenge when many service providers in the tourism industry are small or medium-sized businesses with budgets to match.

Finally, governments are stepping in as they see OTAs as a barrier to collecting full tax revenues on accommodations and transportations sold in their jurisdictions. OTAs frequently charge taxes on the retail price of the component; however, they purchase these products at a discount, remitting only the portion collected on the lesser amount to the government. In other words, the OTA pockets the difference between taxes collected and taxes remitted (Associated Press, 2014).

Some believe this practice shortchanges the destination that is ultimately responsible for delivering the tourism experience. These communities rely on tax revenue to pay for infrastructure related to the visitor experience. Recent lawsuits, including one by the state of Montana against a group of OTAs, have highlighted this challenge. To date, the courts have sided with OTAs, sending the message that these companies are not responsible for collecting tax on behalf of government (Associated Press, 2014).

While the industry and communities struggle to keep up with the changing dynamics of travel sales, travellers are adapting to this new world order. One of these adaptations is the ever-increasing use of mobile devices for travel booking. The Expedia Future of Travel Report found that 49% of travellers from the millennial generation (which includes those born between 1980 and 1999) use mobile devices to book travel (Expedia Inc., 2014), and these numbers are expected to continue to increase. Travel agencies are reacting by developing personalized features for digital travellers and mobile user platforms (ETC Digital, 2014). With the number of smartphones users expected to reach 1.75 billion in 2014 (CWT Travel Management Institute, 2014) these agencies must adapt as demand dictates.

A key feature of travel agencies’ mobile services (and to a growing extent transportation carriers) includes the ability to have up-to-date itinerary changes and information sent directly to their phone (Amadeus, 2014). By using mobile platforms that can develop customized, up-to-date travel itineraries for clients, agencies and operators are able to provide a personal touch, ideally increasing customer satisfaction rates.

Take a Closer Look: Expedia – The Future of Travel Report

Expedia is the largest online travel agency in the world. Formed in 1996, Expedia Inc. now oversees a variety of online travel booking companies. Together they provide travellers with the option to book flights, hotels, tours, and transportation through mobile or desktop online functions. For more on Expedia’s thoughts on the future of travel, read its report at Expedia’s report on the Future of Travel : http://expediablog.co.uk/The-Future-of-Travel/

Despite the growth and demand for OTAs, travel agencies are still in demand by leisure travellers (Hotel Marketing, 2013). The same is true for business travellers, especially in markets such as China and Latin America. Business clients in these emerging markets place a premium on “high-touch” services, such as paper tickets delivered by hand, and in-person reservations services (BTN Group, 2014).

Tour Operators

A tour operator packages all or most of the components of an offered trip and then sells them to the traveller. These packages can also be sold through retail outlets or travel agencies (CATO, 2014; Goeldner & Ritchie, 2003). Tour operators work closely with hotels, transportation providers, and attractions in order to purchase large volumes of each component and package these at a better rate than the traveller could if purchasing individually. Tour operators generally sell to the leisure market.

Inbound, Outbound, and Receptive Tour Operators

Tour operators may be inbound, outbound, or receptive:

• Inbound tour operators  bring travellers into a country as a group or through individual tour packages (e.g., a package from China to visit Canada).
• Outbound tour operators work within a country to take travellers to other countries (e.g., a package from Canada to the United Kingdom).
• Receptive tour operators (RTOs) are not travel agents, and they do not operate the tours. They represent the various products of tourism suppliers to tour operators in other markets in a business-to-business (B2B) relationship. Receptive tour operators are key to selling packages to overseas markets (Destination BC, 2014) and creating awareness around possible product.

Destination Marketing Organizations

Destination marketing organizations (DMOs) include national tourism boards, state/provincial tourism offices, and community convention and visitor bureaus around the world. DMOs promote “the long-term development and marketing of a destination, focusing on convention sales, tourism marketing and service” (DMAI, 2014).

Spotlight On: Destination Marketing Association International

Destination Marketing Association International (DMAI) is the global trade association for official DMOs. It is made up of over 600 official DMOs in 15 countries around the world. DMAI provides its members with information, resources, research, networking opportunities, professional development, and certification programs. For more information, visit the Destination Marketing Association International website : www.destinationmarketing.org

With the proliferation of other planning and booking channels, including OTAs, today’s DMOs are shifting away from travel services functions and placing a higher priority on destination management components.

Working Together

One way tour operators, DMOs, and travel agents work together is by participating in familiarization tours (FAMs for short). These are usually hosted by the local DMO and include visits to different tour operators within a region. FAM attendees can be media, travel agents, RTO representatives, and tour operator representatives. FAMs are frequently low to no cost for the guests as the purpose is to orient them to the tour product or experience so they can promote or sell it to potential guests.

Other Organizations

The majority of examples in this chapter so far have pertained to leisure travellers. There are, however, specialty organizations that deal specifically with business trips.

Spotlight On: Global Business Travel Association  Canada

Internationally, the Global Business Travel Association (GBTA) represents over 7,000 business travel agents and corporate travel and meeting managers who collectively manage over $340 billion in business travel and meetings each year (GBTA, 2014). The Canadian chapter, headquartered in Ontario, holds annual events and shares resources on its website. For more information, visit the Global Business Travel Association : www.gbta.org/Canada/

Business Travel Planning and Reservations

Unlike leisure trips, which are generally planned and booked by end consumers using their choice of tools, business travel often involves a travel management company, or its online tools. Travel managers negotiate with suppliers and ensure that all the trip components are cost effective and comply with the policies of the organization.

Many business travel planners rely on global distribution systems (GDS) to price and plan components. GDS combine information from a group of suppliers, such as airlines. In the past, this has created a chain of information from the supplier to GDS to the travel management company. Today, however, there is a push from airlines (through the International Air Transport Association’s Resolution 787) to dissolve the GDS model and forge direct relationships with buyers (BTN Group, 2014).

Destination Management Companies

According to the Association of Destination Management Executives (ADME), a destination management company (DMC)  specializes in designing and implementing corporate programs, including “events, activities, tours, transportation and program logistics” (ADME, 2014). The packages produced by DMCs are extraordinary experiences rather than general business trips. These are typically used as employee incentives, corporate retreats, product launches, and loyalty programs. DMCs are the one point of contact for the client corporation, arranging for airfare, airport transfers, ground transportation, meals, special activities, and special touches such as branded signage, gifts, and decor (ADME, 2014). The end user is simply given (or awarded) the package and then liaises with the DMC to ensure particular arrangements meet his or her needs and schedule.

As you can see, travel services range from online to personal, and from leisure to business applications. Now that you have a general sense of the components of travel services, let’s look at some examples in Canada and BC.

Travel Services in Canada and BC

In British Columbia and elsewhere in Canada, many agencies are members of the Association of Canadian Travel Agencies (ACTA) . ACTA is an industry-led, membership-based organization that aims to ensure customers have professional and meaningful counselling. Membership is optional, but it does offer the benefit of ensuring customers receive the required services and that the travel agencies have a membership board for reference and industry resources (ACTA, 2014).

Spotlight On: Travel CUTS Travel Agency

Travel CUTS is 100% Canadian owned and operated. As a student, you may have seen its locations on or around campus. With a primary audience of postsecondary students, professors, and alumni, Travel CUTS specializes in backpack-style travel to a variety of destinations. It is a full-service travel agency that can help find flights for travel, book tours with a variety of companies including GAdventures or Intrepid Travel, assist in booking hostels or hotels, and even help with the SWAP overseas VISA program. For more information, visit Travel CUTS : www.travelcuts.com

Although travel agencies may be located in a specific community, the agencies and their representatives may operate internationally, within Canada, within BC, or across regions. In Vancouver alone there are over 500 travel agencies available to the searching traveller (Travel Agents in BC, 2014). Examples of some of the more recognized larger travel agencies and agents operating in BC include the British Columbia Automobile Association (BCAA), Marlin Travel, and Flight Centre.

Many different types of tour operators work across BC and Canada. Tour operators can specialize in any sector or a combination of sectors. A company may focus on ski experiences, as is the case with Destination Snow, or perhaps wine tours in the Okanagan, which is the specialty of Distinctly Kelowna Tours. These operators specialize in one area but there are others that work with many different service providers.

Spotlight On: Canadian Association of Tour Operators

The Canadian Association of Tour Operators (CATO) is a membership-based organization that serves as the voice of the tour operator segment and engages in professional development and networking in the sector. For more information, visit the Canadian Association of Tour Operators : www.cato.ca

Tour operators can vary in size, niche market, and operation capacity (time of year). An example of a niche BC tour operator is Prince of Whales Whale Watching in Victoria. Prince of Whales offers specialty whale-watching tours year-round in a variety of boat sizes, working with the local DMO and other local booking agents to sell tours as part of packages or as a stand-alone service to travellers. It also works to sell its product directly to the potential traveller through its website, reservation number, and in-person sales agents (Prince of Whales, 2014).

Examples of large RTOs representing Canada internationally include Jonview or CanTours. Operators of all kinds frequently work closely with a number of destination marketing organizations, as evidenced during Canada’s West Marketplace, which is a trade marketplace hosted by Destination BC and Travel Alberta. Each year the location of the marketplace alternates between Alberta and BC (past locations have included Kelowna and Canmore). This event provides an opportunity for Alberta and BC sellers (tour operators, local accommodation, activities, and DMOs) to sell their products to international RTOs who in turn work with international tour operators and travel agents to repackage the travel products. In a span of 10-minute sessions, sellers market and promote their products in hopes of having an RTO pick up the package for future years.

On a national scale, Rendez-vous Canada is a tourism marketplace presented by the Canadian Tourism Commission that brings together more than 1,500 tourism professionals from around the world for a series of 12- minute sessions where they can learn more about Canadian tours and related services (Canadian Tourism Commission, 2015).

Let’s now look a little closer at the role of BC destination marketing organizations (DMOs) in providing travel services.

At the national level, the Canadian Tourism Commission (CTC) is responsible for strategic marketing of the country. It works with industry and government while providing resources for small and medium-sized businesses in the form of toolkits. In BC, there a variety of travel service providers available to help with the planning process including Destination BC/HelloBC, regional destination marketing organizations (RDMOs), and local DMOs.

Destination BC/HelloBC

HelloBC is the official travel service platform of Destination BC, British Columbia’s provincial DMO. HelloBC.com offers access to festival activities, accommodation, transportation options, and trip ideas. This website is complemented by a social media presence through Facebook, Twitter, and Instagram (HelloBC, 2014a). Although the online resources are highly detailed, visitors also have the option of ordering a paper copy of the BC Travel Guide .

To assist with trip planning, HelloBC features a booking agent system, offering discounts and special deals created in partnership with operators. Although the site can process these value-added components, it does not handle accommodation bookings, instead directing the interested party to the reservation system of a chosen provider.

In addition to operating HelloBC, Destination BC also oversees a network of 136 Visitor Centres that can be identified by the blue and yellow logo. These are a source of itinerary information for the FIT and a purchase point for travellers wishing to book trip components (HelloBC, 2014b).

Regional Destination Marketing Organizations

BC is divided into five regional destination marketing organizations, or RDMOs : Vancouver Island, Thompson Okanagan, Northern British Columbia, Cariboo Chilcotin Coast and the Kootenay Rockies (HelloBC, 2014c). Along with Destination BC, these RDMOs work to market their particular region.

Housed within the HelloBC online platform, each RDMO has an online presence and travel guide specific to the region as well as a regional social media presence. These guides are important as they allow regional operators to participate in the guide and consumer website in order to encourage visitation to the area and build their tourism operations.

Take a Closer Look: BC’s Regional DMOs

For more information on each RMDO, visit the following consumer and industry sites:

Vancouver Island Consumer: Vancouver Island : www.hellobc.com/vancouver-island.aspx Industry: Vancouver Island : www.tourismvi.ca

Thompson Okanagan Consumer: Okanagan : www.hellobc.com/thompson-okanagan.aspx Industry: Okanagan : www.totabc.org/corporateSite/

Northern British Columbia Consumer: Northern BC : www.hellobc.com/northern-british-columbia.aspx Industry: Northern BC : www.travelnbc.com/

Cariboo Chilcotin Coast Consumer: Cariboo Chilcotin Coast : www.hellobc.com/cariboo-chilcotin-coast.aspx Industry: Cariboo Chilcotin Coast : www.landwithoutlimits.com/

Kootenay Rockies Consumer: Kootenay Rockies : www.hellobc.com/kootenay-rockies.aspx Industry: Kootenay Rockies : www.krtourism.ca/

Community Destination Marketing Organizations

Community destination marketing organizations (CDMOs) are responsible for marketing a specific destination or area, such as Whistler or Kimberley. Travel services typically offered include hotel search engines, specific destination packages and offers, discounts, events and festival listings, and other information of interest to potential visitors. In the absence of a CDMO, sometimes these services are provided by the local chamber of commerce or economic development office.

Spotlight On: Tourism Tofino 

Tourism Tofino is the local DMO for the Tofino area, located on the west side of Vancouver Island. Tofino is a destination region that attracts travellers to Pacific Rim National Park, surfing opportunities, storm watching, and the Pacific Ocean. As part of its marketing tactics, Tourism Tofino offers visitors key planning tools on the landing site. To encourage shoulder season visitation, storm-watching deals are highlighted, which also allows visitors to inquire directly with the accommodation provider and/or tour operator. For more information, visit Tourism Tofino : www.tourismtofino.com

Complementing BC’s Visitor Centre network mentioned earlier, local visitor centres are managed by individual communities. Visitor centres may be housed in gateway buildings at strategic locations, in historic or cultural buildings, or at an office located in town. They are designed to provide general information to travellers and may include other services such as booking hotels, free Wi-Fi, and help from a visitor information counsellor (SGSEP, 2012).

Other Systems and Organizations

A number of customized and targeted reservation systems are used by BC DMOs and other organizations. One example is the BC campground reservation online booking systems. BC Parks, Parks Canada, and private campground operators all use different proprietary reservation systems. Both BC Parks and Parks Canada reservation systems open on a specific date in the spring for bookings later in the year. These systems let visitors review what a site looks like through photos or video and pick which site they would like to book in the campground. Many campgrounds also offer a first-come-first-served system, as well as overflow sites, to accommodate visitors who may not have reserved a site.

In the business market, there are several companies in BC and Canada that facilitate planning and booking. Concur is an example of a travel management company widely used in British Columbia and Canada by organizations including CIBC, Kellogg’s, and Pentax. It provides services including trip planning software for use by employees, expense and invoicing software for use by managers, and a mobile application that ensures clients can take the technology on the go. Its services have contributed to client savings, such as reducing the travel expenses for one client by almost one-fifth in their first year of use in Ontario (Concur, 2014).

BC is home to several DMCs including Cantrav, Pacific Destination Services, and Rare Indigo (Tourism Vancouver, 2014). All offer event services as well as turnkey operations (where all logistics are handled by the DMC and invoiced to the corporation).

So far we’ve looked at travel services as defined by NAICS. Next let’s have a closer look at additional services generally considered to be part of the tourism economy.

Tourism Services

Many organizations can have a hand in tourism development. These include:

• Sector-specific associations
• Tourism and hospitality human resources organizations
• Training providers
• Educational institutions
• Government branches and ministries in land use, planning, development, environmental, transportation, and other related fields
• Economic development and city planning offices

Consultants

The rest of this section describes Canadian and BC-based examples of these.

Sector-Specific Associations

Numerous not-for-profit and arm’s-length organizations drive the growth of specific segments of our industry. Examples of these associations can be found throughout this textbook in the Spotlight On features, and include groups like:

• BC Hotel Association
• Sea Kayak Guides Alliance of BC
• Restaurants Canada

These can serve as regulatory bodies, advocacy agencies, certification providers, and information sources.

Tourism and Hospitality Human Resource Support

The Canadian Tourism Human Resource Council (CTHRC) is a national sector council responsible for best practice research, training, and other professional development support on behalf of the 174,000 tourism businesses and the 1.75 million people employed in tourism-related occupations across the country. In BC, an organization called go2HR serves to educate employers on attracting, training, and retaining employees, as well as hosts a tourism job board to match prospective employees with job options in tourism around the province.

Training Providers

Throughout this textbook, you’ll see examples of not-for-profit industry associations that provide training and certification for industry professionals. For example, the Association of Canadian Travel Agents offers a full-time and distance program to train for the occupation of certified travel counsellor. Closer to home, an organization called WorldHost, a division of Destination BC, offers world-class customer service training.

You’ll learn more about training providers and tourism human resources development in Chapter 9: Customer Service.

Educational Institutions

British Columbia is also home to a number of high-quality public and private colleges and universities that offer tourism-related educational options. Training options at these colleges and universities include certificates, diplomas, degrees and masters-level programs in adventure tourism, outdoor recreation, hospitality management, and tourism management. Whether students are learning how to manage a restaurant at Camosun College, gaining mountain adventure skills at College of the Rockies, or exploring the world of outdoor recreation and tourism management at the University of Northern BC, tomorrow’s workforce is being prepared by skilled instructors with solid industry experience.

Spotlight On: LinkBC

LinkBC is a membership-based organization that receives funding from Destination BC to support students and instructors at postsecondary institutions in connecting with the tourism industry. It hosts an annual Student Case Competition, a networking event called Student-Industry Rendezvous, and provides students with information about education options at its study tourism in BC website. For more information, visit the LinkBC website : http://linkbc.ca or Study Tourism in BC : www.studytourisminbc.ca

Government Departments

At the time this chapter was written, there were at least eight distinct provincial government ministries that had influence on tourism and hospitality development in British Columbia. These are:

• Community, Sport and Cultural Development
• Jobs, Tourism and Skills Training
• Advanced Education
• Transportation and Infrastructure
• Environment
• Forests, Lands and Natural Resource Operations
• International Trade
• Small Business and Economic Development

Ministry names and responsibilities may change over time, but the functions performed by provincial ministries are critical to tourism operators and communities, as are the functions of similar departments at the federal level.

At the community level, tourism functions are often performed by planning officers, economic development officers, and chambers of commerce.

A final, hidden layer to the travel services sector is that of independent consultants and consulting firms. These people and companies offer services to the industry in a business-to-business format, and they vary from individuals to small-scale firms to international companies. In BC, tourism-based consulting firms include:

• IntraVISTAS: specializing in aviation and transportation logistics advising
• Chemistry Consulting: specializing in human relations and labour market development
• Tartan: a public-relations and reputation management firm

For many people trained in specific industry fields, consulting offers the opportunity to give back to the industry while maintaining workload flexibility.

Trends and Issues

Now that we have an understanding of the travel and tourism services providers in BC, let’s review some of the current trends and issues in the sector.

In the travel services sector, providers such as OTAs and business travel managers must constantly be aware of price sensitivity. Many tourism services organizations are not-for-profit entities that rely on membership dues, donations, grants, and government funding to survive. As the economic climate becomes strained and budgets are tightened, all groups are increasingly forced to demonstrate return on investment to stakeholders. As some of the benefits of travel services are difficult to define, groups must innovate or face extinction.

The challenge of budget constraints came to life in late 2014 when Destination BC announced it was shutting down its Visitor Centres at Vancouver International Airport and reviewing five other gateway locations including Peace Arch and Golden. While the airport locations welcomed over 180,000 visitors per year, analysis performed by Destination BC showed guests were asking non-tourism questions, and the centres’ value was questioned. Closing the centres at the airport, it was determined, would save $500,000 per year — but some in the industry were left wondering why they weren’t consulted prior to the announcement (Smyth, 2014).

As discussed earlier, online travel agencies have revolutionized the sector in a short span of time. Online travel bookings and marketing accounts for roughly one-third of all global e-commerce, and according to many these continue to rattle the sector.

Take a Closer Look: The Trouble with Travel Distribution

This report, by McKinsey & Company, addresses the widespread impact of technological innovations on the travel services sector. To view the report online, visit The Trouble with Travel Distribution : www.mckinsey.com/insights/travel_transportation/the_trouble_with_travel_distribution

That said, OTAs and other technology providers can benefit operators and the travel services sector as a whole. Keeping in mind that travel services pertain to the planning and reserving of trip components, recent beneficial technologic improvements include the following (Orfutt, 2013):

• Real-time and automated inventory management, ensuring operators and travellers alike are working with accurate information when planning and booking
• A pollution and weather detection chip that would help tour operators, transportation providers, and visitors anticipate, and plan for changes in conditions
• Personalized information presented to visitors to help them narrow their choices in the trip planning process, ensuring users are not overwhelmed with information, and making the most of limited screen size on mobile devices and tablets
• Social technologies and on-the-go information sharing, allowing users to plan at the last minute as they travel
• Virtual assistant holograms and tablets carrying information that can replace humans during the travel experience (for instance, at airport arrivals and visitor centres)

These innovations will likely increase as more advances are made. They also have significant implications for the marketing of travel products and experiences, which is explored more in Chapter 8.

In a time when financial resources are limited and competition for tourist dollars is strong, the travel services sector is being forced to innovate at a startling rate. With the emergence of OTAs and the rapid pace of change, it’s likely the travel services landscape will be radically different by the time you read this.

Just 20 years ago, the travel agent was paramount for booking both leisure and business travel, while today’s traveller can book a trip using a phone in a matter of minutes. This is one sector with challenging and exciting times ahead.

To this point we have learned about the five sectors of tourism: transportation, accommodation, food and beverage, recreation and entertainment, and travel services. With this foundation in place, let’s delve deeper into the industry by learning more about how these sectors are promoted to customers in Chapter 8 on services marketing.

• Association of Canadian Travel Agencies (ACTA): a trade organization established in 1977 to ensure high standards of customer service, engage in advocacy for the trade, conduct research, and facilitate travel agent training
• Canada’s West Marketplace: a partnership between Destination BC and Travel Alberta, showcasing BC travel products in a business-to-business sales environment
• Canadian Association of Tour Operators (CATO):  a membership-based organization that serves as the voice of the tour operator segment and engages in professional development and networking in the sector
• Community destination marketing organization (CDMO): a DMO that represents a city or town
• Destination management company (DMC): a company that creates and executes corporate travel and event packages designed for employee rewards or special retreats
• Destination marketing organizations (DMOs):  also known as destination management organizations; includes national tourism boards, state/provincial tourism offices, and community convention and visitor bureaus
• Familiarization tours (FAMs):  tours provided to overseas travel agents, travel agencies, RTOs, and others to provide information about a certain product at no or minimal cost to participants — the short form is pronounced like the start of the word family (not as each individual letter)
• Fully independent traveller (FIT): a traveller who makes his or her own arrangements for accommodations, transportation, and tour components; is independent of a group
• HelloBC:  online travel services platform of Destination BC providing information to the visitor and potential visitor for trip planning purposes
• Inbound tour operator:  an operator who packages products together to bring visitors from external markets to a destination
• Online travel agent (OTA):  a service that allows the traveller to research, plan, and purchase travel without the assistance of a person, using the internet on sites such as Expedia.ca or Hotels.com
• Outbound tour operator:  an operator who packages and sells travel products to people within a destination who want to travel abroad
• Receptive tour operator (RTO):  someone who represents the products of tourism suppliers to tour operators in other markets in a business-to-business (B2B) relationship
• Regional destination marketing organization (RDMO): in BC, one of the five DMOs that represent a specific tourism region
• Tour operator:  an operator who packages suppliers together (hotel + activity) or specializes in one type of activity or product
• Tourism services: other services that work to support the development of tourism and the delivery of guest experiences
• Travel agency:  a business that provides a physical location for travel planning requirements
• Travel agent:  an individual who helps the potential traveller with trip planning and booking services, often specializing in specific types of travel
• Travel services: under NAICS, businesses and functions that assist with the planning and reserving components of the visitor experience
• Visitor centre:  a building within a community usually placed at the gateway to an area, providing information regarding the region, travel planning tools, and other services including washrooms and Wi-Fi
• Explain, either in words or with a diagram, the relationship between an RTO, tour operator, and travel agent.
• What type of services does HelloBC provide to the traveller? List regional services from your area that are currently offered.
• Who operates the provincial network of Visitor Centres? Where are these centres located?
• List the RDMOs operating within BC. How do each of these work to provide information to the traveller?
• List two positives and two negatives of OTAs within the travel services industry.
• With an increase growth in mobile technology, how are travel services adapting to suit the needs and/or demands of the traveller?
• Choose an association that is representative of the sector you might like to work in (e.g., accommodations, food and beverage, travel services). Explore the association’s website and note three key issues it has identified and how it is responding to them.
• Choose a local tourism or hospitality business and find out which associations it belongs to. List the associations and their membership benefits to answer the question, Why belong to this group?

Case Study: Online Travel Agents Sue Skiplagger.com

Hidden city tickets work when the cost to travel from point A to point B to point C is less expensive than a trip from point A to point B. Passengers book the entire flight but get off at the stopover. This practice is generally forbidden by airlines because of safety concerns and challenges to logistics as it renders passenger counts inaccurate, causing potential delays and fuel miscalculations. If discovered, it can result in a passenger having his or her ticket voided.

The lawsuit against Skiplagged founder Aktarer Zaman stated that the site “intentionally and maliciously … [promoted] prohibited forms of travel” (Harris and Sasso, 2014, ¶ 4). Orbitz (an OTA) and United Airlines claimed that Zaman’s website unfairly competed with their business, while making it appear these companies were partners and endorsing the activity by linking to their websites.

Based on this case summary, answer the following questions:

• What are the dangers and inconveniences of having passengers deplane partway through a voyage? In addition to those listed here, come up with two more.
• Could this lawsuit and the ensuing publicity result in unintended negative consequences for United and Orbitz? What might these be?
• On the other hand, could the suit have unintended positive results for Skiplagged.com? Try to name at least three.
• Should Zaman be held responsible for facilitating this type of travel already in practice? Or should passengers bear the responsibility? Why or why not?
• Imagine your flight is delayed because a passenger count is inaccurate and fuel must be recalculated. What action would you take, if any?
• Look up the case to see what updates are available ( United Airlines Inc. v. Zaman , 14-cv-9214, U.S. District Court, Northern District of Illinois (Chicago). Was the outcome what you predicted? Why or why not?

ACTA. (2014). About us . Retrieved from www.acta.ca/about-us

ADME. (2014). What is a DMC? Retrieved from www.adme.org/dmc/what-is-a-dmc.asp

Alba, Davey. (2015, January 23). Expedia buys Travelocity, merging two of the web’s biggest travel sites. WIRED . Retrieved from www.wired.com/2015/01/expedia-buys-travelocity-merging-two-webs-biggest-travel-sites/

Amadeus. (2014). Trending with NextGen travelers [PDF] . Retrieved from https://extranets.us.amadeus.com/whitepaper/nextgen/next_gen_travel_trends.pdf

Associated Press. (2014, March 17). Helena judge rejects state’s lawsuit against online travel companies. The Missoulian. Retrieved from http://missoulian.com/business/local/helena-judge-rejects-state-s-lawsuit-against-online-travel-companies/article_61b115d2-adfe-11e3-9b8d-0019bb2963f4.html

BTN Group. (2014). Global travel trends 2014. Business Travel News. [PDF] Retrieved from www.businesstravelnews.com/uploadedFiles/White_Papers/BTN_110113_Radius_1206_FINAL.pdf

Canadian Tourism Commission. (2015). Rendez-vous Canada 2015 – Welcome . Retrieved from http://rendezvouscanada.travel/

Carey, R., Kang, K., & Zea, M. (2012). The trouble with travel distribution . Retrieved from  www.mckinsey.com/insights/travel_transportation/the_trouble_with_travel_distribution

CATO. (2014). About the travel industry . Retrieved from www.cato.ca/industry.php

Concur. (2014). Concur case studies – Concur Canada . Retrieved from www.concur.ca/casestudy

CWT Travel Management Institute. (2014). Who’s equipped for mobile services .  www.cwtinsights.com/demand/whos-equipped-for-mobile-services.shtml

DMAI. (2014). The value of DMOs . Retrieved from www.destinationmarketing.org/value-dmos

Economist, The . (2014, June 21). Sun, sea and surfing. Retrieved from www.economist.com/news/business/21604598-market-booking-travel-online-rapidly-consolidating-sun-sea-and-surfing

ETC Digital. (2014). Mobile smartphones – North America . Retrieved from http://etc-digital.org/digital-trends/mobile-devices/mobile-smartphones/regional-overview/north-america/

Expedia, Inc. (2014). The future of travel report . [PDF] Retrieved from http://expediablog.co.uk/wp-content/uploads/2013/10/Future-of-Travel-Report1.pdf

GBTA. (2014). About GBTA Canada . Retrieved from www.gbta.org/Canada/about/Pages/Default.aspx

Goeldner, C. & Ritchie, B. (2003). Tourism: principles, practices, philosophies, 9th edition. Hoboken, New Jersey: John Wiley & Sons, Inc.

Government of Canada. (2014). NAICS 2007 – 5615 travel arrangement and reservation services . Retrieved from http://stds.statcan.gc.ca/naics-scian/2007/cs-rc-eng.asp?criteria=5615

go2HR. (2014). Training and education . Retrieved from www.go2hr.ca/training/training-directory?keys=travel+agent&location=&sector=All&region=All

Harris, A. & Sasso, M. (2014). United, Orbitz sue travel site over ‘hidden city’ tickets. Bloomberg Business. Retrieved from www.bloomberg.com/news/articles/2014-11-18/united-orbitz-sue-travel-site-over-hidden-city-ticketing-1-

HelloBC. (2014a). About us. Retrieved from www.hellobc.com/british-columbia.aspx

HelloBC. (2014b). Visitor information network . Retrieved from www.hellobc.com/british-columbia/about-bc/visitor-centres.aspx

HelloBC. (2014c). Regions. Retrieved from www.hellobc.com/british-columbia.aspx

Hotel Marketing. (2013). Travel agency demand . Retrieved from http://www.hotelmarketing.com/index.php/content/article/travel_agencies_versus_the_internet_global_booking_trends/

Offutt, B. (2013). PhoCusWright’s travel innovations & technology trends: 2013 and beyond. [PDF] Retrieved from www.wtmlondon.com/files/pcwi_traveltechtrends2013_worldtravel.pdf

Prince of Whales. (2014).  About us . Retrieved from http://princeofwhales.com

SGSEP. (2012). Trends in visitor information centres. [PDF] Urbecon, 1.   Retrieved from www.sgsep.com.au/assets/Urbecon-Vol-1-2012-web.pdf

Smyth, M. (2014, November 20). Why is the BC government shutting down popular tourist info without consulting industry? The Vancouver Sun. Retrieved from www.theprovince.com/life/Smyth+government+shutting+down+popular+tourist+info+centres+without+consulting+industry/10396500/story.html#__federated=1

Tourism Vancouver. (2014). Destination management companies . Retrieved from  www.tourismvancouver.com/meetings/service-your-meeting/suppliers/destination-management-companies/

Travel Agents in BC. (2014). Travel agents . Retrieved from www.yellowpages.ca/search/si/1/Travel+Agencies/Vancouver+BC

Yukon Department of Tourism and Culture. (2013). Tourism sectors.  Retrieved from www.tc.gov.yk.ca/isu_sectors.html

Attributions

Figure 7.1 HelloBC Homepage  by LinkBC is used under a CC BY-NC-ND 2.0 license.

Figure 7.2   Travels Agent, Huddersfield by Dave Collier  is used under a CC-BY-ND 2.0  license.

Figure 7.3   my AT&T PC 6300 circa 1996  by Blake Patterson  is used under a  CC-BY 2.0 license.

Figure 7.4   Up on the glacier by  Paul Gorbould is used under a CC BY NC ND 2.0 license.

Figure 7.5   Whales off Victoria, BC  by Brian Estabrooks is used under a CC-BY-SA 2.0 license.

Figure 7.6  Visitor Information  by Heather Harvey is used under a CC-BY-SA 2.0  license.

Figure 7.7   Floe Lake, Kootenay National Park 037  by Adam Kahtava  is used under a CC-BY 2.0 license.

Figure 7.8   Tourism Vancouver’s Rick Antonson addresses the audience at Rendezvous  by  LinkBC  is used under a CC-BY-NC-SA 2.0 license.

Figure 7.9   5 Top Rated Tablet PCs  by Siddartha Thota  is used under a  CC-BY 2.0 license.

Introduction to Tourism and Hospitality in BC Copyright © 2015 by Heather Knowles and Morgan Westcott is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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Urban buildings sustainable adaptive reuse into tourism accommodation establishments: a SOAR analysis

• Open access
• Published: 30 November 2023
• Volume 4 , article number  50 , ( 2023 )

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• Ioannis Vardopoulos 1 ,
• Konstantinos Giannopoulos 1 ,
• Effimia Papaefthymiou 1 ,
• Eleni Temponera 1 ,
• Georgios Chatzithanasis 2 ,
• Maria Goussia-Rizou 1 ,
• Efthimios Karymbalis 1 ,
• Christos Michalakelis 2 ,
• Paris Tsartas 1 &
• Despina Sdrali 1  

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A Correction to this article was published on 05 January 2024

This article has been updated

This study, conducted as part of the ‘RETOU’ research project, aims to provide a holistic understanding of adaptive reuse in the context of transforming heritage buildings into creative tourist accommodation units. To achieve the objective set for the current research, the methodology involved an in-depth exploration of the conceptual and theoretical evidence within the scholarly literature, followed by a SOAR analysis. The results have identified current strengths, and opportunities, as well as future aspirations and results specifically associated with adaptive reuse initiatives leading to tourist lodgings. The findings of this research endeavor contribute to the expanding body of literature on the adaptive reuse phenomenon. They provide valuable insights into the prevalent notion and understanding, particularly in the context of a tourist-centric urban destination. Furthermore, this research lays a solid foundation for sustainable policy measures planning, and practical implementation strategies development towards a circular economy transitioning action plan, well-serving objectives promoted by the agenda for sustainable urban development.

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Avoid common mistakes on your manuscript.

1 Introduction

Adaptive reuse of urban buildings of cultural heritage (henceforth, for the sake of brevity, referred to as adaptive reuse) is considered a preserving building practice [ 1 ]. It is primarily associated with historic or iconic building or site restoration, structure or façade preservation, as well as interior renovation towards adapting an existing establishment to a new use [ 2 , 3 ]. Although adaptive reuse can sometimes generate controversy due to the nuanced distinctions among renovation, façadism, and other closely related architectural and construction practices [ 4 ], it is generally seen as a suitable compromise between (historic) preservation and demolition [ 5 , 6 ]. After all, such projects address the three pillars of sustainable development, namely the environment, economy, and society, well-serving the principles of the circular economy model [ 7 , 8 ].

Adaptive reuse practices could be, -by some means- shorted or studied [ 9 , 10 ] in accordance with the previous (adaptive reuse of former industrial buildings [ 11 ], palaces [ 12 ], castles [ 13 ], mansions [ 14 ] etc.) or the new (adaptive reuse to house a museum [ 15 ], an art gallery [ 16 ], a residential complex [ 17 ], a shopping center [ 18 ] etc.) use. This study will specifically focus on adaptive reuse projects to house tourist accommodation facilities ( i.e. , hotels). There is substantial evidence as well as certain not-so-apparent reasons as to why the transformation of buildings of cultural heritage into hotels has recently increased worldwide. Notwithstanding the fact that the published scholarly literature has deeply dwelled on the benefits arising from adaptive reuse projects, no studies -to the best of the authors’ knowledge- have attempted to identify current trends, strengths, and opportunities associated specifically with the adaptive reuse of urban buildings to make room (pun intended) for tourist accommodation establishments.

At a time when high-density urban centers face uncertain economic conditions in a competitive setting [ 19 , 20 , 21 ], the option of new construction is often impractical [ 22 , 23 ]. Adaptive reuse, by converting old, historic, or iconic but disused properties of cultural heritage (hereinafter simply referred to as ‘heritage’) into memorable and appealing hotels, has emerged as an increasingly popular strategy and is viewed as the optimum solution [ 24 , 25 ]. Presently, it is not just hotel owners and developers who advocate for adaptive reuse as an efficient means to secure profitability [ 26 ], but also customer demand, as nowadays people ( i.e. , visitors and tourists) are hooked on the notion of unique travel experiences [ 27 , 28 ].

But, what is adaptive reuse? Adaptive reuse bears several explicit definitions from a significant number of academic or institutional endeavors [ 15 , 29 , 30 ]. Be that as it may, it is now commonly accepted that the term refers to the use of sites or structures for functions different from those for which originally designed and constructed [ 31 , 32 ], all with the aim of protecting and preserving their intrinsic value while simultaneously accruing economic, environmental, social, and cultural benefits [ 33 , 34 , 35 ]. More particularly, this study adheres to the interpretation originally articulated by [ 15 ], subsequently embraced massively by a significant body of studies [ 36 , 37 , 38 ], which supports that adaptive reuse is a “ conversion process, to undertake a change of use, retaining as much as possible of the original construction, while upgrading the performance to meet current standards ”.

Already since the late 1980s’, the adaptive reuse advantages were outlined [ 39 ]. Economically, adaptive reuse proved to be more cost-effective as it lowers the cost of construction materials, equipment, and man-hours [ 40 ]. Speaking of which, given that adaptive reuse projects have lighter timelines, developers may be more efficient in adjusting to new trends and possible unforeseen events or changes. Short man-hours also serve occupational health and safety sustainability principles [ 41 , 42 ], as well as other environmental aspects [ 43 ]. In addition, short timeframes allow for considerably faster reach in the market [ 44 ]. Studies also suggest that there is a progressive development into the diversified tourism economy [ 26 ], as well as a significant increase in market (including real estate) prices within a radius of approximately one kilometer of the adaptive reuse project [ 45 , 46 ], in addition to the direct return of investment and indirect promotion of sustainable business city districts in terms of adding value, creating jobs, captivating investment opportunities, attracting capital, appealing to entrepreneurship, and visitors, and last but not least, the multiplier effect phenomenon [ 47 , 48 , 49 ].

Adaptive reuse, perceived as the outcome of the interaction between spatial contexts and material consistency [ 50 ], can also contribute towards curtailing urban sprawl [ 20 ] and reducing extensive daily commuting patterns. This is achieved by minimizing the number of unoccupied buildings and ensuring sustainable housing and commercial property alternatives within the city center. Furthermore, it stimulates the renovation or adaptive reuse of additional structures and buildings in the surrounding area, thereby yielding broader economic and environmental advantages for the entire region [ 47 , 51 ].

From an environmental standpoint, adaptive reuse is a priori more ecologically benign compared to new construction, considering that the structure’s lifespan is increased [ 52 ]. Adaptive reuse initiatives also keep a low environmental footprint as they require less energy and generate fewer pollutants. This stands in contrast to the often substantial environmental impact associated with the deconstruction of old structures and the construction of new ones from the ground up, well so considering the additional machinery required, the transportation of raw materials, etc . [ 53 , 54 , 55 ]. Furthermore, adaptive reuse benefits the local ecology by significantly preventing waste production [ 56 , 57 ].

Provided with vast and complicated potentials for circular economy and urban sustainability models [ 58 , 59 , 60 , 61 , 62 , 63 ], adaptive reuse has garnered considerable notice in recent years [ 5 , 7 ]. According to one of the earliest studies on adaptive reuse, there is a growing consensus that adaptive reuse contributes to the main ideas of sustainability [ 64 ]. Indeed, a comprehensive exploration regarding theoretical approaches and practical models suggests that a focus beyond the economic and environmental values entailed is necessary, namely values including -but not limited to- social, cultural, architectural, and historical aspects [ 65 ]. In addition, the end-user viewpoint supplements the performance (in terms of success) [ 17 , 66 ], stressing the usefulness of human-centered adaptive reuse initiatives [ 67 ]. Meanwhile, community-led adaptive reuse projects strengthen social networks and preserve unique ways of life [ 68 ].

The benefits of adaptive reuse have been evidently widely preached, but evidence of how tourism affects and is affected by remain scarcely explored. One possible option for adaptive reuse of heritage buildings is to convert them into hotels [ 69 ]. Heritage buildings are frequently one-of-a-kind and feature high-quality architecture and design [ 70 , 71 , 72 ], making them an appealing tourist destination [ 73 ]. Additionally, tourists are often willing to pay a premium for the opportunity to stay in such distinctive accommodations [ 74 , 75 ]. Urban buildings of cultural heritage, in particular, are an integral and valuable part of cultural and local history [ 76 , 77 , 78 ]. After all, cultural heritage tourism stands as one of the fastest-growing sectors drawing millions of tourists from all over the world [ 79 , 80 , 81 ]. The demand for heritage-based tourist accommodation establishments not only increases spending by tourists looking to engage with history and culture but also provides an ideal backdrop for leisure activities [ 82 , 83 , 84 ]. Therefore, with the increased interest in heritage tourism [ 85 , 86 , 87 ], destinations and hospitality service providers have lately committed significant resources to the redevelopment of heritage buildings [ 88 , 89 ]. When heritage buildings undergo adaptive reuse to house tourist establishments, in addition to bringing the obsolete building stock back to life and guaranteeing its upkeep and preservation [ 38 , 90 ], and in addition to the understood economic and environmental opportunities [ 91 , 92 ], a tourism resource opportunity is presented towards transforming cities into an appealing tourist destination [ 32 ]. This ‘cultural hybridization’ [ 93 ], is partly linked with symbolic interactionism [ 94 ] and actor-network theory [ 95 , 96 ] offering insights into the factors affecting visitors’ perceptions of architecture in a tourist destination [ 32 ]. It is also associated with memory tourism and the hospitality experience concept [ 97 , 98 ], a consequence of travelers’ raising educational level [ 99 ] and their growing interest in history, heritage, culture, and art [ 100 ]. This trend represents a response to the desire for authentic experiences and a departure from the global ‘box hotel ’ concept, often characterized as ‘McDonaldisation’ [ 101 , 102 ] within the hotel sector. As follows, tourists amid an authentic-oriented experience [ 103 , 104 , 105 , 106 ], gain a deeper understanding of the history and origins of their destination [ 80 , 107 , 108 ]. This promotes stimulating tourism and a strong sense of place, which gave birth to a new trend: the boutique hotel [ 109 , 110 , 111 ].

Boutique hotels do not just provide a bed and a breakfast, but a stylish and comfortable intimate hotel experience of extravagant escapism [ 111 ]. The boutique hotel concept refers to distinctive qualities, particularities, and characteristics, including unique architectural design, heritage value, prime location, urban setting, human-scale size, customized leisure services and facilities, single-family ownership status, etc [ 112 , 113 ] However, albeit boutique hotels’ ‘mannerism’ per se, such lodgings play an important part in urban regeneration, acting as a potent force that swiftly affects a city's morphological, economic, and social aspects.

The literature on adaptive reuse of heritage buildings as hotels is sparse, and there are significant reasons why it should be further expanded. Among the few attempts, [ 114 ] suggested that for many tourist destinations, adaptive reuse for tourist accommodation facilities has become a key historical, cultural, and ethnic urban defining feature. Timothy and Boyd [ 115 ] stated that one of the most popular forms of accommodation for tourists is, indeed, adaptively reused heritage buildings. This preference stems from the fact that tourists are increasingly looking for exceptional, memorable experiences combined with access to history, (local) culture, traditions, art, and flavors [ 98 , 116 , 117 ] delved into the community side of the impacts of adaptive reuse projects for hotels, indicating an overall improvement bearing more livable space and increased social engagement as opposed to little disruption. In ref. [ 29 ] demonstrated the value of repurposing heritage buildings as tourist attractions and facilities while stressing the necessity of adapting historic structures for use in the hospitality sector in order to ensure sustainability, and meet contemporary user needs and demands, effectively integrated into modern social and cultural modern-day life. Along the same lines, [ 118 ] and [ 119 ] underlined the sustainability potential for the tourist product and destination, while [ 120 ] stressed the importance of fostering a sustainable culture within accommodation facilities [ 121 ] examined the tourist potential of historical sites as part of a comprehensive planning strategy and tool that supports regional growth. While, in a rare attempt, [ 122 ] explored the dimensions for (dis)satisfaction among customers of heritage hotels, supporting the fact that satisfied customers mentioned -among others- the tangible features of the hotel. There are thus only a few attempts, bearing numerous (de)limitations, assumptions, practical cases and studies that examine the impact of these particular building transformations, i.e. , how these re-functions affect the economy, society, culture, and environment of the surrounding area, and how tourism serves these components through adaptive reuse of heritage buildings for tourist accommodation. Hence, this study aims to fill that gap and shed some light on the subject, discussing the economic, social, environmental, and cultural implications of transforming historic buildings into hotels through the study of certain exemplary cases.

2 Materials and methods

This study aims to establish a comprehensive understanding of adaptive reuse within the context of transforming heritage buildings into innovative tourist accommodation units. To achieve this, it adopts a multifaceted approach, both conceptual and empirical.

The conceptual framework of this research predominantly draws upon an extensive review of scholarly literature within the realms of adaptive reuse, architectural design, building upgrades, tourism accommodation facilities, cultural tourism, tourism destination planning, and tourist behavior.

For the empirical part, the current research adopts an integrated research approach with a specific focus on a carefully selected series of adaptive reuse projects designed to accommodate tourism facilities. The analysis of a series of case studies is not only crucial for understanding a contemporary phenomenon but also effective in developing new theories grounded in real-world contexts. In effect, the selection of these case studies is not arbitrary; rather, it is driven by the need to grasp the complexity of this contemporary phenomenon. Thus, to refine the focus and scope of the current research, a preliminary step involves meticulously compiling a curated list of buildings transformed into hotels across Europe. From this compiled list, cases are shortlisted adhering to specific criteria: (a) prioritizing structures located within urban areas, (b) excluding buildings that are entirely or partially owned by governmental agencies, (c) targeting buildings converted into 4 and/or 5 star (boutique) hotels, and (d) limiting to reconstructions completed within the last two decades. Furthermore, cases from the same European country were excluded for representative purposes, keeping the most recent adaptive reuse case among the available. The resulting list comprises of eight diverse cases that span the European continent, namely; The S. Marcos Hotel in Porto, Portugal, the Ned Hotel in London, England, the At Six Hotel in Stockholm, Sweden, the Brunelleschi Hotel in Florence, Italy, the Electra Metropolis Hotel in Athens, Greece, the Nobis Hotel in Copenhagen, Denmark, the Banke Hotel in Paris, France, and the Indigo Hotel in Larnaca, Cyprus.

The culmination of this research entails a meticulous and strategic comparative analysis of the original characteristics of these case studies, conducted with a focus on identifying the Strengths, the Opportunities, the Aspirations, and the Results (SOAR) associated with repurposing buildings into hotels. The SOAR analysis, deeply rooted in the concept of appreciative inquiry, serves as a robust analytical tool that facilitates the creation of strategic objectives. It does so by directing attention toward existing strengths (with a focus on strengths and opportunities in the present) and envisioning future outcomes (centering aspirations and results for the future). Notably, SOAR analysis has witnessed a substantial increase in its application within the context of formulating strategies and action plans for sustainable tourism development [ 123 , 124 , 125 , 126 ].

Built heritage has been studied in terms of sustainable tourism, particularly in terms of the monumental buildings that are evident in the midst of tourism massification. As evidenced by adaptive reuse strategies, historic buildings may perform different tasks and actually be valuable for tourism. The issue of sustainable tourism in relation to adaptive reuse is studied through the following case studies, recognizing urban growth and hence the engagement and benefit of numerous stakeholders.

The S. Marcos Hotel, Portugal: the adaptive reuse of the former S. Marcos hospital in Braga, Portugal, dating back to the sixteenth century, is studied. The hospital was founded by Archbishop D. Diogo de Sousa. The site chosen for the hospital was of historical significance since there was a hermitage devoted to St. Mark, a refuge, and a monastery that, following his disappearance in 1312, was transformed into a leprosarium. It was converted into a hospital with additional amenities in 1910. Braga, with a population of over 17,000 people, was the second most important city in northern Portugal at the time. The hospital underwent a serious reform during the Estado Novo dictatorship and was enlarged with a contemporary pavilion. In 2015, a number of the satellite facilities were demolished [ 127 ]. The establishment functioned as the city's main hospital until the inauguration of a new hospital in 2011, when it was decommissioned. Recently, a part of the old S. Marcos Hospital building was renovated into a 4-star hotel by Vila Galé. The adaptive reuse restored the old structure, considering contemporary needs and standards as well as sustainability. The other part is to undergo adaptive reuse transformation to house a contemporary health care unit. Three previously inhabited hospital buildings (central, paediatric, and orthopaedic units) were modified to meet contemporary tourist accommodation needs. The formerly occupied by waiting and examination rooms, offices, surgeries, and rehabilitation and physiotherapy spaces required extensive renovations to accommodate the intended hotel rooms and services. The building structure, the main façade, and certain historical architectural decorative features have been preserved and/ or re-revealed (Appendix A: Fig.  1 ). The result was a 123-rooms hotel with various amenities, such as meeting and event spaces, restaurant, bar, cellar, spa, fitness center, and innovation center, incorporating new technology and digital practices to address sustainability concerns. This project was nominated for an architectural award in 2018 in the area of best tourism business, and it was awarded in 2019 in the tourism category for urban restoration. The hotel also won the 2018 Portuguese National Property Award in the Tourism and Building Restoration categories.

The Ned Hotel, England: a former bank in London, originally designed by the British architect Edwin Ned Lutyens in 1924, was converted into a luxury hotel, club, and dining venue. The Portland stone building was designed in 1924 and completed in 1939. The building was left in 1992 following the bank’s acquisition from a bigger banking institute. In its new form, the Ned includes nine restaurants, 252 bedrooms, a spread of men's and women’s grooming services, and a social and fitness center that features a rooftop heated pool, gym, spa, steam bath, and late-night lounge bars. The design team’s goal was to modernize the building while preserving the grandeur of the original areas. Historical features such as walnut paneling and chandeliers were restored throughout, while furniture and materials were created to further complement them. The guestrooms are designed with vintage brass and mahogany furniture, chandeliers, lavishly patterned furnishings, hand-knotted carpets, and rainforest showers. The original strongroom has been transformed into a cocktail bar and a lounge lined with 3800 security lockers, in which one enters through a 20-ton round door (Appendix A: Fig.  2 ). The lounge is dominated by an 18th-century chandelier and a walnut-paneled room with a pastoral tapestry that was the largest of its kind ever produced in England when it was created. The hotel was awarded ‘European Hotel of Year’ 2017 at the AHEAD Awards ( www.aheadawards.com ), an initiative dedicated to the relentless pursuit of the exceptional.

The At Six Hotel, Sweden: the award-winning Universal Design Studio ( www.universaldesignstudio.com ) transformed a 1970s brutalist-designed bank into a 5-star, 343-room, high-end hotel, combining the building's raw architecture with one of the most ambitious hotel art collections in Europe. The property, located on Stockholm's Brunkebergstorg Square, a central but high degraded neighborhood of the city center at the time, was abandoned until it was bought in 2015 and transformed into a luxury destination offering a challenging, contemporary version of a metropolitan grand hotel (Appendix A: Fig.  3 ). The plan comprises ten levels of guest rooms, a penthouse suite, a 100-seat restaurant, a wine bar, a cocktail bar, and a 2000 square meter event and flexible work space, in addition to a thorough interior refurbishment. The “European Hotel of Year” 2017 AHEAD Award was presented to this project that transformed a brutalist office building into a boutique hotel with elegance while mindfully preserving the building's original features.

The Brunelleschi Hotel, Italy: from a Byzantine tower and a medieval church to a buotique hotel (Appendix A: Fig.  4 ). Located within the historic heart of Florence, this property is an adaptively reused and reconstructed 6th-century Byzantine tower and a medieval church dating back to the 1400 s. Converted in 2013 into a 96-room boutique hotel with premium views of the Duomo Cathedral and Signoria Square, a shopping district and near a train station, in the heart of Florence, Italy. The renovation of the two old buildings offers guests a timeless experience. The recently transformed structure bears rooms and suites decorated with a blend of historical and contemporary elements. In addition, it offers conference rooms seating from 5, up to 100 persons, a restaurant for exclusive dining, and a museum of historical exhibits found during the reconstruction. On the one hand, the hotel is harking back to Renaissance times, and on the opposite hand, it recalls the architecture of the nineteenth century.

The Electra Metropolis Hotel, Greece: electra Metropolis is a brand new retro-chic 8-floor 5-star hotel completed in 2016 in one of the most touristic cities in the world, Athens, Greece. The original building was built in 1959 to house the Hellenic Ministry of Education. The Ministry was relocated in 2007, leaving a urban building abandoned right in the middle of the city center (Appendix A: Fig.  5 ). Τhe adaptive reuse project was carried out in accordance with the latest international standards; structural reinforcements, energy upgrading, materials and systems ensuring excellent operating conditions of the premises, low consumption and high efficiency in water management, improvement of the quality of the indoor and outdoor environment, etc . , which clearly contributed to the certification with LEED v3 for New Construction and Major Renovation, thus achieving the milestone of the first ever LEED Hotel in Greece. In its first year of operation, it has also clinched awards for Best City Hotel, Best Green Hotel, and Diamond of Greek Economy, and counted more than 100,000 visitors. The new hotel adds value to the entire neighborhood, contributes greatly to the local economy, creates new jobs, and brings life to the troubled urban center of the capital city. It has more than 130 employees to support 216 fully equipped rooms and suites, also featuring spa facilities, a swimming pool, business and meeting rooms, and dining areas.

The Nobis Hotel, Denmark: the majestic 75-room Nobis Hotel in Copenhagen is housed in a 5400-square-meter, 1903 historic landmark building, originally built to house the Royal Danish Conservatory of Music (Appendix A: Fig.  6 ). The elegant boutique hotel features rooms and suites with high ceilings, deep arched window niches, and an environment that mixes modernism with neoclassicism. Inspired by Scandinavian design, there are bespoke steel headboards, wooden floors with a chevron pattern, and marble bathrooms. Within the hotel, there is gym equipment, a relaxation area with a contemporary design sauna and a marble hot stone vapour bath, running trails within the immediate vicinity of the hotel, a chef-led culinary experience restaurant, a bar offering an exclusive experience with a Scandinavian twist, and unique drinks created to invigorate the five human senses of touch, smell, taste, sight, and hearing. Nobis Hotels was awarded in 2018 and 2021 as the Denmark's Leading Boutique Hotel by the World Travel Award ( www.worldtravelawards.com ).

The Banke Hotel, France: Hotel Banke is a sublime five-star hotel located within the Opera neighborhood, home to one of the city's most luxurious shopping centers, just steps from Place Vendôme and twenty minutes from the Louvre. Occupying the premises of a former bank headquarters and renovated as a hotel in 2009, Hotel Banke is housed in an early twentieth-century building. The hotel makes a bearing with its impressive lobby (see Appendix A: Fig.  7 ) crowned with a glass dome and also the refined taste found in each of its 91 rooms and suites: reminder cream and chocolate, purple curtains, braided leather carpets, damask leather headboards, marble bathrooms, and designer furniture. A decor that mixes original architectural elements with contemporary design to allow a twenty-first century touch. The gourmet restaurant offers innovative Mediterranean cuisine and shares space with the bustling bar.

The Indigo Hotel Larnaca, Cyprus: the only branded boutique hotel in one of the most popular tourist hotspots worldwide, Cyprus, the Hotel Indigo Larnaca, promises a unique and intriguing tourist experience. Through its design, the 4-star hotel combines the old with the new. The development, with its 40 rooms, is uniquely designed to reflect Cyprus’ artisan heritage and crafts style in a way that appeals to modernity, luxury, sophistication, and convenience. The adaptive reuse project involves joining two existing seaside traditional residencies, and making a few new additions (Appendix A: Fig.  8 ). The captivating balconies are fitted with yellow shutters that evoke classic Mediterranean architecture. The property's amenities also include spas, a rooftop pool and bar where visitors can enjoy panoramic sea views and views of the city, a ground-floor restaurant, and a wine bar (Table 1 ).

Hotels are regarded as a valuable asset in every city. Thus, city authorities may grant incentives to encourage hotel development. Developers, though, are resorting to adaptive reuse in order to meet the persistent problem of providing heritage-oriented, unique, accessible, and affordable accommodations for tourists -often in abandoned or unused heritage structures. However, while adaptive reuse has many benefits over new construction [ 128 , 129 ], it often has unexpected consequences and difficulties; therefore, this footpath might be a novel approach or it could be a tactic that causes unneeded urban stress. Project success depends on setting expectations early on and assisting interested parties in understanding the benefits and drawbacks involved. As a result, assessment is required, and it is suggested that it should take a number of aspects into account:

A SOAR analysis, shown in Table 2 , was used to identify the potentials involved and develop a future vision for developing strategic adaptive reuse projects for tourism accommodation facilities.

The SOAR analysis offers a comprehensive understanding of the potential benefits and outcomes associated with adaptive reuse projects for tourism accommodation facilities. One of the primary strengths of adaptive reuse in the hospitality sector is its contribution to a sustainable built environment [ 130 , 131 ]. By repurposing existing structures, developers can reduce the environmental footprint associated with new construction [ 132 ]. This aligns with the global shift towards sustainability and circular building practices [ 38 , 52 ]. Furthermore, infrastructure reuse is a significant strength, as it taps into existing utility systems and transportation networks, saving resources and reducing costs [ 133 , 134 ]. Social balance is strength, as these projects can breathe new life into neglected areas, foster community recreation, and add value to local identity [ 135 , 136 ]. Additionally, the proximity of many historic structures to large population centers presents an advantage for attracting tourists. Adaptive reuse also contributes to waste reduction, as it minimizes the demolition of existing buildings and saves energy by reducing the use of new construction materials [ 54 , 137 ].

Adaptive reuse projects in the hospitality sector are well-positioned to tap into the growing trend of sustainable tourism [ 138 ]. This aligns with the increasing demand for authentic and memorable tourist experiences, as exemplified by the S. Marcos Hotel in Portugal, which seamlessly blends historical significance with modern amenities. Adaptive reuse initiatives have the potential to boost the overall tourism sector of a region by providing distinctive lodging options and cultural points of interest [ 139 ]. The Nobis Hotel in Denmark, for instance, offers a blend of modernism and neoclassicism, providing guests with a distinctive sensory experience. Moreover, adaptive reuse endeavors have the potential to function as cultural catalysts, fostering the revitalization of neighboring properties and boosting their overall value [ 135 , 140 ]. This is evident in the case of the At Six Hotel in Sweden, which transformed a brutalist office building into a high-end hotel while preserving its original features.

The aspirations associated with adaptive reuse projects in the hospitality sector are multi-faceted. First and foremost, adaptive reuse projects are designed to bolster the revenue of the region, offering advantages not only to the hotel itself but also to the adjacent retail establishments and enterprises [ 117 ]. This is exemplified by the Brunelleschi Hotel in Italy, which offers premium views and conference facilities in the heart of Florence. Additionally, adaptive reuse projects aspire to enhance the reputation of hotel brands [ 98 ], such as the Ned Hotel in England, which transformed a historic bank building into a luxury hotel and won prestigious awards for its efforts. Livability is also an aspiration, as adaptive reuse projects aim to create an environment that enriches the sensory experience of residents, visitors, and tourists [ 141 ]. Furthermore, adaptive reuse projects seek to protect the authenticity of historic structures while motivating further renovation in the community, ensuring the preservation of heritage [ 65 ]. This is evident in the case of the Electra Metropolis Hotel in Greece, which contributed to the revitalization of the urban center.

The results of successful adaptive reuse projects in the hospitality sector are manifold. They contribute to the boost of the tourist sector and drive destination and urban regeneration [ 139 , 142 ], as demonstrated by the Ned Hotel in England, which transformed a former bank into a bustling hotel, club, and dining venue. Have a crucial impact on city branding, the rejuvenation of culture, and economic revival [ 142 ]. Yield a financial return for developers and craft visually captivating destinations that draw in tourists while elevating the overall aesthetics of the region [ 11 ]. Moreover, heritage preservation is a tangible outcome, as adaptive reuse projects breathe new life into historic structures, allowing them to stand as a testament to the past while serving the needs of the present and future [ 36 ]. This is evidenced by the success of The Banke Hotel in France, housed in a former bank headquarters.

All in all, adaptive reuse projects in the hospitality industry offer a wealth of strengths and opportunities, aligning with the aspirations of income generation, brand enhancement, and community revitalization. Adaptive reuse initiatives yield results that include economic growth, cultural preservation, and the creation of unique and sustainable tourist destinations. By carefully considering these factors, stakeholders can ensure the success of adaptive reuse projects in the tourism accommodation sector.

4 Discussion

Adaptive reuse should be seen as a way of recycling or as a process that integrates buildings into an innovative cycle of uses within modern societies [ 38 ]. In other words, adaptive reuse should be preserved as a path towards sustainability through the principles of the circular economy [ 8 , 31 ].

Adaptive reuse is a type of historic preservation or conservation [ 1 ]. Such undertakings are highly prestigious and valued by today's public, which highly values historic architecture [ 4 ]. However, adaptive reuse does not only concern the physical components but also symbolic concepts, mechanisms, and values seen as social, cultural, and -perhaps- spiritual resulting from the links among the people, the destination, the spatial, the historical, the cultural, and the social contexts associated therewith [ 36 ]. Restoring culturally significant sites in destinations strengthens the tourist product, enriching the overall tourist experience beyond the walls of the new hotel and breathing new life into the heritage structure [ 36 ].

The adaptive reuse of a heritage building to house a tourism accommodation establishment, followed by its integration into modern-day social and cultural life, fosters social balance and a sustainable built environment [ 32 ]. With the establishment of the new hotel through adaptive reuse, the tourism sector will most likely experience a boost [ 35 ]. First, as a natural corollary to the revitalization of the destination, as well as those direct and indirect -short and long-term- benefits that will be generated from consumers at the new hotel (i.e. room revenue, food and beverage revenue from restaurants and banquets, the spa or parking lot, total payroll paid to hotel employees), stimulating wider economic advantages beyond the return of initial investment [ 24 ].

Adaptive reuse of heritage buildings into modern-day tourist accommodation facilities does not detract from their historical and cultural significance. Quite the opposite, such projects help towards developing a unique hotel [ 32 ]. These initiatives contribute to the local and national tourism industry by broadening the tourist product [ 139 ], and emphasizing the available cultural assets of the destination [ 36 ]. At the same time, they are meant to promote heritage building conservation, direct and indirect monetization, social values and harmony, cultural ramifications, environmental and spatial sustainability [ 1 ]. Heritage buildings are frequently woven into the urban fabric and existing neighborhoods, thereby promoting accessibility and stimulating engagement [ 1 ]. Hence, the ‘location, location, location’ real estate maxim [ 143 ] is applied especially to adaptive reuse prospects for hotel establishments.

It is also noted that adaptive reuse of heritage structures of every type, design, and size for tourist accommodation facilities is a growing trend, mostly because the juxtaposition of sleek modern-day interiors within an old(er) building envelope is proven to be quite popular, especially among social-media-enjoyer visitors, which is a growing segment of travelers [ 144 ]. Adaptive reuse could therefore be considered a robust competitive tool for tourist destinations, attracting locals, tourists, and investments [ 36 ]. Heritage structures are an asset for local communities and can serve educational, recreational, leisure, and tourism purposes, reflecting a link among heritage buildings, history, culture, architecture, and the tourist and hotel industry [ 38 ].

Nevertheless, every modern hotel design comes across challenges, since architects must satisfy not only the hotel owner but also the investor, the guests, and the standards or guidelines [ 70 ]. These challenges become even greater when trying to include contemporary design elements in a heritage building [ 4 ]. Some of the most common challenges involve establishing escape exits, disability access, load-bearing walls, narrow structural openings [ 145 , 146 ], passive fire safety [ 147 , 148 ], energy efficiency [ 149 ], thermal comfort [ 149 ], etc . Furthermore, each project has its own unique set of obstacles in addition to the common preservation limits. Successfully addressing the deficiencies of the old buildings could be a key requirement for any adaptation of historic buildings into a hotel [ 38 , 150 , 151 ].

A successful hotel business using an adaptively reused building of cultural heritage may have many positive effects on the (historic) city, including profitability for multiple parties and key players, such as tour operators, travel agents, and facility owners. However, the overall perception of the result of an adaptive reuse project to house a tourist accommodation establishment is associated with a fundamental change in the way of thinking, diverting the focus from the significance of the heritage value of the building to the values associated with the user, as well as a wider view of the destination.

Adaptive reuse emerges as a powerful mechanism for breathing new life into heritage structures, aligning them with the principles of sustainability and circular economy. By transforming these buildings into modern tourist accommodation facilities, we not only preserve their historical and cultural value but also create unique and vibrant destinations. This evolution promotes social balance, stimulates the tourism sector, and contributes to the overall economic growth of the region. While adaptive reuse presents challenges, including the need to meet contemporary design and safety standards, the rewards are abundant, benefiting local communities and the broader tourism industry. These endeavors signify a shift in perspective from solely valuing the heritage aspect of buildings to a holistic approach that considers user experiences and the destination's cultural richness.

5 Conclusion

The findings of the current research provide important implications for the adaptive reuse phenomenon, particularly for the management of ongoing and upcoming initiatives associated with the tourist sector. First, this research thoroughly examines the theoretical aspects associated with adaptive reuse and tourism in the context of heritage tourism. Second, based on well-established theoretical considerations, it identifies current strengths and opportunities, as well as future aspirations and results associated specifically with the adaptive reuse of urban buildings to house tourist accommodation facilities. Finally, the results of this study, through improving the prevalent notion and understanding of adaptive reuse in the context of a tourist destination, provide a solid foundation for sustainable policy measures planning and implementation strategies development towards a circular economy transitioning action plan, well serving the agenda for sustainable growth.

When comparing the findings of this study with prior research, a clear and significant emphasis emerges on the critical importance of heritage conservation, authenticity, and community engagement in the context of adaptive reuse for tourist destinations. Previous research has consistently highlighted heritage conservation as a central concern when repurposing historic buildings for tourism-related purposes. These findings corroborate the notion that preserving the cultural and historical significance of these structures is paramount. The adaptive reuse of such buildings not only conserves tangible heritage but also fosters a deeper connection to the past, enriching the visitor's experience. Authenticity emerges as another pivotal aspect, consistently emphasized in earlier literature. These results reinforce the idea that maintaining the authenticity of heritage buildings plays a pivotal role in visitor satisfaction and the overall success of adaptive reuse initiatives. Authentic experiences, rooted in the genuine history and character of these buildings, resonate with tourists seeking a deeper connection with the past. Previous studies have also consistently highlighted the importance of involving local communities in adaptive reuse projects. This study echoes this sentiment, emphasizing that community engagement is not only essential for gaining local support but also for ensuring the long-term sustainability of these initiatives. Engaging the community fosters a sense of ownership and pride, transforming historic buildings into assets that benefit both residents and tourists alike.

The present study has provided valuable insights into the realm of adaptive reuse in the context of tourism. Nevertheless, it is essential to acknowledge certain limitations. Firstly, the study's geographic scope is potentially limiting the broader applicability of the findings. Secondly, data availability constraints may have impacted the depth of analysis and generalizability of the results, as the study relied on existing literature and data sources. Thirdly, the research approach adopted may entail inherent limitations related to data analysis and interpretation. Fourthly, the study’s timeframe may have failed to capture the long-term effects of adaptive reuse initiatives. Additionally, the potential for researcher bias in data interpretation and literature selection must be considered. External factors such as economic fluctuations, policy changes, or unforeseen events could influence adaptive reuse projects differently and may not have been comprehensively accounted for. Lastly, while the study provides valuable insights, its findings may be context-specific and not universally applicable to all adaptive reuse projects or regions. These limitations underscore the need for future research to address these constraints and further enhance our understanding of adaptive reuse in heritage tourism contexts.

For future research, it is also recommended to explore adaptive reuse practices in diverse cultural contexts, conduct long-term impact assessments, undertake comparative analyses of urban and rural settings, and investigate the effectiveness of sustainable tourism policies. Additionally, understanding visitor perspectives on authenticity and heritage conservation, integrating innovative technologies, examining circular economy strategies, and developing community empowerment models can advance the field. Case studies showcasing successful projects and fostering cross-disciplinary collaboration among experts are crucial steps toward enhancing heritage conservation, authenticity, and sustainable tourism in adaptive reuse initiatives.

Data availability

The datasets generated during and/or analysed during the current study are available from the corresponding author on reasonable request.

Code availability

Not applicable.

Change history

05 january 2024.

A Correction to this paper has been published: https://doi.org/10.1007/s43621-023-00176-0

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Acknowledgements

The authors would like to acknowledge all who have directly or indirectly help with this research endeavor, as well as the reviewers for their insightful which helped us improve the manuscript.

This work is part of the research program RETOU ( https://retou.hua.gr/ ), which is funded by the Harokopio University of Athens Special Account for Research Funds, under the 15/12/2021 Harokopio University of Athens Administrative Call for Grant Γ-5242-2021, ΑΔΑ: Ψ11Ν4691ΒΣ-2Τ6.

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Ioannis Vardopoulos devised the project, the main conceptual ideas and proof outline, developed the theoretical and methodological framework, performed the analysis, derived figures and models in consultation with Maria Gkoussia-Rizou, Efthimios Karymbalis, and Despina Sdrali, which also verified the theoretical concepts and analytical methods. Ioannis Vardopoulos for his tasks was supported by Konstantinos Giannopoulos, Effimia Papaefthymiou, and Eleni Temponera. Ioannis Vardopoulos took the lead in writing the manuscript with input from all authors. Ioannis Vardopoulos with help from Paris Tsartas and Despina Sdrali supervised the work and the findings of this work and were in charge of the overall direction. Georgios Chatzithanasis and Christos Michalakelis were tasked with diffusing the research progress and results by means of software on the internet ( https://retou.hua.gr/ ) with input from Ioannis Vardopoulos. Ioannis Vardopoulos revised the manuscript during the peer-review process. All authors contributed providing expertise, and critical feedback that helped shape the research, and the finally accepted and published version of this manuscript. All authors have read and agreed to the published version of the manuscript.

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See Figs.  1 , 2 , 3 , 4 , 5 , 6 , 7 , 8

The S. Marcos Hotel, Portugal front view

The Ned Hotel, London Left: Street view|Right: The vault-bar and lounge

The At Six Hotel, Sweden Left: View from Brunkebergstorg Square|Right: Lobby

The Brunelleschi Hotel in Florence, Italy

The Electra Metropolis Hotel in Athens city center

The Nobis Hotel Copenhagen, Denmark façade

Hotel Banke, Paris, France Left: Façade|Right: Lobby

Hotel Indigo Larnaca, Cyprus exterior design

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Vardopoulos, I., Giannopoulos, K., Papaefthymiou, E. et al. Urban buildings sustainable adaptive reuse into tourism accommodation establishments: a SOAR analysis. Discov Sustain 4 , 50 (2023). https://doi.org/10.1007/s43621-023-00166-2

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Singapore’s tourism sector emerges from 2020 with greater resilience and reinvention

Industries adapted to the domestic audience and operating models, while doing their part in the national effort against COVID-19. Singapore, 1 February 2021 – Despite enduring its toughest year on record, Singapore’s tourism sector has taken strides to reimagine its offerings and experiences, while supporting nationwide efforts to tackle the COVID-19 pandemic. Tourism-related companies have benefited from various government support measures to transform their products and offerings, while building new capabilities to position themselves for future growth opportunities.

Mr Keith Tan, Chief Executive, Singapore Tourism Board (STB) said: “Singapore’s tourism sector has had to fight for survival in 2020. Our tourism businesses have displayed immense resilience and adaptability throughout this difficult period, reinventing their business models and leveraging technology to find solutions in a COVID-19 world. I am also grateful for their commitment to keep Singaporeans safe and well. STB remains confident in Singapore’s position as one of the world’s safest and most attractive leisure and business destination, and the long-term prospects of Singapore’s tourism sector. While mass international travel is unlikely to resume in a major way in 2021, STB will continue standing together with our industry partners to prepare for recovery and to start building a better and more sustainable future for tourism.”

Contributing to COVID-19 efforts amid adversity

Due to unprecedented global travel restrictions and border closures, Singapore saw a decline in both visitor arrivals and tourism receipts in 2020. Visitor arrivals (VA) fell by 85.7 per cent in 2020 to reach 2.7 million visitors (nearly all from the first two months of 2020), while tourism receipts (TR) declined by 78.4 per cent to S$4.4 billion in the first three quarters of 2020.

Even during this difficult year, tourism businesses played a key role in Singapore’s battle against COVID-19. Hotels offered their properties for various accommodation purposes, including Government Quarantine Facilities, Swab Isolation Facilities and Stay-Home Notice Dedicated Facilities (SDFs). For example, more than 70 hotels have served as SDFs at various points in since March 2020.  As of 31 December 2020, SDFs have accommodated more than 80,000 Persons on Stay-Home Notice, with the support of over 2,300 frontline workers in the hotels industry.

The Integrated Resorts also contributed in other ways. More than 2,000 Resorts World Sentosa staff served at the Community Care Facility at Singapore EXPO and MAX Atria, and the Big Box warehouse mall. They managed operations, provided meals and packed care kits. Marina Bay Sands donated around 15,000kg of food to The Food Bank and packed 15,000 care kits for migrant workers and low-income families affected by the pandemic.

To help contain the outbreak in migrant worker dormitories earlier last year, the cruise industry provided the world’s first migrant worker dormitory on cruise ships as accommodation for more than 8,200 workers who had recovered from COVID-19. Around 600 cruise industry workers and business partners including Genting Cruise Lines and SATS-Creuers Cruise Services were involved in the operation between April 2020 and September 2020.

Many tourist guides stepped up as Safe Distancing Ambassadors (SDAs), capitalising on their people and language skills to urge compliance to safe management measures (SMMs). Since 7 April 2020, about 150 tourist guides have served in this capacity at tourism precincts, hotels and other tourism establishments. In the coming months, STB expects to grow this group to over 250 SDAs as activities such as business and leisure events gradually resume in Singapore.

Re-opening tourism safely

As Singapore’s economy gradually re-opened in the second half of 2020, the tourism sector faced a new challenge: working out how to resume operations safely while providing meaningful customer experiences. STB engaged industry stakeholders to develop their re-opening proposals and implement the necessary SMMs. As of 25 January 2021, 45 attractions, 270 hotels, and 1,686 tour itineraries have received approval to resume operations.

From November 2020, Singapore also piloted cruises with enhanced safety protocols and no ports of call for two of Singapore’s homeported cruise lines – Genting Cruise Lines and Royal Caribbean International. To rebuild consumer confidence and demand for cruise, STB established the world’s first CruiseSafe Certification – a mandatory audit and certification programme for cruise lines before they commence sailing. As of 31 December 2020, 33 cruises carrying over 42,000 passengers have been completed with no reported incidents of COVID-19 transmission on board.

Many tourism establishments have also been certified SG Clean , a national mark of excellence that indicates our businesses adhere to high standards of environmental public hygiene on their premises. As of 25 January 2021, STB has issued more than 1,390 SG Clean Quality Mark certificates to tourism-related premises.

Resuming MICE and leisure events

From 1 October 2020, STB began accepting applications for organisers to pilot MICE events of up to 250 attendees. As of 31 December 2020, Singapore has held 29 MICE event pilots, with the first being the Singapore International Energy Week in end October 2020.

Singapore also developed testing protocols for foreign delegates and other visitors arriving for events such as TravelRevive and the ONE Championship events, to safeguard public health. MICE and leisure event organisers also had to adapt, innovate and leverage on technology to reimagine what events would look like in a COVID-19 environment. As a result, a number of lifestyle and sporting events adopted hybrid formats for the first time, from the Singapore Food Festival to the Standard Chartered Singapore Marathon 2020.

Please refer to Annex A for examples of notable MICE and leisure events held in 2020.

Stimulating demand for tourism

With international travel at a standstill, domestic demand became critical to support tourism businesses. In July 2020, STB, Enterprise Singapore and Sentosa Development Corporation rolled out the SingapoRediscovers campaign to rally locals to support tourism businesses and promote hidden gems and experiences in Singapore. As of 31 December 2020, there were 1,145 promotions offered by 213 merchants.  

To complement the SingapoRediscovers campaign, STB launched the S$320 million SingapoRediscovers Vouchers (SRV) scheme in December 2020. As of 1 January 2021, over 300,000 Singaporeans had used the SRV scheme to make bookings with Singapore hotels, attractions and tours, spending S$35.9 million in SRV redemptions and out-of-pocket payments.

STB also forged new partnerships with e-commerce players, banks, payment gateways and online travel agents (OTAs), including Visa, DBS, Expedia, Klook, Airbnb Experiences and Mastercard, to promote Singapore tourism offerings, exchange insights and enhance visitor experiences.

Maintaining mindshare

To ensure that Singapore remains top of mind even while travel is curtailed, STB’s regional offices launched new initiatives to engage our fans and strengthen Singapore’s brand image around the world. STB partnered with technology, media and tourism industry players in key source markets to jointly promote Singapore as an attractive destination for future travellers.

Please refer to Annex B for details on STB’s overseas initiatives.

Supporting industry transformation

Since the start of the outbreak, STB has worked closely with industry partners to chart a new path for the tourism sector. In February 2020, the Tourism Recovery Action Task Force (TRAC), comprising tourism leaders from both the private and public sectors, was set up to develop and implement joint recovery strategies. TRAC helped to identify opportunities arising from COVID-19, driving and implementing measures to co-create recovery plans and instil confidence in Singapore’s tourism sector.

The  Alliance for Action on Enabling Safe and Innovative Visitor Experiences  under the  Emerging Stronger Taskforce (EST) [1]   was formed to explore and pioneer new ways to facilitate safe and innovative visitor experiences in a COVID-19 environment. Co-led by Mr Lee Seow Hiang of Changi Airport Group and Ms Kwee Wei-Lin of Singapore Hotel Association, the Alliance comprises industry stakeholders and government agencies. It developed its first prototype for safe tradeshows and exhibitions, safe itineraries, as well as digital enablers, which was trialled in November 2020 at TravelRevive. In addition, the Alliance also successfully launched COVID-19 insurance coverage to provide added peace of mind for visitors to Singapore. [2]

Our MICE businesses also took the lead in transforming their own sector. To guide the industry in developing innovative hybrid business models and pathways for new capabilities, the Singapore Association of Convention and Exhibition Organisers and Suppliers (SACEOS) collaborated with STB and Enterprise Singapore to launch the Event Industry Resilience Roadmap . This established best-in-class standard for safe business events comes with an industry-led accreditation SG SafeEvent programme [3] that has certified over 200 SG SafeEvent ambassadors.

STB and the Singapore Hotel Association supported the hotels industry’s efforts in upskilling their workers. Compared to 2019, the number of trainees funded under the Training Industry Professionals in Tourism (TIP-iT) scheme more than doubled in 2020. This is testament to our tourism businesses’ commitment to upskill employees to future-proof their workforce. To alleviate manpower challenges and provide job expansion opportunities, the hotels industry, including Grand Hyatt Singapore, PARKROYAL on Kitchener Road and Raffles Hotel, implemented job redesign initiatives to train existing employees in new skills that allowed them to be redeployed to other areas outside of their specialisations.

To accelerate recovery and rebuild for the future, STB unveiled a series of programmes and partnerships in 2020.

In April, a S$20 million Marketing Partnership Programme (MPP) was launched to support marketing efforts by tourism businesses to build demand, alongside the Singapore Stories Content Fund (SGSCF) to encourage content creators to create compelling stories about Singapore. To date, 260 tourism businesses have benefited from the MPP and 20 projects have received funding from the SGSCF.

With support from STB’s various initiatives and grants such as the Business Improvement Fund (BIF) and the TIP-iT scheme, tourism businesses were able to innovate and adapt. STB also developed tools to further accelerate the pace of industry transformation, including the Tourism Transformation Index (TXI), and the Singapore Tourism Analytics Network (Stan). To build new digital capabilities, STB partnered digital players such as Facebook, LinkedIn, Airbnb Experiences and Amazon Explore to conduct online Masterclasses or workshops for the tourism industry. Please refer to Annex C for details on initiatives to support innovation and industry transformation. 

Tourism workers and businesses have benefited from economic-wide measures to support jobs and livelihoods impacted by COVID-19. These include rental waivers, property tax rebates and temporary bridging loans.  In 2020, over 7,000 tourism businesses received support through the Job Support Scheme (JSS) to retain local employees. 

STB also provided support to defray third-party professional cleaning costs by tourism-related establishments impacted by COVID-19 cases. As at 31 December 2020, 57 grant applications had been approved. 

Looking ahead               

Even with the development of several vaccines, it will take time for mass leisure travel and traveller confidence to return. Therefore, we expect tourism arrivals and tourism receipts to remain weak in 2021.

In 2021, STB will continue to support quality tourism businesses to sustain key capabilities and build new ones, and to innovate in order to meet evolving consumer needs and emerging travel trends once cross-border travel resumes in a significant way.

STB will also continue to support local jobs and create opportunities for the industry to thrive in the new environment by encouraging domestic advocacy and building domestic demand.

Annex A - MICE and lesisure events in 2020

Annex B - Initiatives by STB's regional offices

Annex C - Initiatives to support inovation and transformation

[1] The Emerging Stronger Taskforce (EST) was formed under the Future Economy Council (FEC) to review how Singapore can stay economically resilient and build new sources of dynamism to emerge stronger from COVID-19. The EST is co-chaired by Minister for National Development, Mr Desmond Lee and Group CEO of PSA International, Mr Tan Chong Meng, and comprises members from various sectors, including businesses and trade associations and chambers.

[2] AIG Asia Pacific Insurance Pte. Ltd., Chubb Insurance Singapore Limited and HL Assurance Pte. Ltd., have developed travel insurance products which provide at least S$30,000 in coverage for Covid-19 related medical treatment and hospitalisation costs.

[3] The programme will be extended to enterprises in the venues, organisers and supplier segments in 2021. To help business owners to build agility in their business models, SACEOS also introduced a business model assessment tool and masterclasses. Together with Workforce Singapore, SkillsFuture Singapore, NTUC, STB & SACEOS jointly signed a Memorandum of Understanding on the Capability Building Network on a roadmap for MICE workforce transformation.

About the Organisation

What industry does your organization fall within, what best describes the key intent of the project that your organisation is seeking funding for, is your organisation a singapore-registered legal entity, is your organisation an association, is the project able to achieve one or more of the following outcome.

• Increase no. of sailings to/from Singapore
• Increase no. of foreign cruise passengers to Singapore through sailings to/from Singapore
• Increase no. of pre/post nights for cruise passengers sailing to/from Singapore
• Increase capability of industry players via cruise-specific industry training programmes
• Strengthen the potential/ attractiveness of cruising in Singapore and/or Southeast Asia

Is the project able to achieve one or more of the following?

• Improve visitor satisfaction (especially foreign visitors)
• Increase footfall
• Increase revenue
• Significant branding and PR value

Is the project able to attract foreign visitors and contribute to foreign visitors' spend?

Who will be the main target audience of your project, is your project innovative and/or a new event in singapore with tourism potential, what best describes your project, does the event have proven track records in singapore or overseas, and/or growth in tourism value such as growing foreign visitorship, and/or enhancement of precinct vibrancy etc, does the project have a clear tourism focus (e.g. tourism-related trainings, tourism companies taking on capability development initiatives or technology companies creating technology products and services for the tourism businesses), what best describes your market feasibility study project.

Based on your selection, the following STB grant/s may be applicable for your project:

Please note that projects that have commenced prior to Singapore Tourism Board's offer may not be eligible for grant support. Examples where projects are deemed as having commenced include:

• Applicant has started work on the project e.g. tender has been called.
• Applicant has made payment(s) to any supplier, vendor or third party.
• Applicant has signed a contractual agreement with any supplier, vendor or third party.