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In-Depth Guide to Understanding the Hospitality and Tourism Industry

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Hospitality vs. Tourism, Industry Growth

When you hear about hospitality and tourism , think of them as two sides of the same coin. Hospitality focuses on the services that make people feel welcome and cared for, like staying in hotels or eating at restaurants. Tourism is all about the travel experiences and adventures people have away from home, including visiting attractions or going on tours.

The hospitality and tourism industry is a bustling world, filled with endless opportunities for adventure, relaxation, and exploration. It’s one of the fastest-growing industries globally, driving economies and creating millions of jobs. Whether it’s the charm of a local bed and breakfast, the splurge at a luxurious resort, the thrill of a theme park, or the convenience of a flight, this industry touches the lives of almost everyone.

For real estate investors eyeing the short-term rental market through platforms like Airbnb and VRBO, understanding the nuances between hospitality and tourism can unlock potential opportunities. It’s about creating memorable experiences that go beyond just a place to stay. The industry’s growth signals a promising avenue for returns on investment, emphasizing the importance of individualized service and tailored strategies for success.

This industry is about delivering comfort and experiences. With the right approach, property owners can not only contribute to this vibrant sector but also thrive within it.

Detailed infographic describing the connection between hospitality and tourism, showing how hospitality acts as the service foundation for tourist activities, and highlighting the industry's growth trends and future prospects. This includes statistics on job creation, economic impact, and emerging sectors within the hospitality and tourism industry. - hospitality and tourism infographic venn_diagram

Understanding Hospitality and Tourism


At its core, hospitality is about providing a welcoming and caring environment for people who are away from home. This can range from a cozy bed-and-breakfast to a luxurious resort, from a quick service restaurant to a fine dining establishment. Hospitality is all about service, comfort, and making guests feel valued and cared for.

Tourism , on the other hand, is the act of traveling to and exploring places outside of your usual environment. It can be for leisure, like a vacation to see the world’s wonders, or for business, such as attending a conference in a different city. Tourism includes activities like sightseeing, experiencing local cultures, and attending events.


While hospitality and tourism are closely linked, they have distinct differences. Hospitality focuses on the services provided to guests, whereas tourism is concerned with the activities and experiences of those traveling. Think of tourism as the journey and exploration, while hospitality is about the stay and comfort during that journey.


Despite their differences, hospitality and tourism are deeply interconnected. Excellent hospitality services enhance the tourism experience, making destinations more attractive to visitors. For example, a memorable stay at a hotel or an exceptional dining experience can turn a good vacation into an unforgettable one. Conversely, a vibrant tourism sector boosts the hospitality industry by increasing the demand for lodging, food, and entertainment services.

Hospitality acts as the backbone of tourism; it’s what makes tourists feel welcome and ensures their needs are met during their travels. This synergy is crucial for the success and growth of both sectors.

The Importance of Both

Understanding the nuances between hospitality and tourism, and how they complement each other, is vital for anyone looking to build a career or business in these industries. The growth and dynamism of hospitality and tourism offer endless possibilities for innovation, career development, and contributing to the global economy. By recognizing the unique aspects of each sector while leveraging their interconnection, professionals can create more enriching experiences for travelers and guests alike, driving the industry forward.

In summary, hospitality and tourism are two sides of the same coin, each playing a critical role in the travel experience. While they have their distinct characteristics, their success relies on their ability to work together to provide unforgettable experiences for travelers around the world.

Moving forward, let’s delve into the Key Sectors in Hospitality and Tourism to further explore the diverse opportunities and challenges within these vibrant industries.

Key Sectors in Hospitality and Tourism

Hospitality and tourism encompass a wide range of services and experiences that cater to travelers and guests. This section highlights the core sectors: Lodging, Food and Beverage, Travel, Attractions, and Events . Understanding these sectors is crucial for anyone looking to build a career or invest in the hospitality and tourism industry.

Lodging refers to places where travelers can stay overnight, ranging from hotels and resorts to bed and breakfasts and vacation rentals. The lodging sector is foundational to hospitality, providing a ‘home away from home’ for travelers. Success in this sector hinges on excellent customer service, comfort, and creating memorable experiences. For instance, Emily Groves, a success story from MTSU’s Tourism and Hospitality Management (THM) program, showcased her versatility in event planning within the lodging sector, significantly contributing to guest satisfaction.

Food and Beverage

The Food and Beverage (F&B) sector is all about culinary experiences. It includes restaurants, cafes, bars, and any establishment offering food and drink services. This sector is characterized by its diversity, from fast food to luxury dining experiences. It’s not just about the food; it’s about the service, atmosphere, and overall dining experience. The F&B sector requires a keen understanding of culinary arts, customer preferences, and efficient operations.

This sector encompasses the means of getting to and from destinations. It includes airlines, cruise lines, car rentals, and public transportation. The travel sector is integral to tourism, connecting different parts of the world and making destinations accessible. Companies in this sector often work closely with lodging and attractions to create packages and itineraries for travelers. For example, collaborations between local businesses and travel influencers can significantly enhance visibility and appeal.


Attractions are the landmarks, natural wonders, theme parks, museums, and cultural sites that draw tourists to a destination. This sector is vital for its ability to enrich the travel experience through entertainment, education, and leisure activities. Attractions often serve as the primary reason for choosing a destination, highlighting the importance of preserving and promoting these sites.

The Events sector includes conferences, trade shows, weddings, festivals, and any organized gatherings. This sector is dynamic, requiring meticulous planning, coordination, and marketing to ensure successful and memorable events. It offers diverse opportunities, from event planning to logistics and vendor management. Engaging in coursework and connecting with professors, as advised by Emily Groves, can provide invaluable insights and skills for success in this sector.

Each of these sectors offers unique challenges and opportunities. Whether it’s providing luxury lodging, crafting exquisite dining experiences, facilitating travel, managing attractions, or organizing events, professionals in hospitality and tourism need a blend of skills, including communication, customer service, and adaptability. The industry is evolving, with sustainability and technology becoming increasingly important. Aspiring professionals should stay informed about industry trends, seek relevant education and training, and embrace diverse opportunities to succeed in this vibrant field.

Moving forward, we’ll explore the Career Opportunities in Hospitality and Tourism , highlighting the various paths one can take within this exciting industry.

Career Opportunities in Hospitality and Tourism

The hospitality and tourism industry is a world of opportunities for those passionate about creating memorable experiences for others. Whether you’re drawn to the kitchen’s heat or the thrill of organizing large events, there’s a place for you. Let’s dive into the different career paths available.

Hospitality and Tourism Management

In the realm of hospitality and tourism management , professionals keep hotels, resorts, and tourism offices running smoothly. This could mean ensuring guests have the best stay possible at a hotel or making sure a tourist office effectively promotes local attractions.

Managers in this sector need a mix of management, marketing, and operations skills . They might find themselves analyzing financial reports one day and brainstorming marketing strategies the next. It’s a role for those who love variety and challenges.

hospitality management - hospitality and tourism

Culinary Arts and Hospitality

For those who find joy in food and drink, the culinary arts and hospitality sector offers a bounty of career paths. Chefs and restaurant managers are the stars here, crafting delicious dishes and ensuring restaurants run without a hitch.

It’s not just about cooking; it’s about creating experiences. Chefs today are innovators and artists, constantly exploring new culinary landscapes. Restaurant managers, on the other hand, make sure that the service matches the quality of the food, leading teams to provide exceptional customer experiences.

culinary arts - hospitality and tourism

Event Planning and Management

Event planning and management is a field for those who love to see a plan come together. From weddings to conferences and trade shows , event planners are the architects of experiences, crafting memorable moments for attendees.

This role demands creativity, meticulous organization, and the ability to manage stress. Event planners juggle various tasks, from choosing the perfect venue to coordinating vendors and managing budgets. It’s a career for those who get a thrill from bringing people together and making events happen.

event planning - hospitality and tourism

Each of these career paths in hospitality and tourism offers a unique set of challenges and rewards. Whether you’re managing a hotel, running a kitchen, or planning the next big conference, your work contributes to the rich tapestry of experiences that define the hospitality and tourism industry.

Success in these fields requires a blend of hard skills and soft skills, from technical knowledge to excellent communication and customer service. And with the industry’s growth, the opportunities for advancement are vast. So, if you’re passionate about hospitality and tourism, there’s no better time to start your journey.

Moving on, we’ll delve into the Essential Skills for a Successful Career in Hospitality and Tourism , highlighting what it takes to thrive in this dynamic industry.

Essential Skills for a Successful Career in Hospitality and Tourism

The role of education and training.

To succeed in hospitality and tourism, you need more than just a love for travel and people. This industry demands a set of key skills and the right education to back them up. Let’s break it down:

Communication : Clear and effective communication is the cornerstone of hospitality and tourism. Whether you’re explaining the details of a local attraction or resolving a guest’s issue, how you communicate can make or break their experience.

Customer Service : This is all about making guests feel valued and taken care of. It’s not just about being friendly; it’s about going the extra mile to ensure their stay or experience is memorable for all the right reasons.

Flexibility : The only constant in hospitality and tourism is change. You might need to handle a last-minute booking, deal with unexpected travel disruptions, or adapt to new health and safety protocols. Being flexible and adaptable is key.

Cultural Awareness : With guests coming from all corners of the globe, understanding and respecting cultural differences is crucial. This awareness can enhance guest experiences and prevent misunderstandings.

Education and Training

Now, how do you develop these skills? Education and training play a crucial role.

Bachelor’s Degrees : A bachelor’s degree in hospitality management or tourism provides a solid foundation. These programs cover everything from the basics of customer service to the complexities of global tourism management.

Master’s Degrees : For those looking to take their career to the next level, a master’s degree offers specialized knowledge and leadership training. It’s perfect for roles in management and strategic planning within the industry.

Certifications : Short-term certifications can also boost your career. These might focus on specific areas like revenue management, event planning, or even sommelier courses for the food and beverage sector.

Institutions like Glion offer comprehensive programs that not only cover these essential skills but also provide practical experience through internships and industry projects. This hands-on experience is invaluable, allowing you to apply what you’ve learned in real-world settings.

The hospitality and tourism industry is about creating experiences. Whether you’re managing a hotel, planning events, or guiding tours, your success hinges on your ability to connect with and understand people from all walks of life. Education and training equip you with the tools to do just that, setting you up for a rewarding career in this vibrant industry.

As we look ahead, let’s explore the Growth and Future of the Hospitality and Tourism Industry and what it means for professionals in this field.

Growth and Future of the Hospitality and Tourism Industry

The hospitality and tourism industry is on a fast track, evolving with new trends, technology, and a strong focus on sustainability. Let’s dive into what’s shaping the future of this vibrant sector.

Industry Trends

Personalized Experiences : Travelers today seek unique and personalized experiences. They want to dive deep into local cultures, cuisines, and activities that are not part of the usual tourist trails. This demand is pushing businesses to customize their offerings.

Health and Wellness Tourism : A growing trend, especially post-pandemic, is the focus on health and wellness. Destinations offering wellness retreats, spa experiences, and outdoor activities are becoming increasingly popular.

Bleisure Travel : The blend of business and leisure travel is a trend that’s here to stay. Professionals often extend their business trips to enjoy the destination, leading to opportunities for hospitality and tourism sectors to cater to this niche.

Technological Advancements

AI and Machine Learning : From chatbots answering customer queries to AI-driven personalization of travel experiences, technology is at the forefront of transforming how services are delivered and experienced.

Virtual Reality (VR) and Augmented Reality (AR) : These technologies offer potential guests a sneak peek into what they can expect from their travel experience, enhancing their decision-making process.

Smart Rooms : The use of smart technology in hotel rooms for controlling temperature, lighting, and even ordering room service is enhancing guest experiences by offering convenience at their fingertips.


Eco-friendly Practices : There’s a significant shift towards sustainable tourism. Travelers are more conscious of their environmental impact, leading to a demand for eco-friendly accommodations and travel options.

Local Community Engagement : Supporting local communities by promoting local artisans, guides, and culinary experiences is becoming a priority for travelers, aligning with sustainable tourism goals.

Sustainable Transportation : The promotion of electric vehicles, bicycles, and walking tours is not only reducing the carbon footprint but also offering unique and immersive ways to explore destinations.

Looking Ahead

The future of hospitality and tourism is bright and brimming with opportunities. As the industry adapts to changing consumer preferences, embraces technology, and moves towards sustainability, it opens up new avenues for growth and innovation.

Professionals in this field must stay abreast of these trends, continuously update their skills, and remain flexible to navigate the evolving landscape of hospitality and tourism. With a forward-looking approach, the industry is set to offer unparalleled experiences to travelers, making it an exciting time to be part of this dynamic field.

As we continue to explore the vast opportunities within hospitality and tourism, it’s clear that the sector is not just about travel and accommodation anymore. It’s about creating memorable experiences, leveraging technology for convenience and personalization, and most importantly, doing so in a way that respects and preserves our planet for future generations .

In conclusion, the growth and future of the hospitality and tourism industry are shaped by the collective efforts of businesses, professionals, and travelers themselves, working towards a more sustainable, tech-savvy, and personalized travel experience.

Frequently Asked Questions about Hospitality and Tourism

In hospitality and tourism , there’s a lot to explore. Let’s dive into some common questions to help clear things up.

What is tourism and hospitality?

At its core, tourism is about traveling. Whether it’s for fun, to see family, or for work, it’s all about going to different places. Hospitality is how we make those travelers feel welcome. Think hotels, restaurants, and all the services that make a trip enjoyable.

These two go hand in hand. Without tourism, there’s less need for hospitality. And without good hospitality, tourism wouldn’t be as appealing.

Is hospitality and tourism a good degree?

Yes, it is. Here’s why:

  • Job opportunities : This field is growing fast. From managing a hotel to planning events, there are many paths you can take.
  • Diverse skills : You learn about business, customer service, and working with different cultures.
  • Travel : For those who love to see new places, some jobs in this field might even require you to travel as part of your work.

What does hospitality and tourism fall under?

Hospitality and tourism is a part of the service industry. It includes a wide range of businesses, like hotels, restaurants, travel agencies, and theme parks. These businesses all share a common goal: to take care of people when they’re away from home, whether they’re on vacation or traveling for work .

In conclusion, the hospitality and tourism industry is vibrant and full of opportunities for those who are passionate about making people’s travel experiences memorable and enjoyable. Whether you’re interested in the operational side, like managing a hotel, or the creative aspect, like planning tours or events, there’s a place for you in this dynamic field.

Wrapping up our exploration of the hospitality and tourism sector, it’s clear that this industry is not just about providing services; it’s about creating experiences that last a lifetime. For those with a passion for making every guest’s stay memorable, the opportunities for career advancement are both vast and fulfilling.

Career Advancement in hospitality and tourism often means moving up the ranks from operational roles into management and beyond. It’s about honing your skills in communication, customer service, and flexibility, while also embracing the cultural awareness needed to cater to a global clientele. The path to advancement might start on the front lines but can lead to roles as a hotel manager, event coordinator, or even a travel consultant, each offering the chance to make a significant impact on the experiences of travelers and guests.

At Weekender Management , we understand the nuances and complexities of the hospitality and tourism industry. Our commitment is not just to our clients but to the broader community of professionals seeking to make their mark in this vibrant field. Through our comprehensive management services, we strive to maximize the potential of vacation rental properties, ensuring they not only meet but exceed the expectations of guests. Our focus on continuous improvement and long-term growth positions us as a strategic partner for those looking to advance their careers within this exciting industry.

Whether you’re a property owner looking to elevate your rental’s performance or a hospitality professional aiming for the next step in your career, Weekender Management is here to support your journey. With our deep industry knowledge and dedication to excellence, we help our clients navigate the complexities of the vacation rental market, ensuring their success now and in the future.

For those passionate about the hospitality and tourism industry, the possibilities are endless. With the right approach, dedication, and a partner like Weekender Management, achieving your career goals and contributing to the vibrant tapestry of this industry is well within reach.

Discover how we can help you maximize your potential in the hospitality and tourism industry by visiting Weekender Management . Together, let’s create unforgettable experiences for guests around the world and pave the way for your successful career in this dynamic field.

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role of hospitality industry in tourism

What Is the Hospitality Industry? Your Complete Guide

hotel manager smiling in lobby

What does hospitality mean? What is the hospitality industry, exactly? Where and how did it begin? This post answers all those questions and more as we explore the past, present, and future of hospitality. As we dive deeper into what the industry entails, you’ll discover how hospitality impacts employers, employees, economies, consumers, the environment, and so much more. Whether you’re curious about which businesses are part of the industry, what they do, or how to start a career in hospitality, you’ve come to the right place.

What is the hospitality industry? 

The hospitality industry is a massive business sector. Casting a broad umbrella, it encompasses all economic and business activities that rely upon or contribute to travel and tourism. Hospitality-focused businesses like hotels and travel agencies contribute directly by providing essential services that enable travel and tourism. Suppliers, transportation services, and catering companies may indirectly contribute by delivering the goods and services necessary to keep the industry running; however, they do not solely rely on hospitality for their revenue.

Because the hospitality industry is so expansive, it includes a diverse spectrum of companies, businesses, and experts. Even with so much variety, most hospitality businesses fall into one of four categories.

1. Travel & tourism (T&T)

Although many people think travel and tourism are synonymous with hospitality, that’s not quite the case. More accurately, T&T is a specific category within the hospitality industry. It includes airlines, shuttle services, travel agents, destination marketing organizations (DMOs) , and other businesses or services that help facilitate the physical travel necessary for tourism. Those working in T&T help drive tourists, workers, and businesses to new destinations.

2. Accommodation 

One of the largest and most diverse parts of the hospitality industry is the accommodation sector, which includes everything from lodging to event grounds and special event venues. Numerous different types of hotels and venues fall into this sector, including:

  • Chain hotels
  • Extended stay properties
  • Boutique hotels
  • Conference and convention centers
  • Wedding venues
  • Casinos/casino suites

3. Food & beverage (F&B)

Most hotels and resorts offer their guests some form of food or dining option. Whether operating a café, buffet breakfast, or full-service restaurant, food and beverage services are integrated directly into many hospitality-based businesses. Stand-alone F&B providers, like restaurants or food trucks, operate independently, but they also have a part to play in the local hospitality scene.

Event catering, quick-service establishments, full-service restaurants, and limited-service F&B are powerful revenue drivers contributing to the hospitality industry. In addition to serving in-house hotel guests, F&B is a critical component of meetings and events, from private parties, like birthdays or weddings, to large-scale corporate events .

4. Recreation & entertainment 

Because businesses in the hospitality industry often rely on consumers’ disposable income, they market to customers’ desire for entertainment that refreshes the mind, body, and spirit. In addition to lodging, travel services, and culinary delights, hospitality is full of indoor and outdoor recreation.

Bars, nightclubs, theaters, stadiums, museums, zoos, and other attractions often act as special event venues and tourist attractions, helping to drive a destination’s economy . Spectacular outdoor spaces, including our national and state parks , attract travelers from near and far to feed their local markets.

Whether providing a memorable meal or a relaxing day at the spa, the true purpose of hospitality is to ensure that the customer has an enjoyable experience —whatever they do.

But how did it all get started? How far back do the roots of the hospitality industry actually go? 

hospitality industry CTA

When did the hospitality industry begin? 

Although hospitality doesn’t have a designated start date, its traditions date back thousands of years. Ancient symbols of hospitality exist worldwide, with the oldest signs discovered in French caves dating back to 15,000 BCE . Historians and archeologists believe early humans designed the caves to welcome guests and greet visiting tribes.

Xenia, a phrase translating to “the sacred rule of hospitality,” is another early sign of the tradition. In ancient Greece, the custom expressed the law or expectation that hosts would offer protection and kindness to strangers . The Greeks understood that a satisfactory hospitality experience relied on hosts respecting their guests and vice versa. Furthermore, they believed displaying proper hospitality was “fundamental to human civilized life.” Modern hospitality may not look like it did thousands of years ago, but its purpose remains the same.

Is the hospitality industry growing?

Pre-pandemic, the hotel and motel industries (i.e., hospitality) employed approximately 173 million workers . In our primarily post-pandemic world, the hospitality industry and its partners remain massive global employers. 2022 brought 22 million new jobs to the sector, representing an almost 8% increase since 2021. In 2023, the hospitality positions accounted for one of every ten available jobs .

Although many hospitality-focused businesses (e.g., hotels and restaurants) still face staffing shortages , the industry remains one of the largest global employment sectors. From 2022-2023, the international hospitality industry’s value grew at a compound annual growth rate of 7% . The rebound illustrates consumers’ desire to travel again and return to in-person events after restrictions were lifted. Paralleling this demand increase, the World Travel and Tourism Council estimates that the hospitality industry will create 126 million more jobs by 2032 .

How does the hospitality industry impact the environment? 

In 2022, the hospitality industry was responsible for approximately 1% of global carbon emissions . Single-use plastics, high water consumption, energy usage, and excess waste are just a few ways hotels negatively affect their local environment and the overall climate.

To demonstrate a commitment to sustainability , social responsibility, and shifting consumer preferences, the industry is becoming greener through robust global initiatives and innovative day-to-day practices, like these eco-friendly hotel ideas . As consumer attitudes towards environmental conservation and sustainability strengthen, being eco-friendly is no longer optional for most businesses; it’s necessary.

Why work in hospitality? 

If you enjoy making other people happy, hospitality might be right for you. It’s an industry where employees work together to create a welcoming atmosphere, satisfy customers, impress hotel guests , and create an exceptional visitor experience. With hotel, events, dining, planning, travel, custom service, and a wide variety of other roles available, there’s an opportunity for every worker and every personality type.

Hospitality is also a dynamic, fast-paced, and ever-changing field. Just as every guest is different, so is every day working in the industry. Whether working in a hotel or nightclub, you get to encounter diverse types of people with varying backgrounds from all over the world. As you connect with various guests and strive to meet their needs, you’ll get exposed to new cultures and expand your life experience.

Additionally, hospitality offers more flexible scheduling than many other industries, as hospitality businesses often operate outside of traditional 9 a.m. to 5 p.m. office hours. Many young people flock to hotels, restaurants, and similar businesses because of the work-life balance they provide. Working in the industry also comes with a diverse range of perks, such as discounted travel, competitive pay rates, and numerous opportunities to advance your career. 

Become an expert on all things hospitality

How do you get a job in the hospitality industry?

There are many different paths you can take to begin a hospitality career. While some employees start at an entry-level position and work up the ranks, others translate their past professional experience into a hospitality-focused career. Increase your chances of building a successful career in the hospitality industry by:

1. Identifying which hospitality sector best suits you

The hospitality industry includes diverse careers and professions, making it an excellent sector for workers with various skills and personality types. Whether you’re an introvert who prefers to work alone or a bubbly, conversational individual, hospitality has something for everyone. If you want to work in a hotel, consider which department or position best fits you.

  • Front desk: Front-facing, customer-focused positions, great for outgoing personality types
  • Housekeeping: Back-of-the-house positions, perfect for task-oriented or meticulous employees 
  • F&B: Front-facing and back-of-house positions available, often working in a busy, high-stress environment 
  • Maintenance: Skill-based and goal-focused positions that require big-picture thinkers with excellent task-management skills 
  • Meetings and events: A range of primarily forward-facing positions available for event planners, organizers, coordinators, and more

2. Knowing where to look 

As customer service lies at the heart of hospitality, it’s common for professionals to turn to members of their local network for references, recommendations, and referrals. Many entry-level hospitality jobs are shared through local and employee referrals, the hiring manager’s professional network, or an individual’s social media accounts.

If you already know where you want to work, get to know the people there. Introduce yourself to the management team at hotels, restaurants, and other venues that interest you. If you’re not sure where to start, there are a variety of hospitality employment resources available, including:

  • Online advertisements. Online job ads are especially beneficial if you’re new to the industry or a particular destination. If you lack first-person word-of-mouth recommendations, breaking into your local industry may feel intimidating. Keep an eye out for online ads on job boards, local news sites, and search engine results to streamline your search.
  • Social media pages. Follow venue Facebook pages, join local hospitality groups, and keep a close eye on the Instagram pages of the hotels or destinations where you want to work. Regularly check social media, scanning for links to external job sites or brand listings.
  • Hospitality Online
  • iHireHospitality  
  • Hospitality Crossing
  • Hospitality Confidential
  • Wyndham Careers  
  • Hyatt Careers
  • Marriott International Careers
  • Jobs at Hilton
  • IHG Careers
  • Accor Careers  
  • OYO Careers
  • Staffing agencies. Staffing and temporary work agencies are fantastic resources for helping individuals get their foot through the door. Although there are various hospitality-specific staffing agencies, like Hospitality Staffing Solutions , it’s also common for local staffing agencies to work directly with nearby hotels as they help fill entry-level positions in guest service, housekeeping, maintenance, and other departments.

3. Expanding your hospitality knowledge

Become a go-to person for all things hospitality, from industry trends to the latest marketing techniques. Stay current on the latest to remain relevant in an increasingly competitive field.

4. Keeping up with industry certifications

Having credentials can significantly impact how quickly you land your dream travel job. Show other hospitality professionals that you’re serious about a career in the industry by holding various certifications, like HubSpot Academy’s Inbound Marketing Certification , a certificate in hospitality revenue management (CRHM), or ServSafe certifications for those involved on the F&B side.

5. Determining your career path 

After exploring the wide and wonderful world of hospitality, pick a career path you’re enthusiastic about. Instead of thinking about where to start, consider where you’d like to go in the industry. Visualizing where you want to end up can help determine which steps you should take to advance your career down a path that speaks to you.

Now you know what the hospitality industry is and why it matters! 

With a better understanding of how far hospitality extends and its immense influence worldwide, it’s easy to see why the industry is growing. To learn more, join us as we examine the most significant trends impacting the hospitality industry in 2023 .

Headshot of Cvent writer Kimberly Campbell

Kim Campbell

Kim is a full-time copy and content writer with many years of experience in the hospitality industry. She entered the hotel world in 2013 as a housekeeping team member and worked her way through various departments before being appointed to Director of Sales. Kim has championed numerous successful sales efforts, revenue strategies, and marketing campaigns — all of which landed her a spot on Hotel Management Magazine’s “Thirty Under 30” list.

Don’t be fooled though; she’s not all business! An avid forest forager, post-apocalyptic fiction fan, and free-sample-fiend, Kim prides herself on being well-rounded.

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Careers in hospitality and tourism: Job list of opportunities for learning and travel

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The hospitality and tourism industry is booming thanks to accessible international travel and consumers’ enthusiasm for discovering new places.

Continuing growth in the industry means there is an enticing range of career paths in hospitality and tourism you can consider when deciding on your future, such as event manager, luxury manager, marketing manager, and more.

If you’re curious about what type of role might be best for you, there are plenty of options that combine exciting opportunities for personal development and working around the world.

In this article, we’ll go over the different hospitality and tourism career pathways you could aim towards. We’ll also discuss what the different roles entail and how you can gain the skills and knowledge to succeed in hospitality and tourism.

What is a hospitality and tourism career?

Career opportunities in the hospitality and tourism industry include a wide range of roles and responsibilities. The hospitality field revolves around providing exceptional experiences for guests and travelers.

While the stereotype may portray hospitality as simply serving drinks or waiting tables, the reality is far more varied. Hospitality is all about providing services and amenities to guests, ensuring their comfort, satisfaction, and enjoyment during their stay. This includes accommodations such as hotels, resorts, and vacation rentals, as well as food and beverage services, event planning, entertainment, and recreational activities.

Tourism involves the travel activities of individuals and groups for leisure, business, or other purposes. It encompasses everything from sightseeing and adventure tourism to cultural exchanges and eco-tourism.

A career in hospitality and tourism can take many forms, depending on one’s interests, skills, and qualifications. You can find everything from entry-level roles to managerial and executive careers, which are ideal roles for a lot of people.

Why pursue a career in the industry?

With tourism and hospitality booming there are more reasons than ever before to consider a career path in this rewarding sector.

Hospitality venues are keen to employ skilled and qualified individuals who can help their businesses thrive. The industry itself can be an exciting and endlessly interesting area to work in.

In this field, you’ll get to work with people from all over the world. You’ll also be able to work in a range of appealing locations since hospitality is truly a global industry. It’s also a great option for people who like to challenge themselves to continuously improve.

Find your path to success: hospitality and tourism jobs list

There are plenty of different employment opportunities in tourism and the hospitality industry, meaning that there are roles that suit everyone. Explore the wide array of opportunities available in this exciting industry as we look at a list of careers in hospitality and tourism, each offering pathways to success and fulfillment.

Hotel operations

This is a catch-all term that encompasses the various departments and functions within a hotel that work together to ensure the smooth and efficient running of the establishment. From front-of-house services that directly interact with guests to back-of-house operations that support the overall infrastructure, hotel operations are essential for delivering exceptional guest experiences.

What different hotel operations jobs are there?

Hotel operations roles include everything that makes a hotel run smoothly. These include:

  • Front desk agent/receptionist
  • Front of house manager
  • Housekeeping
  • Food and beverage service
  • Food and beverage management
  • Revenue management
  • Sales and marketing
  • Engineering and maintenance management
  • General manager

Every department will have a hotel management role associated with it, such as the front of house manager overseeing all front desk agents and receptionists. At the very top is the general manager or executive manager, who ensures that all these different departments run smoothly together.

role of hospitality industry in tourism

What are the different departments in a hotel?

There are a range of different departments in a hotel, including:

  • Front of house
  • Back of house and housekeeping
  • Maintenance
  • Event management
  • Food and beverage services
  • Guest experience

Hotels also need general managers who handle the overall operations of all these departments.

What skills are required to work in hotel operations?

To work in hotel operations, you should work on building skills such as:

  • Time management
  • Team leadership
  • Organization
  • Analytical skills
  • Communication

These useful transferable skills will set you up well for a hospitality and tourism career and in other areas too.

How can I start a career in hotel management?

There are two main routes to working in hotel management. You can either start working your way up from entry-level roles via other careers in the hotel industry or you can study for a hospitality degree .

Salaries in Hotel operations

Working in hotel operations can be lucrative if you aim for a hospitality management career. Some of the top salaries are:

  • Assistant hotel manager: $64,993
  • Hotel general manager: $118,000
  • Hotel finance director: $195,241
  • Housekeeping manager: $62,601

Travel and tourism

Unlike hospitality, which focuses on providing accommodation, food, and other services to guests, travel and tourism encompass a broader spectrum of experiences and activities beyond the confines of a hotel or resort. While hospitality is an integral part of the travel and tourism industry, the latter extends to include transportation, attractions, tour operators, travel agencies, and destination management organizations.

List of professions in the tourism industry

There are also a wide range of travel and tourism industry jobs, such as:

  • Travel agency management
  • Tour guide positions
  • Event planning and coordination
  • Transportation and logistics in the tourism industry
  • Adventure and eco-tourism careers
  • Destination marketing
  • Cruise ship management
  • Tourism research and analysis

These will have many of the same requirements as hotel roles. However, they can lead to working in varied environments, especially if you work in luxury management , which focuses on high-end services.

Salaries in travel and tourism

Choosing these careers in tourism and travel can lead to high salaries, such as:

  • Cruise ship director: $64,267
  • Travel agent: $59,263
  • Destination marketer $108,782
  • Tourism manager: $76,729

Restaurant and culinary services

This sector of the hospitality industry focuses on providing food and beverage services to customers, offering a diverse array of culinary experiences tailored to meet varying tastes, preferences, and occasions. From the ambiance and presentation to the quality and taste of the food, restaurant and culinary services play a pivotal role in creating memorable dining experiences for patrons. 

Interesting roles in the restaurant and culinary services

Hospitality careers also include food and beverage services work, which includes:

  • Restaurant management positions
  • Bar managers
  • Culinary arts and chef careers
  • Front-of-house and back-of-house staff for restaurants
  • Sommeliers and beverage professionals
  • Catering and event management

Salaries in the restaurant and culinary services

If you are looking at culinary job opportunities in the tourism and hospitality industry, you could expect salaries such as:

  • Restaurant manager: $58,442
  • Bar manager: $76,586
  • Catering manager: $53,566
  • Head chef: $95,100
  • Sommelier: $63,788

What skills are required to work in restaurant management?

As well as the management skills you’d need for any of these hospitality careers, you’ll also be expected to have culinary experience for a role in restaurant management. You could gain this either through specialized study or by working in a professional kitchen environment, a bar or with a catering company. The skills you will need include:

  • Customer service
  • Multi tasking
  • Organizational skills

What is the role of a sommelier?

A sommelier is a wine expert. They are usually responsible for choosing and updating a venue’s wine list. They’ll also work with chefs to make sure dishes have suitable wine pairings and they can often give advice to customers on wines that enhance their menu selections.

Hospitality marketing and sales

This industry encompasses a range of activities, including market research, advertising, branding, digital marketing, sales campaigns, and customer relationship management. The goal of hospitality marketing and sales is to identify target markets, communicate the value proposition of hospitality offerings, and drive bookings and reservations through effective promotional strategies and sales efforts.

Roles to consider in hospitality marketing and sales jobs

amriphoto/E+ via Getty Images

Another career option in hospitality is to work in marketing and sales. This can mean being responsible for:

  • Sales and revenue management
  • Digital marketing strategies for hotels and travel companies
  • Branding and public relations
  • Customer service and guest relations

How can I pursue a career in hospitality marketing?

For one of these hospitality careers, you will need a good knowledge of both the hospitality field and marketing. You can learn the skills you need from a college or hospitality school in Switzerland to give you the best chances of success.

What skills are essential for a sales manager in the hospitality industry?

Vital skills for a marketing or sales job in hospitality and tourism, such as marketing manager, include:

  • Project management
  • Data analysis

Salaries in hospitality marketing and sales

Sales and marketing roles often offer salaries in the higher bands of hospitality, such as:

  • Hotel sales manager: $119,726
  • Director of sales: $195,525
  • Marketing manager: $134,424
  • Sales strategy analyst: $63,585

Event planning and management 

These roles involve the meticulous coordination and execution of various events, ranging from corporate conferences and weddings to festivals and special occasions. The responsibilities include venue selection, logistics planning, budget management, vendor coordination, and on-site supervision. Event planners and managers work closely with clients to understand their objectives, preferences, and expectations, tailoring each event to meet specific needs and create memorable experiences for attendees. 

Careers in event planning and management

There are plenty of career opportunities in event hospitality, including:

  • Wedding planner
  • Corporate event planner
  • Event manager
  • Event designer
  • Event marketing specialist

What skills do I need for event planning?

In order to be successful in the field of event management and planning, you will need to build skills such as:

  • Problem solving

Event management salaries

Salaries in event management often depend on which kind of events you plan, and at what venues. As a rough guide, you could earn:

  • Wedding planner: $39,465
  • Event planner: $63,154
  • Corporate event planner: $74,119
  • Event manager: $111,710
  • Event marketing: $188,417

Learn more about Hospitality Careers

role of hospitality industry in tourism

Hospitality Careers

Guide to career paths in hospitality

role of hospitality industry in tourism

Your career guide: hospitality and tourism management jobs

Hospitality and tourism careers: how to get started.

role of hospitality industry in tourism

What’s the most international career path?

Transitioning into a career in hospitality and tourism.

If you are looking to start your career in the hospitality and tourism professions, the important steps are:

  • Education and training to get you the skills and qualifications needed for hospitality employment prospects
  • Learning transferable skills, such as those listed in this article, to help you in whatever hospitality career you move into
  • Networking and making industry connections to help you find job opportunities in tourism and hospitality
  • Doing a hospitality internship or apprenticeship to give you real-world experience

What qualifications do I need to pursue a career in hospitality and tourism?

The best qualifications for hospitality careers are specialist hospitality certificates.

Whether you’re thinking about a bachelor’s degree, a diploma or an advanced qualification, these courses will give you the experience and skills necessary to compete for the most sought-after careers in the industry.

If you are looking at a career as a restaurant manager, you should also look for some culinary qualifications.

If you’re looking at degree options, you should aim to choose a course that includes internships. These will provide vital on-the-job training, as well as giving you a chance to network with professionals who are already established.

What are the job prospects and growth potential in the industry?

The hospitality and tourism industries have huge potential for growth due to the demand for quality travel experiences from a global customer base.

This means there are many opportunities for career advancement, especially in luxury management and other high-end hospitality sectors.

Once established in hospitality and tourism, there are also plenty of options to either specialize in area-specific management roles or to aim for general management or executive management roles.

All of these jobs in hospitality will have their own challenges and benefits.

What skills are important for success in hospitality and tourism?

There are many skills you can develop to improve your prospects in the  hospitality business . Some of those you should work on consolidating include:

  • Communication, both written and verbal
  • Time management skills
  • Team leadership skills
  • Analytical and data handling skills

All of these are transferable or soft skills, which you can use in any job role. You’ll also need to learn specific skills relating to the role you want.

For example, if you want to work in restaurant management, you should aim to build culinary skills alongside those listed above.

If you want to work in sales management, you should aim to develop skills in finance and marketing.

Why hospitality and tourism careers?

Working in hospitality and tourism can be a great career for people who want to challenge themselves, travel, be constantly learning and work in a truly global enterprise.

The sector is experiencing healthy growth and consumer enthusiasm for travel and new experiences is not likely to diminish. You can expect rewarding career prospects with the possibility of advancement.

There are roles to suit all talents, including front of house, food and beverage management, hotel manager, general manager and lots more.

If you want to embrace any of the roles on our hospitality job list, the most efficient route is to get a world-recognized hospitality degree that ensures you gain the skills and knowledge to succeed.

If you want to pursue any of these  hospitality careers , from hotel general manager to  becoming an event planner , getting a quality education can be the first and most essential step.

Photo credits Main image:  Thomas Barwick/DigitalVision via Getty Images

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Improving sustainability in tourism & hospitality

role of hospitality industry in tourism

H ospitality has been among the sectors hit hardest by COVID-19 shutdowns. But with travel beginning to return in parts of the world, many hotels are springing back to life.

The agenda for recovery cannot simply be about getting ‘back to normal,’ though. The travel market has changed—permanently. Leisure and business travelers alike have new priorities and needs. In both segments, sustainability is a bigger priority than ever before—especially but not only when it comes to carbon emissions.

Hospitality has a unique opportunity to take the lead on sustainability across all dimensions of ESG—environmental, social and governance—and build it into the core of the way the sector works. The industry players that thrive will be those who meet their customers’ demands for more sustainable travel options . Those who fall short risk being left behind.

Changing priorities, new opportunities

For many business travelers —a critical segment for many hospitality brands—the pandemic put an abrupt stop to their travel. Having been forced into an extended experiment with remote working and online meetings, many corporates are reconsidering their travel policies.

What’s more, businesses are under growing pressure to cut their emissions:

  • Their own customers expect it—as do politicians and regulators as the global momentum for a cleaner, greener economy grows.
  • For many corporations, their Scope 3 emissions—which include travel emissions—are a clear target for reductions.
  • Combined with the new emphasis on smart travel decisions and maximizing the benefits of every single trip, a rapid return to pre-pandemic levels of travel is unlikely.

When it comes to consumers, the key dynamic is a deep rethinking among consumers about what matters in life. Some 50% of consumers globally have reassessed what’s important to them as a result of the pandemic, according to Accenture’s Life Reimagined research among 25,000 people. Sustainability is high among their priorities. Consumers are increasingly ready to switch away from brands that don’t align with their values—but the research also suggests they’re increasingly prepared to pay a premium for those that do.

In the post-pandemic battle for market share, winning customer sentiment and loyalty increasingly means meeting the new expectations on sustainability.

role of hospitality industry in tourism

Destination sustainability

Can the sector afford sustainability.

Despite the rising importance of sustainability to both leisure and business travelers, some in the travel sector still struggle to make the business case for it. “Resources are limited—especially right now,” says Daniel Kowalewski, Managing Director at Accenture. “Companies are in a tight spot. They’re trying to be as prudent as they can.”

That is a real predicament when cashflow has been so disrupted by the pandemic. But the question should be less whether the sector can afford greater sustainability—and more whether it can afford to fall behind its customers’ evolving expectations. Recent Accenture research has found that 83% of 25- to 34-year-olds are willing to pay more for sustainable travel options. 1 Any hospitality business that struggles to align with its customers will find itself vulnerable to greener competitors.

And the return on investment for hotel decarbonization could be substantial, relatively quickly—one study found that such investments could yield internal returns of 38% after five years. 2

Investing in decarbonization

Some pro-sustainability switches can be made with minimal expense. India-based Chalet Hotels has committed to using 100% renewable energy by 2031. 3 “In a lot of countries, you can move to renewable electricity and it’s actually no more expensive than non-renewable electricity,” says Jesko Neuenburg, Managing Director and Global Travel & Aviation Sustainability Lead at Accenture.

The Sustainable Hospitality Alliance has calculated that hospitality needs to reduce per-room carbon emissions by at least 66% by 2030, and 90% by 2050, based on 2010 levels. 4 That level of decarbonization will require some investment—but the cost:benefit ratio is changing rapidly. With rising interest in green standards for hotels, and Google and Booking.com adding eco-certifications to search results, more and more customers are likely to make lower-carbon choices.

Responsible hospitality gets started

Some hospitality companies already have bold ESG strategies for tackling a wide range of priorities besides carbon emissions.

Waste is a key priority and food waste is particularly important:

bottles expected to stop going to landfills every year. By replacing single-use toiletry bottles in rooms with larger pump-topped bottles, Marriott International has made waste a key priority. 5

of Accor's generated waste and largest contributor to its biodiversity and water footprint comes from food—so it’s made food a priority in its latest sustainability strategy. 6

tons of food waste were diverted from landfills by MGM Resorts, repurposed into animal feed and converted into biofuel. 7

RELATED: Explore travel’s changing realities in The Guide digital travel magazine

Social impact—local communities

For the hospitality sector, impact on local communities is another critical dimension—especially in fragile natural ecosystems and in developing economies, where tourism can play a major economic role. Everyone suffers when unique destinations are damaged.

Hospitality also needs to engage closely with the communities where it operates. Supply chains are key. Procuring goods and services such as food locally can have a positive social impact—as well as cutting carbon emissions. Ensuring high labor standards is another priority. And global travel firms have a key role as local employers too, creating jobs and providing development opportunities in areas where they may otherwise be limited.

Positive social impact begins inside the business

Truly sustainable businesses don’t only take action to reduce and mitigate their external environmental impacts. They also take responsibility for their role as employers in addressing major social questions.

If employers don't act on today’s prominent social issues—be it increasing the number of women in leadership roles, reflecting racial and ethnic diversity or implementing fair labor standards in their supply chain—customers will quickly lose trust.

Hilton Hotels plans to achieve gender parity in its leadership roles globally by 2027 and increase ethnic diversity among its US leadership roles to 25%. 8 Its approach has earned it the number one spot on DiversityInc’s 2021 Top 50 Companies for Diversity list. 9

Social impact also extends to the sector’s critical role in the fight against human trafficking. Progress has been made on this issue in recent years: It needs to remain a priority. Marriott International, for instance, launched an enhanced version of its human-trafficking awareness training in July 2021, to help its people recognize and respond to the warning signs. 10

Decarbonization target corridors

Pandemic recovery, future growth and sustainability go hand in hand. There are two critical spheres for organizations to act in to meet changing customer demands and capture the opportunities of growth and a sustainable future.

The first is picking up the pace on decarbonization. A recent report from the World Travel & Tourism Council (WTTC) in collaboration with the UN Environment Programme (UNEP) and Accenture— A Net Zero Roadmap for Travel and Tourism —proposes a new roadmap framework for net zero. It sets out three different decarbonization target corridors, recognizing that some sectors will be able to move faster than others.

The first step is setting the right baselines and emission targets now for 2030 and 2050 goals. That needs to be followed by monitoring and reporting on progress.

The report also proposes collaboration within and across industries—a rich opportunity for hospitality businesses as a part of the broader travel industry , and for collaboration with local partners wherever they operate.

role of hospitality industry in tourism

A net zero roadmap for travel & tourism

Building sustainability into hospitality’s dna.

Hospitality companies need to be strategic about sustainability—and to do that they need to understand why it is so important. “What’s frequently missing is the why,” says Andrew Maliszewski, Business Strategy Senior Manager at Accenture.

To truly understand those business drivers and how they can be translated into an effective sustainability strategy, Accenture has developed a new framework for Sustainability DNA . It identifies Five Elements of Sustainable Leadership and 21 management practices, systems and processes spanning all dimensions of sustainability—from improving conditions and creating inclusion for employees, to building a learning culture and engaging in the development of local learning ecosystems.

As many hospitality brands operate a franchise-based business model, it’s vital that brands and owners work together closely as they adopt the Sustainability DNA framework.

The sustainability opportunity

The landscape for hospitality has changed permanently. The sector has a unique opportunity to lead the way on sustainability as it gets back to growth.

The benefits for hospitality are clear: aligning with consumers’ values and desire to be able to travel sustainably ; winning back business travelers as corporates bear down on their carbon emissions; capitalizing on the growing willingness of consumers to pay a little more for sustainability; and playing its part in the global effort to limit temperature rises and avoid catastrophic climate change.

Thriving in the new world means putting sustainability at the heart of your strategy for recovery.

For more on how hospitality can get back to growth more sustainably than ever—and our model for Sustainability DNA—read the full report: Mapping the Road Ahead: How can travel companies achieve a sustainable recovery?


1 Accenture Traveler Sustainability Preferences Survey, August 2021

2 Transforming Existing Hotels to Net Zero Carbon

3 Chalet Hotels becomes first hospitality company globally to join Climate Group's RE100, EP100 and EV100 initiatives

4 Global Hotel Decarbonisation Report

5 Marriott International To Eliminate Single-Use Shower Toiletry Bottles From Properties Worldwide, Expanding Successful 2018 Initiative

6 With Planet 21, Accor aims to provide a positive hospitality experience

7 Did The Pandemic Sabotage Hotel Sustainability Trends?

8 Hilton Sets Leadership Diversity Goals Ahead of Hotels Jobs Revival

9 Hilton Ranked #1 on DiversityInc’s Top 50 Companies for Diversity List

10 Marriott International Launches Enhanced Human Trafficking Awareness Training

role of hospitality industry in tourism

Managing Director – Global Travel & Aviation Sustainability Lead

Jesko is leading Accenture’s global travel sustainability center of excellence.

role of hospitality industry in tourism

Managing Director – Travel Industry, North America

Results-driven executive with over 20 years of experience focused on revenue management, pricing and strategy formulation.


role of hospitality industry in tourism

Shaping the sustainable organization

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The Guide: Travel industry magazine

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Delivering responsible travel

Related capabilities, becoming a sustainable travel company.

We help travel companies act effectively on ESG goals to achieve a sustainable recovery.

Sustainability services

We help organizations embed sustainability into every area of their businesses so they can create new sources of value—and deliver on their values.

Travel consulting

Accenture helps travel companies outmaneuver uncertainty in a new era of travel.

Frequently asked questions

What are the benefits of sustainable tourism and hospitality.

The landscape for hospitality has changed permanently. The sector has a unique opportunity to lead the way on sustainability as it gets back to growth. The benefits for tourism and hospitality are clear: aligning with consumers’ values and desire to be able to travel sustainably; winning back business travelers as corporates bear down on their carbon emissions; capitalizing on the growing willingness of consumers to pay a little more for sustainability; and playing its part in the global effort to limit temperature rises and avoid catastrophic climate change. Thriving in the new world means putting sustainability at the heart of your strategy for recovery.

How can hotels be more sustainable?

Hospitality has a unique opportunity to take the lead on sustainability across all dimensions of ESG—environmental, social and governance—and build it into the core of sector operations. The industry players that thrive will be those who meet their customers’ demands for more sustainable travel options. Those who fall short risk being left behind. Research by the Sustainable Hospitality Alliance has found that hotels need to reduce carbon emissions by at least 66% per room by 2030, and by 90% by 2050, compared with 2010 levels, to keep pace with the 2°C cap set out in the Paris Climate Agreement. Improving building efficiency will need upfront investment, but the cost: benefit calculation is changing. One study has found that decarbonizing hotels could yield internal returns of about 38% after five years. With rising interest in green standards for hotels and the addition of eco-certifications to search results, more and more customers are likely to make lower-carbon choices.

What are the main environmental impacts of the hospitality industry?

Of all the challenges facing the travel and tourism industry as it becomes more sustainable, decarbonization is the biggest. Greenhouse gases related to travel are one of the most significant contributors to our environmental footprint, along with the electricity we use in our locations. Additionally, the travel industry’s impact on its stakeholders across the societies where it operates is significant—especially in many developing nations, where tourism plays a major economic role. Tackling environmental initiatives is not simply limited to energy sources, but also its social impact on communities. This includes ensuring high labor standards that advance diversity in the workplace, create sustainable supply chains, cut carbon emissions, and drive economic development opportunities.

Why is sustainability important in the hospitality industry?

The UN Global Compact and Accenture report published in November 2021, Climate Leadership in the Eleventh Hour, found that 73% of global CEOs feel increasing pressure to act on climate change. Fifty-seven percent are prioritizing action as part of their pandemic recovery. This explains why more than 5,000 businesses have joined the UN-backed Race to Zero, committing to achieving net-zero carbon emissions by 2050 without using offsets. More than 200 companies have signed the Climate Pledge to achieve net zero by 2040. That pressure on CEOs will not just change their companies’ operations—it will filter through to their supply chains. Leadership teams need to convert their organizations’ sustainability goals and values into behavioral change at all levels, which means building sustainability into the DNA of the organization.

English for Tourism and Hospitality Purposes

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  • Peshamini Munusamy 2 &
  • Narentheren Kaliappen 3  

Part of the book series: Springer International Handbooks of Education ((SIHE))

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The rapid development of the tourism and hospitality industries will directly impact the English language, the most widely used and spoken language in international tourism in the twenty-first century. English for tourism plays a vital role in providing quality service. Employees in the tourism and hospitality industries are fully aware of its significance and must have a good command of English in their workplace. This chapter is split into two sections. The first section provides a brief overview of tourism and hospitality practices as they are commonly observed, and readers will be introduced to the nature of tourism and hospitality. The second section introduces readers to basic communicative skills in hosting and visiting a variety of private and commercial service providers. The chapter’s goal is to provide readers with basic English communicative skills in the hospitality industry (hotels, restaurants, information centers, and travel agencies) and to educate them on proper host-guest behaviors and how to be good hosts and guests. In terms of international tourism and hospitality, English will pave the way for tourism and hospitality employees to adequately meet their professional linguistic requirements, ultimately improving the quality of service in international tourism. Finally, this chapter also highlighted the role of universities in preparing future talents with English proficiency for the tourism and hospitality sectors.

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Abdul Zalil, N. A., & Lim, S. P. (2022). English language in tourism industry: A scoping review. Asian Pendidikan, 2 (2), 26–33. https://doi.org/10.53797/aspen.v2i2.3.2022

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School of Languages, Civilization & Philosophy, College of Arts and Science, Universiti Utara Malaysia, Sintok, Malaysia

Peshamini Munusamy

School of International Studies, College of Law, Government & International Studies, Universiti Utara Malaysia, Sintok, Malaysia

Narentheren Kaliappen

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Correspondence to Peshamini Munusamy .

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Dept. of Commerce and Management, University of Kota, Kota, Rajasthan, India

Anukrati Sharma

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Munusamy, P., Kaliappen, N. (2024). English for Tourism and Hospitality Purposes. In: Sharma, A. (eds) International Handbook of Skill, Education, Learning, and Research Development in Tourism and Hospitality. Springer International Handbooks of Education. Springer, Singapore. https://doi.org/10.1007/978-981-99-3895-7_18-1

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DOI : https://doi.org/10.1007/978-981-99-3895-7_18-1

Received : 04 August 2023

Accepted : 07 August 2023

Published : 26 October 2023

Publisher Name : Springer, Singapore

Print ISBN : 978-981-99-3895-7

Online ISBN : 978-981-99-3895-7

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Economics & Investments

The role of hotel industry in medical & wellness tourism.

role of hospitality industry in tourism

Medical tourism or wellness tourism has been around for centuries, but its growth as a viable, mature industry is hastening in a manner similar to the expansion the hotel industry experienced from the 1950s to the 1980s.

Propagated in 1950s and 1960s, hotel systems reached maturation in the late 1970s, becoming an efficient and differential industry in management systems, marketing, finance and accounting, measurement, benchmarking, and disciplined in operations (Steve Rushmore).

In this paper we address the crucial role that the hotel industry can play in complementing medical tourism’s positive developments. ‍

In the U.S., national and regional hotel & lodging professional associations emerged in early 1900s, mainly to protect lodging industry against fraud, and paralleled the growth of the 1970s to offer a wide breadth of promotional and educational programs, as well as legislative support (AH&LA).

Today, many medical tourism companies and health clusters are instituted around the world to aid the development and standardization of the industry. The American Medical Association is taking the lead, partnering with universities and frontrunners to deliver education and certification, promote best practices, and spearhead evolution. ‍

What does the future looks like?

Our prediction is that medical tourism will mature even faster than the three decades that culminated in the rise of hotel industry, mainly due to today’s sophistication in operations, system design, brand strategies, technology, and so forth.

However, maturation of medical/wellness tourism industry will not happen on its own merits, since this industry relies heavily on many players and in some cases, an entire community. For that reason alone, medical tourism will face many more challenges, than more defined tourism segments like timeshares and theme parks. ‍

Why hotel accommodations are a crucial part of the medical tourism and wellness industry?

Hotel/lodging industry partnership is one small, yet critical piece of the development of several segments of the tourism industry. A case in point, the U.S. timeshare industry that commenced nearly 30 years ago (Randall S., Upchurch & Kurt Gruber) only realized widespread success when major hotel chains, such as Marriott and Hilton partnered with firms in the segment.

With their experience in brand development, customer loyalty, and significant resources including real estate brokers, large investors, and innovative mixed projects’ the industry’s evolution reached its status today. ‍

Let us begin with the Mayo Clinic’s community approach to overall patient experience and healthcare delivery. Mayo’s number one goal is: understand human needs, design services, products and business models to meet those needs.  (http://www.mayo.edu/center-for-innovation/what-we-do/mission-goals-and-approach). ‍

Obviously, patients and families traveling to receive healthcare have many needs. Some are tangibles, such as efficient transportation, lodging, foodservice, shopping, and tourist activities. The intangibles, the cornerstone of the hotel industry culture, encompass the experience during pre-departure, encounter, and post-departure. ‍

A well-balanced medical/wellness tourism destination must address almost all of the tangibles and intangibles, which is well beyond the scope of this paper. Therefore, we explore how the lodging industry can position itself to make its services available to medical/wellness tourists through:

1) supply of accommodations, ‍

2) convenient and efficient business models, and ‍

3) innovative design, amenities, and services . ‍

  • Supply: Hospitals and healthcare facilities need one another more than ever before. Cost pressures force hospitals to discharge patients in a timely fashion to hotels or homes nearby; demand for hospitality services within hospitals compel healthcare facilities to act more like hotels; and hotel companies see opportunities in building hotels near healthcare facilities. The interplay of these attractions makes a perfect marriage. Hotel industry’s appetite for building hotels near hospitals is further fueled by optimizing occupancy and financing needs: ‍
  • Occupancy: A study by Bruce Serlen (Hotel Business) stated that hotels near healthcare facilities achieved higher occupancy during 2007 recession. This statement has been amplified by many sources, such HVS. As a result, developers are more interested to build hotels near hospitals to create a recession proof facility. (Bruce Serlen, Hotel Business, 02/07/09, vol. 18, no.3) ‍
  • Financing: In a flat economy, both banks and hospitals are appropriately interested in financing such projects. Mark Laport, CEO of Raleigh, NC –based Concord Hospitality stated, “With U.S. new hotel development at a near standstill, one of the few niches where new properties continue to get built is the hospital-adjacent hotel market. Developers of these hotels can pitch financiers on their built-in customer base and, in many cases, make side agreements with lodging-starved hospitals that may procure assets such as free parking or below-market-cost land.” http://www.travelweekly.com/Travel-News/Hotel-News/Hospital-adjacent-hotels-get-built-amid-development-standstill/ ‍
  • Convenient and efficient business models: Lodging operators and healthcare facilities could integrate in at least in three ways. ‍
  • First, the most common model in the U.S. in which hotels and hospitals arrange memorandum of understanding (MoUs) to collaborate, sometimes in the form of providing discounted rates, transportation, concierge services, etc. ‍
  • Second, hotels and hospitals are housed together in the same building. Either the hospital devotes a few stories to patient/family rooms (University of Michigan’s Med Inn, Bumrungrad International Hospital of Thailand) or a major hotel allocates a floor or two to a wellness/medical care facility (Shilla Hotel, Seoul, South Korea). ‍
  • Third, hotel and hospital build a mixed project under the same ownership. These facilities are strategically situated to accommodate the hotel’s patient needs, the needs of their families, and needs of transient guests (Grand Resort Bad Ragaz, Switzerland). ‍

These models are already established around the world, we do not yet have enough research and analytics to verify the advantages and disadvantages that each model provides, as well as the specific needs of various patients and their families, and the economic viability of each of the models.

For now we wait and see what model will emerge that best matches the advantages of each destination and the needs of their customers. ‍

  • Innovative design, amenities, and services: While developers may rush to build hospital-adjacent hotels, we have not yet designed a brand that is optimal for medical/wellness tourism travelers. Many challenging issues remain that need further research. The most important of these are, building modifications, amenities modification, and service modifications. ‍
  • Building modifications: The lodging industry has not yet developed an efficient room design that can fully satisfy the needs of patients, business and leisure travelers. A hotel room resembling a hospital-room is, undoubtedly, less appealing to business or leisure customers yet must thoroughly accommodate ADA requirements by both removing architectural barriers, such as accessibility to all services including pool, sauna, etc., and providing auxiliary aids and telecommunication devises. Such an efficient design remains to be seen. Furthermore, entrances to facilities and guest movement within the property must be designed appropriately that are convenient for all target customers’ needs. ‍
  • Amenities modification: What are the most desirable amenities that patients must have? To my knowledge there is no valid data that considers the needs of all types of guests as well as customer preferences. Logically the following amenities seem smart, but are they? ‍
  • Adjustable beds ‍
  • Nurse call systems ‍
  • Bedside controls ‍
  • Individualized TVs ‍
  • Individually controlled air ‍
  • Bathroom amenities suitable for the needs of recovering patients ‍
  • Family needs, such as microwave, refrigerator, washing machines, etc. ‍
  • Service modifications: This is one of the most challenging factors that the hotel industry must face partnering with hospitals or wellness centers. Hotels are one of the most important touch points in a patient encounter phase.  To provide seamless services to all types of guests and particularly traveling patients, hotels must consider the following: ‍
  • Quick check-in process (e.g., at the airport) ‍
  • Efficient concierge ‍
  • Translators ‍
  • First aid training ‍
  • Prescription delivery ‍
  • Coordinators ‍
  • 24-hour room service ‍
  • Shopping services ‍
  • Shuttle services ‍
  • All-inclusive pricing ‍
  • Nursing and dietitian staff ‍

All of this requires substantial investment in staff training and recruitment activities. The majority of hotel employees are attracted to this industry without major background to deal with patient needs. Research is needed to explore the cost/effectiveness of such training efforts.

Additionally, we need to explore what type of employees will succeed in this segment? What characteristics are needed to model performance? What credentials are necessary? Finally, what services are a must have? ‍

In conclusion, though the industry, as a defined segment, appears more viable than ever before, there are many challenges ahead, among them, community engagement and partnerships, large financing requirements, management systems, distribution channels, legal issues, marketing and branding, standardization, and measurements/benchmarking. All these challenges provide many opportunities to all parties involved, which we hope to witness as other industries have achieved before us. ‍

About the Authors

Dr. Ali A. Poorani , Director Hospitality Associates for Research & Training (HART) is Associate Professor of Hospitality Leadership and Entrepreneurship at the Lerner College of Business & Economics, at the University of Delaware. [email protected].

Ryan Poorani is a Business Development Intern and Project Manger at Keck Medical Center of University of Southern California. He has also developed an outlet-wide training program for new employees to foster buy-in and improve new-employee satisfaction at the Ritz-Carton Hotel Company in Los Angeles, California. [email protected] .

Unveiling the Power of Social Media Marketing in Medical Tourism

Korea: turning the focus to an emerging global leader in medical tourism, exploring the surge of cosmetic tourism: trends and considerations in aesthetic procedures abroad, holistic healing: exploring integrative medicine and wellness retreats, meeting the surge: the growing demand for knee replacement surgeries and advances in the field, south korea, a medical tourism leader pioneering the future of medicine  , surgical solutions for obesity and weight management ~ a team effort, south korea ~ stepping into the spotlight in global healthcare, south africa ~ making great strides in healthcare, continue reading, the new silk road: deconstructing china's luxury healthcare market, the boomers are coming the boomers are coming, financial savings in medical tourism, featured reading, guide to choosing korea for medical travel, transforming healthcare through innovation: ceo spotlight interview with matthew a. love, medical tourism magazine.

The Medical Tourism Magazine (MTM), known as the “voice” of the medical tourism industry, provides members and key industry experts with the opportunity to share important developments, initiatives, themes, topics and trends that make the medical tourism industry the booming market it is today.

A new itinerary for the tourism industry

McKinsey spoke with more than 5,000 travelers across geographies and generations as part of a recently published survey  that reveals clear differences in behaviors, motivations, and expectations among a diverse set of tourists. On this episode of The McKinsey Podcast , McKinsey’s Margaux Constantin  and Jasperina de Vries speak with editorial director Roberta Fusaro about data that can help travel and tourism companies tailor their offerings and realize more bookings, higher satisfaction, and, ultimately, repeat visitors.

In our second segment, from our CEO Insights series , McKinsey senior partner Kurt Strovink  shares an approach to help CEOs connect with stakeholders—a relationship that’s prized but too often elusive.

This transcript has been edited for clarity and length.

The McKinsey Podcast is cohosted by Lucia Rahilly and Roberta Fusaro.

What motivates travelers to hit the road?

Roberta Fusaro: We’re here to talk about the way we travel today, specifically about a piece of research that McKinsey did with more than 5,000 travelers from China, Germany, the United Arab Emirates, the United Kingdom, and the United States.

We asked them about the motivations, behaviors, and expectations behind their travel experiences. One of the more interesting findings from the report is that travel isn’t just of “interest,” and I’m putting that word in air quotes. It’s becoming a priority for a range of consumers, including me. Margaux, why is this so?

Margaux Constantin: We clearly see that for people all over the world, travel has never been so top of mind . And that might be because of more than just the pandemic. About two-thirds of the people we interviewed said they’re more interested to travel than ever before.

If you take the younger generations, that number is even higher: 76 percent have never been so keen to travel. But that’s something that we’ve seen happening over the past decade, where there’s been a shift from spending on possessions to spending on experiences, particularly for the younger generations. Maybe the pandemic was a bit of a catalyst. But that really comes from a much longer cyclical trend in the industry.

Roberta Fusaro: What differences did you see among travelers of different ages? What matters most to Gen Z, for instance?

Jasperina de Vries: Gen Zers are interesting because travel has become a top priority for them. In fact, last year, millennials and Gen Zers took an average of nearly five trips versus less than four for Gen Xers and baby boomers.

The number-one consideration we clearly see for Gen Zers when selecting a destination is experiencing something new. For the younger generations, there’s a real draw toward using travel as a means to interact with different cultures and explore the unknown.

That makes international travel increasingly appealing for these younger generations. International travel feels more within reach for them. The cost has come down, especially with the abundance of low-cost airline seats. Travel has also become more convenient. It’s easy for them to get oriented in a destination before they travel. Mobile connectivity overseas has become cheaper. It’s easy to translate things when you get there.

Social media is also helping younger generations shape their ideas about faraway destinations when they’re thinking about their next trip. And 92 percent of younger travelers reported that they were influenced by social media, in that sense. Social media makes the world feel smaller and bigger at the same time.

Roberta Fusaro: What about Gen X and boomer travelers?

Jasperina de Vries: For the older generations, the number-one travel motivator is friends and family—to either visit them or travel with them. That motivator is put far ahead of visiting a new place or going to a place that everybody’s talking about.

Older generations are also very strategic about how they spend. Only 7 percent of the baby boomers we surveyed will go all out when they travel. But that doesn’t mean that they’re unwilling to spend, because baby boomers do spend three times more on travel than Gen Z.

They are willing to make their trip easy and convenient. They are willing to spend to make things less burdensome. They’re willing to travel in the offseason. They’re less likely to try and save by taking longer or connecting flights. And they are almost twice as likely as younger generations to cut expenses when needed, but they place emphasis on the quality of their accommodations.

Margaux Constantin: What’s interesting is that baby boomers spend three times more on travel than Gen Z. But Gen Z spends a much higher share of its disposable income on travel. That’s the big paradox here.

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The role of technology in travel.

Roberta Fusaro: How do different generations incorporate technology into their travel plans?

Margaux Constantin: What we see with older generations is quite a bit of fatigue with technology in the travel process and a feeling that if you’re not a digital native, the steps of traveling have become quite challenging. That may or may not be correlated with the fact that they tend to visit destinations they’re more familiar with, that they have been to already, rather than explore new destinations. So they can rely a bit less on those tools.

What that means is that travelers still like to have a digital and analytics-informed travel journey and travel process, but that doesn’t have to get in the way of human interaction. What we see with older generations is frustration that every site or attraction you try to go to now [involves] a machine that they’re struggling to interact with or to get the right information from. And that’s where some of the disconnect can happen.

Traveler priorities across different global markets

Roberta Fusaro: The survey also gets into some of the differences among travelers in different markets. We’re looking at travelers in China, the US, the Emirates, and some Europeans. What did you see there? What are travelers in different markets more or less likely to prioritize?

Margaux Constantin: What’s quite interesting here is despite the world becoming more globalized or feeling like it’s become more globalized, the differences in travel preferences across those markets remain really strong.

If you start with the Chinese travelers, they are changing a lot. There is still a very large chunk of that market that wants to prioritize these iconic travel experiences, these famous bucket list [trips]. About 69 percent of our Chinese respondents want that bucket-list-type holiday. For North American and European travelers, it’s only 20 percent.

At the same time, we also see in the Chinese market a real enthusiasm and passion, fueled by the pandemic, of rediscovering their domestic heritage and traveling much closer to home. We see the Chinese domestic-travel market growing at about 12 percent in the coming years and overtaking, very quickly, the United States as the world’s largest domestic-travel market.

If you compare this with travelers from the United Arab Emirates, there is also a strong preference, closer to the number of Chinese travelers, to visit iconic destinations. But what they’re really after are active, sport-heavy holidays—being outdoors, hiking, and doing some sort of exercise. On the other end, Europeans and North Americans are a lot more homogeneous in their preferences; 40 percent see their vacations as a way to just get away from it all, which is two times higher than the share of Chinese or UAE-based respondents. And, of course, the best way to get away from it all is the traditional beach holiday, which remains the top destination for those markets.

Seven traveler archetypes

Roberta Fusaro: As part of the research, you identified seven clusters of travelers, all of whom share a lot of the same attitudes and motivations toward travel. These include sun-and-beach travelers, culture-and-authenticity seekers, strategic spenders, trend-conscious travelers, cost-conscious travelers, premium travelers, and adventure seekers. Let’s tick through each and the preferences embedded within them.

Jasperina de Vries: This is my favorite topic for two reasons. One is that these personas are intriguing. And two, there’s an especially key insight for travel players on going to the next level of customer understanding or guest understanding, in a similar way as we’ve done here in the research.

We used machine learning to identify clusters of our respondents with similar behaviors and attitudes and then looked at the key differentiators between these groups. There are seven in total. One cluster is the culture-and-authenticity travelers. They love to sightsee, they prioritize new destinations, and they’re willing to spend on experiences.

That contrasts with, for example, the strategic spenders, who are very careful about splurging on experiences and who also try to save on accommodations and flights. Another one that I would highlight is the trend-conscious jet-setters, who are ready to spend and who are very attentive to recommendations from friends and social media. These travelers would prioritize the more iconic or popular destinations.

But a key learning for players in the sector is to use the data to better understand the exact traveler archetype that you are trying to attract and learn how to meet their needs.

And in this sector, companies don’t always interact with their guests every day, as they do in, say, retail. But, still, our clients are surprised by how much they do know about their customers and how much privileged insight they have. Our research was based on 5,000 respondents. But imagine it’s hundreds of thousands or even millions of customers you have touched and what you can learn from them.

Using data to tailor travel experiences

Roberta Fusaro: Let’s pretend I own a company that organizes travelers around large safari expeditions and sightseeing experiences. How could I use the information in this report to boost sales or engagement?

Jasperina de Vries: I hope that the research opens up the aperture for many players in the industry , like the safari provider, to think more deeply about the different pockets of demand out there and to build up their understanding of the pockets that they have not yet been specifically targeting.

And this is the other point: it’s important to build out the understanding of your customer base and, from that, think through how that allows you to adjust your marketing approach.

One of my clients, for example, is looking to increase direct bookings. That’s something that many of our listeners will try to pursue. What my client does is look at a cluster of guests that already has a high degree of direct bookings. That cluster is made up of relatively similar people, but there are also people in that cluster who do not yet book direct.

The good thing is they look like those who do. And it’s relatively easy to nudge them into the type of behavior that you would ideally see, which is booking direct versus booking through an OTA [online travel agency]. And you can do the same with upselling and cross-selling, for example. This is more straightforward than you think, and it’s driven by the customer data you have today.

It’s important to build out the understanding of your customer base and, from that, think through how that allows you to adjust your marketing approach. Jasperina de Vries

Margaux Constantin: Adding further to this notion of the travel safari company, and being a bit more focused on older generations, because they do spend more than younger generations. They spend three times more. But if you start thinking, “Maybe, there is a new market in the younger generations and Gen Z because they are willing to spend disproportionately on experiences.” Then you could engineer experiences for them. They might come on a low-cost flight, and they might stay in cheaper accommodations, but they will spend the $500 entrance fee to go gorilla tracking and have that experience.

There are these pockets of high willingness to spend. And that means you may also want to rethink your accommodation offering to be cheap without feeling cheap. It’s a lot about smaller rooms, shared rooms, but also high-quality shared spaces, high-quality open spaces, coworking spaces where people can mingle. We’re starting to see some players propose interesting things there.

Roberta Fusaro: How much of that is happening within the ecosystem?

Margaux Constantin: A lot of our clients are not sufficiently mining all the insights they have on what their travelers need. And there are so many more insights they could get. But a lot of our clients are also not sufficiently reactive or agile enough to act on those insights.

And so what you’re describing is an example of such an action. But it could also be to launch certain promotional packages, which is easier, or redo parts of your website, which is also easier. The translation to action remains slow.

It usually takes three years to build a hotel. In those three years, how do you keep evolving your builds to meet the evolving needs of your travelers or, at least, build things in a way that gives you enough agility once the property opens?

Jasperina de Vries: But, to your point, Roberta, in the ecosystem orchestration , we don’t see a lot of syncing up among players yet. But there is an increasing eagerness to grow tourism destinations, because folks are seeing that it’s important to build out full itineraries to make the most out of that first stay so that the traveler takes away a positive experience and goes back home and talks about it. It’s important for growing markets to build everything out in sync. And we see a lot of eagerness among stakeholders to get there. It’s easier said than done, of course.

New opportunities

Roberta Fusaro: Are new businesses  springing up out of this renewed zest for travel?

Jasperina de Vries: For this year, we expect that tourism will be a full 9 percent of global GDP. So it’s creating a lot of new economic activity. And there is a lot of opportunity for stakeholders who can cater to the preferences of new travelers.

Roberta Fusaro: Some travel companies  struggle with their data strategies. If you’re somewhere in the middle of the journey with your data strategy, are there things that you can do right now to start to understand customers better?

Jasperina de Vries: Hospitality clients are surprised by how much they can do with the data and privileged insights they already have as first parties versus intermediaries. For example, we helped one company build out something basic to start with: sending out three types of messages to customers based on a best guess of their propensity to travel to a particular destination.

We sent one set of customers an email about news from that destination and included a convenient travel offer for them. The second group we wanted to convince, so we sent them an email before their next estimated travel date and included a more price-sensitive offer. And for the third group of customers, who we think might not be highly likely to travel but who could be tempted, we tried to attract them with a special offer.

So this is not about building out a full set of email journeys and cross-channel journeys. This can start really small and still be effective.

Memorializing trips through social media

Roberta Fusaro: Jasperina, you’d mentioned the use of social media among Gen Z travelers. I’m curious about this idea of memorializing the travel experience and how providers and players in the tourism ecosystem could think about that differently.

Margaux Constantin: In our research, we see that more than 70 percent of travelers say they’ve posted photos of their vacation on social media in a very systematic way. And, of course, for younger generations, that share is north of 95 percent. It’s absolutely become the norm.

Then, if we go back to the times of even Ancient Greece, you will find various ways of capturing travel memories in some shape or form. As we mentioned earlier, more than 90 percent of Gen Z travelers will be influenced by social media posts when deciding to visit a certain place, especially posts they see from friends and families or from celebrities they trust.

That creates several opportunities for the industry. Definitely, everything related to social media  strategy, influencer strategy, encouraging folks who come to visit to repost about the hotel, repost about the attraction, repost about the destination, is key, given how big this is in the consideration funnel of travelers.

But this is also creating opportunities for new businesses to emerge in this space of journaling, if you like. And we see microblogging platforms trying to give travelers a different way of sharing with friends and family outside of the traditional social media platforms, which is also interesting.

Roberta Fusaro: I’m feeling bad for the seaside sketch artist who you would walk up to, and they would sit there with their pen . . .

Margaux Constantin: Actually, that one, probably, has never been a bigger celebrity. There is so much they can do on social media, even if they have limited drawing skills. There’s a big career as an actor in that space.

The impact of gen AI

Roberta Fusaro: Jasperina, you mentioned the use of generative AI [gen AI] on the back end of travel experiences. Are there other applications of gen AI that you could see going forward?

Jasperina de Vries: We saw in the survey that about a quarter of travelers have tried using AI or gen AI to plan a trip, and 80 percent said that they would be interested in trying to use AI or gen AI to plan a trip. So, there’s an expectation that the use will grow.

We also see that the first versions of gen-AI-based travel planners  can only do so much. So this is definitely an evolving space that still needs time. But it is quickly evolving.

And we talked about some of the use cases there. The gen AI piece that can come in is, for example, about making it easier to create marketing content. Going forward, we should also be mindful of the role that AI and technology plays and the implication it has on the workforce.

What we continue to see for hospitality and tourism is if there’s one sector where the human touch and the tech enablement of that remains so important, it’s hospitality because this is a moment in time for all travelers, where they are keen to experience something new and they also want to be taken care of. And so we expect that frontline staff, travel advisers, et cetera, will continue to have an important role in that travel or booking experience , empowered by technology.

If there’s one sector where the human touch and the tech enablement of that remains so important, it’s hospitality because this is a moment in time for all travelers, where they are keen to experience something new and they also want to be taken care of. Jasperina de Vries

Destination overload

Roberta Fusaro: We’ve been talking a lot about growth in the market. Is there something that the service providers or players in the tourism ecosystem have to be aware of, given all this fast growth?

Margaux Constantin: The growth is not very evenly spread. What we tend to see is if you take the 15 destinations today that have the highest concentration of visitors per square kilometer, these are also the destinations that I expect to see the fastest growth of visitors in the coming years, so anything leading to 2030 from 20 percent further growth, all the way to 86 percent for places like Marrakesh and Morocco.

At the same time, travelers say that when there’s just a bit too much of a crowd, it has a highly negative impact on their travel. Seventy percent of our respondents mentioned negative experiences related to overcrowding in their travel in the last 12 months.

So as we grow, we really need to put in place the right measures and be very thoughtful  about how we ensure that visitors have the best travel experiences they can—whether it’s in more rural, quiet areas, but also in some of the most visited places—and really keeping that strong visitor experience.

Why CEOs must connect with stakeholders

Lucia Rahilly: Next up, senior partner Kurt Strovink says CEOs understand the importance of connecting with stakeholders, but too few know how to do it.

Laurel Moglen: Stakeholders, like investors, customers, the media, and employees, all want to hear from CEOs on a wide range of issues. Kurt, through your conversations with CEOs, how important is it for CEOs to engage with the public?

Kurt Strovink: It’s very important, and it’s becoming more important as time goes on. Communications and stakeholder engagement is one aspect that many CEOs are less prepared for, relative to what it takes. It’s not something they’ve necessarily encountered in previous roles before becoming CEO. And the enormity of the number of stakeholders, the balance between them, and how to manage and negotiate this is something that I think dawns on new CEOs quite quickly.

Our own research suggests that 58 percent of CEOs think that external affairs is a top priority for them. But only 12 percent feel that they’re handling it really well. I would also say some of the leading CEOs, those who have become skilled at being a CEO over time and some of who we’ve profiled in our book CEO Excellence , have also drawn attention to this priority. 1 Carolyn Dewar, Scott Keller, and Vikram Malhotra, CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest , New York: NY, Scribner 2022.

Satya Nadella, the CEO of Microsoft, has talked about how important it is to be able to manage multiple constituents in the world—team members, employees, customers, governments. As a CEO, you need to create that sort of continuous balance between multiple constituents.

Laurel Moglen: What’s the best way for leadership to adapt to this priority?

Kurt Strovink: In terms of how to adjust to this priority, we’ve tried to synthesize our perspectives into an approach called EDGE. It’s an acronym that encompasses four ideas for CEOs to understand what’s important.

The first idea is expanded . CEOs must think about themselves as a bridge to the outside world. They must recognize that they’re kind of public in all their comments at all moments. That’s a different mentality than thinking about yourself as a personal leader inside of a company, where your words won’t travel as far.

The second idea is distinctive , by which we mean do only what the CEO can do or try to think about those things that can’t be delegated. There are many things that you can have other people do on your behalf, but some of the communication needs to be from the CEO seat itself.

The third idea is growth oriented . Some of the best communicators and stakeholder balancers think a lot about growth in their communications. It’s something that’s ever present in the way that they interact with the outside world. It’s part of how they emphasize the upside of their companies, their contribution to the world.

The fourth and final idea is engagement . This means going beyond influencing stakeholders to try to truly inhabit the mindsets that they have, meet them on their own terms, and work from there.

This is one way to think about four important best practices that we think of in the context of communications with different constituent groups and to adapt to them.

Laurel Moglen: As leaders incorporate all that EDGE means into their communications platforms, what strategies have you seen work for them?

Kurt Strovink: I have seen a few strategies that work for CEOs and a few markers for progress as CEOs, who become more excellent on this dimension. I often will observe a CEO’s narrative itself—the way they talk about what they’re doing, what they’re here to do, what their company’s purpose is, how they engage their own employees—and I will listen for how proprietary that vocabulary is and how authentic it is to them. And we often find that CEOs who become skilled at this will have certain terms that they put more weight into, certain things that become meaningful. So this idea of the singular narrative with proprietary language is hard to encourage anybody to do, but we notice it as a distinctive strength.

I also find that CEOs need creative ways to enrich this narrative over time, to have it take in additional elements of what happens around them. They must repeat this narrative, sometimes more than they’d like to in different settings. They should find energy and enthusiasm and vitality in doing that authentically. It’s very important to see yourself as a real communicator of this message in broadcast and in narrowcast forms. The former CEO of US Bancorp, Richard Davis, said the holy grail for him was to have 12 people on a management team who were equal voices and equal storytellers.

What that means is that there are people who can speak for the team, for the company, not just for themselves. Sometimes, you see CEOs who develop enough of a narrative that they get another dozen people on their management team to really make it theirs and sound similar themes.

These CEOs create propagation that’s much greater inside the company and outside the company because they have other people and their management team who are fully resonant with those messages.

One last thing that I’ll share from our work with CEOs is what we call the four Ws: “who” “why,” “what,” and “when.”

You have to think about “Who you are?” or “Who do you want to be?” You’re really thinking about the identity of the organization separate from the initiatives and activities that are under way.

You also have to think about the why. “Why is it there?”

This gets us to the what. “What is the purpose?” or “What’s a larger mission that motivates?” This leads you to think about the series of things you’re doing. And that ladders down into many aspects of strategy, initiatives, and the like.

Lastly, you think about the timing, the execution of the plans, which is summarized by the when.

But I do see a failure mode in CEOs. They’re very good about the what and the when, though maybe not as thoughtful as they could be about the who and the why.

And in self-propelled organizations, especially organizations of high talent, there’s tremendous latent potential in deeper dialogues about the “who” and the “why.”

I would encourage all CEOs to think about all four Ws evenly as they think about building some of these messages, these narratives of meaning, and as they chart the course to figure out what they’re solving for with so many different constituencies.

Kurt Strovink is a senior partner in McKinsey’s New York office, Margaux Constantin is a partner in the Dubai office, and Jasperina de Vries is an associate partner in the Amsterdam office. Lucia Rahilly is the global editorial director of McKinsey Global Publishing and is based in the New York office, and Roberta Fusaro is an editorial director in the Boston office.

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role of hospitality industry in tourism

Career Advice

The role of tourism and hospitality in a country’s economy.

Did you know that every tenth job in the world is a result of the global tourism and hospitality industry? Many reports suggest that this global industry has a yearly economic turnover of more than $7.6 trillion!

The tourism and hospitality industry will contribute significantly towards every country’s economy. For naturally beautiful locations like Switzerland and parts of Germany, the sector acts as life support by bringing in more jobs and revenue. The commercial activities associated with the industry like such as travel also create further employment for locals.

For anyone interested in a hospitality career, it can be interesting to learn more about the role of tourism in economic development before you pursue this industry. Keep reading to further explore the role of tourism in the development of the national economy.

  •   It acts as a good source of local and national employment

The most significant contribution of the tourism and hospitality industry in any country or region is the immediate creation of new jobs. When people travel abroad, they want to visit places of natural beauty or historic significance. This creates new job opportunities like tour planners and operators, site visit guides and travel consultants.

The German hospitality industry is a great example here. As per a Statista report, the national hospitality industry created more than 3,144,000 direct jobs and 2,172,000 indirect jobs in Germany in 2017.

The tourism contribution to economic development can’t be ignored either. The tourism industry’s revenue helps the government build the necessary infrastructure like bridges and rail-lines, which furthers the development of those regions.

  •   It acts as a boost for local industries

By increasing the amount of footfall into a country, the tourism sector also boosts other industries. The local service sector such as food production, automobiles or catering companies can also benefit from an increased number of tourists.

A German government report published in 2014 suggested that the local logistics and vehicle repair services in major German cities like Berlin benefited greatly from the increase in the number of tourists that year.

  •   It brings in useful foreign exchange

When foreign nationals visit a country, they bring in much-needed foreign exchange that strengthens the host country’s financial reserves. A well-developed tourism sector can bring in significant foreign exchange earnings throughout the year. Apart from this, the tourism industry also helps promote direct foreign investment in local tourist spots which further benefit the local economies.

According to CEIC data, Germany’s tourism sector brought foreign exchange earnings to $41 million in 2019.

  •   It brings in capital to preserve the local art and culture

The tourism sector also helps preserve the rich art, history and cultural aspects of a country. The people visiting from different parts of the world are educated about important tourist locations’ as well as their cultural and historical significance. This, in turn, spreads awareness about the need to protect them for future generations.

A 2007 Research Gate paper on German cultural heritage discovered that the country had witnessed an increased number of tourists due to cultural tourism in the country. In turn, the increased footfall further spread awareness about the cultural sites in Germany and the importance of their preservation.

Want to make your own footprint in the highly dynamic global hospitality industry? The MA in International Tourism, Hospitality and Event Management from the Berlin School of Business and Innovation (BSBI) can help you do that!

The programme can broaden your understanding of the sector and give you highly specialised skills to work in this industry. You will also cover essential concepts of business strategy, cross-cultural leadership and operations management and learn how to apply them in the hospitality sector. You will also explore the role of tourism and hospitality in economic development of a country.

The master’s programme is tailored to prepare you for management and leadership positions in the hospitality or event management industry. The degree is awarded in partnership with the prestigious Universita Telematica Internazionale UNINETTUNO.

You can explore the programme features in detail by visiting the BSBI website.

This article was written by Sweha Hazari.

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Tourism Beast

Important global organizations in Tourism and Hospitality

International Travel, Tourism and Hospitality organizations play a major role in advancing the development through the interests of the industry. They provide forums for discussions of common issues, lobby for industry causes, especially those which promote the industry’s interests, and allow members from different parts of the world to network and learn from one another. Nearly all organizations are involved in doing research, providing marketing services and training schemes that are most cost effective when done jointly under an umbrella organization.

  • United Nation World Tourism Organization (UNWTO).

The World Tourism Organization (UNWTO) is the United Nations agency responsible for the promotion of responsible, sustainable and universally accessible tourism. As the leading international organization in the field of tourism, UNWTO promotes tourism as a driver of economic growth, inclusive developmentandenvironmental sustainability and offers leadership and support to the sector in advancing knowledge and tourism policies worldwide.

The UNWTO encourages the implementation of the Global Code of Ethics for

Tourism, to maximize tourism’s socio-economic contribution while minimizing its possible negative impacts, and is committed to promoting tourism as an instrument in achieving the Sustainable Development Goals (SDGs), geared towards reducing poverty and fostering sustainable development worldwide.

1.1 Functioning of UNWTO.

The Secretariat is led by Secretary-General Taleb Rifai of Jordan, who supervises about 110 full-time staff at UNWTO’s Madrid Headquarters. The General Assembly is the principal gathering of the World Tourism Organization. It meets every two years to approve the budget and programme of work and to debate topics of vital importance to the tourism sector.  The UNWTO has six regional commissions-Africa, the Americas,

East Asia and the Pacific, Europe, the Middle East and South Asia.    The Executive Council is UNWTO’s governing board, responsible for ensuring that the Organization carries out its work and adheres to its budget.   As host country of UNWTO´s Headquarters, Spain has a permanent seat on the Executive Council.   

Specialized committees of UNWTO Members advise on management and programme content. These include: the Programme and Budget Committee, the Committee on Statistics and the Ttourism Satellite Account, the Committee on Tourism and Competitiveness, the Committee on Tourism and Sustainability, the World

Committee on Tourism Ethics and the Committee for the Review of Applications for Affiliate Membership. 

  • World Travel and Tourism Council (WTTC).  

 The World Travel & Tourism Council (WTTC) was formed in 1991 by a group of Travel & Tourism CEOs to study the sector’s contribution to economies and job creation.  WTTC is the only global body that brings together all major players in the Travel & Tourism sector (airlines, hotels, cruise, car rental, travel agencies, tour operators, GDS, and technology), enabling them to speak with One Voice to governments and international bodies. 

The WTTC uses empirical evidence to promote awareness of Travel & Tourism’s economic contribution; to expand markets in harmony with the environment; and to reduce barriers to growth. It is important that WTTC has the broadest geographical representation and includes all aspects of the sector, including organizations that provide vital services to Travel & Tourism. With Chief Executives of over 140 of the world’s leading Travel & Tourism companies as its members, the WTTC has a unique mandate and overview on all matters related to Travel & Tourism. 

The body advocates partnership between the public and private sectors, delivering results that match the needs of economies, local and regional authorities, and local communities, with those of business, based on: Governments recognizing Travel & Tourism as a top priority business balancing economics with people, culture and environment a shared pursuit of long-term growth and prosperity.

2.1 Research of WTTC.

  • Policy Research .  A range of other research projects focused on issues impacting the Travel & Tourism sector, related to the three strategic priorities of Freedom to Travel, Policies for Growth, and Tourism for Tomorrow.  
  • International Air Transport Association (IATA).

The International Air Transport Association (IATA) is the trade association for the world’s airlines, representing some 265 airlines or 83% of total air traffic.  IATA was founded in Havana, Cuba, on 19 April 1945. It is the prime platform for inter-airline cooperation in promoting safe, reliable, secure and economical air services for the benefit of the world’s consumers. The international scheduled air transport industry is more than 100 times larger than it was in 1945.  IATA is led by Alexandre de Juniac, Director General & CEO since September 2016.

At its founding, IATA had 57 members from 31 nations, mostly in Europe and North America. Today it has some 265 members from 117 nations in every part of the globe. The IATA is the successor to the International Air Traffic Association, founded in

The Hague in 1919 – the year of the world’s first international scheduled services.  In April 2017, IATA celebrated 72 years of flying.   

  • With over 60 offices worldwide, IATA maintains relationships with governments and other industry stakeholders around the world, advocating on behalf of its members on key industry issues
  • Vision. To be the force for value creation and innovation driving a safe, secure and profitable air transport industry that sustainably connects and enriches our world.
  • Mission. IATA’s mission is to represent, lead, and serve the airline industry.
  • Representing the Airline Industry.

The IATA improves understanding of the air transport industry among decision makers and increases awareness of the benefits that aviation brings to national and global economies. Advocating for the interests of airlines across the globe and stopping unreasonable rules and charges, holding regulators and governments to account, and striving for sensible regulation are four important activities. 

  IATA helps airlines to operate safely, securely, efficiently, and economically under clearly defined rules. Professional support is provided to all industry stakeholders with a wide range of products and expert services.

  • IATA Members.

From 57 founding members in 1945, IATA now represents some 265 airlines in over 117 countries. Carrying 83% of the world’s air traffic, IATA members include the world’s leading passenger and cargo airlines. IATA membership is open to airlines operating scheduled and non-scheduled air services that maintain an IATA Operational Safety Audit (IOSA) registration.

  • IATA Airline Membership Benefits.

Increasing Communication.

  • The IATA Annual General Meeting and World Air Transport Summit bring together representatives from leading international airlines
  • IATA helps members gain influence with the travel agent community through the IATA Agency Program  

Providing Key Commercial Services & Training.

  • IATA programs help to strengthen the capabilities of aviation industry professionals
  • IATA members can receive discounts up to 30% on a number of IATA publications
  • International Civil Aviation Organization (ICAO).

The International Civil Aviation Organization (ICAO) is a UN specialized agency, established by States in 1944 to manage the administration and governance of the Convention on International Civil Aviation (Chicago Convention).

ICAO works with the Convention’s 191 Member States and industry groups to reach consensus on international civil aviation Standards and Recommended Practices (SARPs) and policies in support of a safe, efficient, secure, economically sustainable and environmentally responsible civil aviation sector. These SARPs and policies are used by ICAO Member States to ensure that their local civil aviation operations and regulations conform to global norms, which in turn permits more than 100,000 daily flights in aviation’s global network to operate safely and reliably in every region of the world.

In addition to its core work resolving consensus-driven international SARPs and policies among its Member States and industry, and among many other priorities and programmes, ICAO also coordinates assistance and capacity building for States in support of numerous aviation development objectives; produces global plans to coordinate multilateral strategic progress for safety and air navigation; monitors and reports on numerous air transport sector performance metrics; and audits States’ civil aviation oversight capabilities in the areas of safety and security.

  • Vision. Achieve the sustainable growth of the global civil aviation system.
  • Mission. To serve as the global forum of States for international civil aviation.  ICAO develops policies and Standards, undertakes compliance audits, performs studies and analyses, provides assistance and builds aviation capacity through many other activities and the cooperation of its Member States and stakeholders.
  • How ICAO Develops Standards.

The establishment and maintenance of international Standards and Recommended Practices (SARPs), as well as Procedures for Air Navigation (PANS), are fundamental tenets of the Convention on International Civil Aviation (Chicago Convention) and a core aspect of ICAO’s mission and role.

SARPs and PANS are critical to ICAO Member States and other stakeholders, given that they provide the fundamental basis for harmonized global aviation safety and efficiency in the air and on the ground, the worldwide standardization of functional and performance requirements of air navigation facilities and services, and the orderly development of air transport.

The development of SARPs and PANS follows a structured, transparent and multi-staged process – often known as the ICAO “amendment process” or “standardsmaking process” – involving a number of technical and non-technical bodies which are either within the Organization or closely associated with ICAO.

Typically, it takes approximately two years for an initial proposal for a new or improved Standard, Recommended Practice or procedure to be formally adopted or approved for inclusion in an Annex or PANS. Occasionally, this timescale can be expanded or compressed depending on the nature and priority of the proposal under consideration.

  • United Federations of Travel Agents’ Associations (UFTAA).

In the 1960s at the dawn of mass tourism, a few tourism professionals with great foresight saw the need of a global umbrella organization for the travel agency industry. By merger of Fédération internationale des agencies de voyages (FIAV) and Universal Organization of Travel Agents’ Associations (UOTAA), the Universal Federation of Travel Agents ‘Associations (UFTAA) was formed on November 22nd 1966 in Rome. Its first President was an Italian, Giuliano Magnoni, later followed by 24 leading personalities from all parts of the world. The federation was later renamed United Federation of Travel Agents´ Associations, still known under the same well-established acronym UFTAA.

As a globally recognized body UFTAA is the longest established negotiating partner with the leading travel and tourism organizations in the world. Of a special importance is the close co-operation with IATA, representing the interest of individual travel agents and as a partner in the IATA-UFTAA Training Programme. Two other organizations with close relationship are the International Hotel and Restaurant Association (IH&RA) and the International Road Union (IRU). Also in areas which are more distanced from the daily worries of travel agents has UFTAA actively been and still is a spokes-person for the agent´s interest. Particularly worth mentioning are the World Tourism Organization (UNWTO) through its Affiliate Member Programme and at various occasions the World Health Organization (WHO), UNESCO, International Chamber of Commerce (ICC), International Forum of Travel and Tourism Advocates (IFTTA) and many more. The high-level contacts have enable UFTAA to assist national associations in their contacts with authorities and also to help individual agencies.

Through its history UFTAA has been a faithful, active and neutral advocate for all associations and independent travel agencies, irrespective of size and location. In the competitive environment of today a neutral umbrella organization like UFTAA is needed more than ever before to defend and promote the interests of travel agencies in their professional work on behalf and for the travelling consumers.

UFTAA gets ready to celebrate its 50 years of successful contribution to the Travel & Tourism Industry. UFTAA offers to its membership the valuable opportunity to be involved with UFTAA’s networking global platform in order to support good health of travel and tourism industry. UFTAA encourages associations; organizations; institutions and individual member agencies in Travel, Tourism and Hospitality industry to get connected via UFTAA. 

5.1 Mission.

UFTAA’s mission is to be an international forum where matters affecting the world travel industry are addressed, representing and defending the interests of incoming and outgoing tour operators, travel and tourism agencies before the governmental bodies, suppliers and other entities of international scope. It also aims at strengthening its members’ image and enhances the world travel and tourism industry and a sustainable tourism.

5.2 Functions of UFTAA.

To comply with its mission, the Confederation develops the following functions:

  • To unite and consolidate the Federations of Travel Agents’ National Associations and to globally enhance the   interests of their members      
  • To represent the travel agents’ activities before various world-wide bodies, governmental authorities and suppliers 
  • To work towards the adoption of measures that will ease travel for the consumer and to offer services to its member federations 
  • To offer, as a voluntary mechanism, an arbitration service which assists in solving conflicts resulting from commercial relations for which amicable settlement cannot be reached   
  • To organize a world congress of travel agents and other meetings necessary to the exchange and transmission of knowledge.
  • International and Hotel and Restaurant Association (IH&RA).

January 1869, 45 Hotelmen met together in Koblenz at Hotel Trier, Germany and decide to create an Alliance between them under the name of All Hotelmen Alliance (AHA) to defend their interest, and they start to grow and get organized. Hotels were from different standards.

April 1921 various Local European, African, Latin, American hotels association met together and decide to merge into a new international Association and it becomes International Hotels Alliance (IHA). 

November 1947, after the end of the second world war and the creation of the United Nations, Hoteliers from International Hotels Alliance met together with The European Aubergistes association and the Asian Innkeepers Association and decide to merge into a large International Association to defend the Private sector worldwide from

Governments, Public sectors, Military etc…and create International Hotels Association (IHA) in London.

The IH&RA is the only international trade association exclusively devoted to promoting and defending the interests of the hotel and restaurant industry worldwide. It is a non-profit organization and is officially recognized by the United Nations. IH&RA monitors and lobbies all international agencies on behalf of the hospitality industry

6.1  Who are its Members?

  • International, National and Regional Hotel and/or Restaurant Associations
  • International and National Hotel and/or Restaurant Chains 
  • Owners, Developers and Investors
  • Individual Hotels and Restaurants
  • Institutions of the Industry (hotel schools, educational centers, universities)
  • Students / Independent Hoteliers and Restaurateurs

6.2  What Does IH&RA Do?

  • Monitor issues that are raised by major international organizations involved in tourism.
  • Represent the collective industry interests before policy makers.
  • Lobby for better recognition of the hospitality industry worldwide.
  • Lobby against damaging or costly attempts to regulate the industry.
  • Create Global Councils around industry issues to debate positions & create solutions.
  • Listen to its members to ensure that all issues are addressed.
  • Plan a series of informative Council and Board meetings and an annual Congress.
  • Provide support where requested to lend weight to local and regional issue.

6.3  Advocacy

As the only international trade association devoted to protecting the interests of the global hospitality industry, the International Hotel & Restaurant Association’s role is to monitor, research, and where possible, preempt the passage of regulation and taxation at the international level when this is deemed to run contrary to industry interests. The representation work involved in doing this is termed “advocacy” , i.e. advocating or defending the interests of a specific sector before public (and sometimes private) sector decision-making bodies.

Why to Undertake Advocacy?

The Travel & Tourism explosion of the last three decades has focused government attention on the hospitality sector as never before, bringing in its wake a surge of new regulation and taxation. Although laws are enacted at national level, they frequently have their genesis in international agencies (principally those of the United Nations) which have seen their role and mandate expand exponentially in recent decades.

As a result advocacy (or lobbying) to promote and defend the hospitality industry’s interests has been repeatedly stressed by Chain and National Association Chief Executives within IH&RA as the activity that constitutes their major expectation of membership. As a membership-driven association and the “voice of the industry”, IH&RA must be vigilantly proactive in protecting the global interests of the hospitality industry it represents. To do this, it is essential to monitor research and even more importantly, forecast the issues of concern and importance to its members and the industry at large

  • Pacific Asia Travel Association (PATA).

Founded in 1951, the Pacific Asia Travel Association (PATA) is a not-for profit association that is internationally acclaimed for acting as a catalyst for the responsible development of travel and tourism to, from and within the Asia Pacific region. The Association provides aligned advocacy, insightful research and innovative events to its member organizations, comprising 95 governments, state and city tourism bodies, 29 international airlines, airports and cruise lines, 63 educational institutions, and hundreds of travel industry companies in Asia Pacific and beyond.

Since 1951 PATA has led from the front as the leading voice and authority on travel and tourism in the Asia Pacific region

  • PATA’s Strategic Intelligence Centre (SIC) offers unrivalled data and insights including Asia Pacific inbound and outbound statistics, analyses and forecasts as well as in-depth reports on strategic tourism markets
  • PATA’s events create millions of dollars of new business each year for its members
  • The PATA Foundation contributes to the sustainable and responsible development of travel and tourism in Asia Pacific through the protection of the environment, the conservation of heritage and support for education.

7.1  PATA Chapters.

PATA Chapters are established throughout the world to assist in the fulfillment of the objectives of the Association. They are local community organizations of travel industry professionals who join in a co-operative Endeavour – within the framework of PATA – to develop travel and tourism to, from and within the Asia Pacific area. There are 40 PATA Chapters around the world that make valuable contributions to local travel industry communities.

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role of hospitality industry in tourism

  • Hospitality Industry

Sustainable Tourism: Why Should Hotels Lead in This Effort?

Sustainable tourism

January 19, 2019 •

8 min reading

The tourism industry has one of the highest growth rates out of all industries in the world, accounting for 10.4% of global GDP and 319 million jobs (10% of total employment in 2018) 1 . . At the moment, there is no sign of a slump in this trend. In 2018, 1.4 billion international tourist arrivals were recorded (up 47% from the 2010s' 950.8 million) and the number is expected to rise to 1.8 billion in 2030. Hotels are only one of the many actors that play a big role in the industry as a whole 2 .

Hotels play a vital role in sustainable tourism

The demand for hotels is usually associated with the number of tourists that are seeking an overnight stay and the popularity of a destination 3 . Thus, when an area's tourist demand grows, demand for hotels rises, driving developers and hotel companies to rush into popular destinations. Hotels, tourism, and local communities intertwine in close symbiotic relationships due to their physical proximity of and inevitable collaboration 4 .

For this reason, sustainable tourism practices and ethical hotel development (that connects social, cultural and economic factors) are vital factors for both the long term preservation of culture and the social-economic stability of the host communities 5 . With this considered, hotels play a vital role in setting up viable operational practices as well as educating consumers on sustainable behaviors.

Consumers are increasingly seeking sustainable destinations

Not only is sustainability a growing social issue, but consumers are becoming more aware of sustainable practices in hotels as information becomes more transparent.

According to Booking.com’s 2019 Sustainable Travel Report , 70% of global travelers say they would be more likely to book an accommodation knowing it was eco-friendly, and 55% of global travelers report being more determined to make sustainable travel choices compared to last year.

The UN's Sustainable Development Goals: a Lever to lead in sustainable tourism

Sustainability is a multi-faceted term to indicate initiatives that preserve a particular resource. To address sustainability, one needs to address the four main pillars: human, social, economic and environment.

As sustainability must be a global and multi-stakeholder effort, the United Nations (UN) launched their Sustainable Development Goals (SDG) in 2015, as ‘the blueprint to achieve a better and more sustainable future for all’. The 17 goals aim to ‘address the global challenges we face, including those related to poverty, inequality, climate, environmental degradation, prosperity, and peace and justice’ 6 .

As the SDG act as a guideline for hotels to compartmentalize each of their major operational functions (ie. housekeeping, sales and marketing, client service), how can hotels adjust their current practices accordingly?

  • Identify and commit – Identify areas of major department functions (ie. housekeeping, sales and marketing, client service) with regards to ways that may impact the SDGs.
  • Alignment - Align SDG with a hotel's strategy and priorities to engage with stakeholders (ie. franchisee, employees, customers etc).
  • Develop target and KPIs – Create new KPIs to address new areas in relation to identified SDG. Alternatively, hotels can add new factors to existing KPIs. These KPIs will be the key to monitor and communicate progress.
  • Revisit corporate strategy – Assess how existing practices in different departments can be adjusted to follow the SDGs.
  • Measure the quantitative data collected
  • Assess data for possible improvements
  • Report performance and compare with set target and KPI
  • Communicate with brand and customers about this effort

SDG Poster with UN Emblem_PRINT

What are the benefits?

  • Drive growth – Business growth is tied to the achievement of the SDGs at a macro level. Businesses need a resilient, reliable, educated and healthy workforce from all departments to support their workforce 7 . In the hospitality industry, its workforce plays a vital role to contribute to the overall guest experience, therefore, it is important for businesses to take action at a local level to drive their growth in the long term.
  • Address risk – Creating a stable market means there is less risk involved in the investment. Each SDG represents a risk area that holds challenge to the business and society 8 . In the asset-heavy world of the hospitality industry with long-term management contracts, building a stable environment is therefore both a win for the hotel investors and management company to operate in a low-risk environment and a win for the local community to benefit from this stable lifestyle.
  • Attract investment - For the implementation of SDGs, both government and private sectors have flowed cash to projects through climate-focused multilateral public funds 9 . In the financial sector, innovative financial models have been introduced 10 . BNP Paribas , for example, arranges their bond as part of its own SDG initiative where the return on investment of the bonds is directly linked to the stock performance of companies included in the Solactive Sustainable Development Goals World Index of recognized leaders in their industries on socially and environmentally sustainable issues 11 .
  • Refocus on company value – The hospitality industry is a people-focused business. From guests to employees to stakeholders and locals, the hospitality industry’s value is rooted in creating value for others and improving the world we live in. Since the SDGs require global effort from different sectors, contributing to the SDGs is a good leap towards re-assessing values for all stakeholders. The SDGs can help hotels define their aspirational purpose, inspire stakeholders at all levels and increase shareholder value in the long run.
  • Heighten brand appeal – The demand for sustainable properties will continue to rise as consumers become more aware of sustainable issues. 70% of global travelers say they would be more likely to book an accommodation knowing it was eco-friendly, and over half of the global travelers reporting they are more determined to make sustainable travel choices in the coming year compared to last year 12 . By advertising a brand or a hotel property's sustainable practices and activities, these brands/properties can gain an upper hand on attracting more customers.
  • Appeal to a wider audience – Hotels constantly introduce new brands to relate to different age groups and accommodate different lifestyles. Despite the rise in demand for sustainable accommodations, travelers still face barriers when making sustainable travel choices - 37% of respondents do not know how to make their travel more sustainable 13 . Focusing on sustainable factors can be a blue-ocean strategy.
  • Your effort pays off – At the early stage, capital is needed to jump-start in sustainable transformation, but the return is gradual and will eventually build long-term return 13 . Therefore, companies should take a real and especially complex effort to achieve relative SDGs.

Best in class examples

Accor has been the leading hotel chain in its sustainable effort. Their “Planet 21” initiative was launched in 2011 and addresses 10 of the 17 SDGs 14 .

In response, both Marriott and Hilton launched their own sustainability projects aimed to address the SDGs in 2018 15, 16 . Marriott is the leader in providing transparency regarding each property’s efforts , and has pledged for the goal “that by 2020, each property will have a 'Serve 360’ section on their website with specific hotel impact metrics” 17 . Accor and Hilton also aim to provide property-wide transparent data at an indefinite time in the future 18, 19 .

Marriott , Accor , Hilton lead the best-in-class examples, nonetheless, there remains significant questions about the reporting and monitoring accuracy of their goals - an issue which should be addressed through the transparency and public availability of information from each property.

Challenges at hand

While big hotel chains have been fighting for the top spot on the podium of hitting all SDG, these companies have a big shoe to fill that impacts the company’s goal and the community around it. Therefore, it is important that the company’s CSR is created and also rolled out in a responsible manner.

Companies need to be strategic and careful when using the SDG as a tool to actualize benefit for the society in a sustainable manner instead of using it as a marketing tool for “greenwashing”, which will hurt the brand’s image in the long run.

One of the way to tackle the monitoring fairness, for example, is for hotels to consider hiring a third party verifier to ensure the consistency and these data are fraud-free – the next essential step is to assess the sincerity of hotels' devotion to the sustainability cause.

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  • https://ourworldindata.org/tourism
  • https://www.globalwellnesssummit.com/wp-content/uploads/Industry-Research/Global/2011_UNWTO_Tourism_Towards_2030.pdf
  • https://www.worldatlas.com/articles/what-are-the-negative-effects-of-tourism-on-the-environment.html
  • https://s3-eu-west-1.amazonaws.com/s3-euw1-ap-pe-ws4-cws-documents.ri-prod/9781138784567/Ch%206_Timothy.pdf
  • https://sustainabledevelopment.un.org/?menu=1300
  • https://www.ey.com/en_gl/assurance/why-sustainable-development-goals-should-be-in-your-business-plan
  • http://businesscommission.org/
  • https://globalnews.booking.com/bookingcom-reveals-key-findings-from-its-2019-sustainable-travel-report/
  • https://all.accor.com/gb/sustainable-development/index.shtml
  • https://www.marriott.com/default.mi
  • https://cr.hilton.com/

Lisa Xie

EHL Alumni 2018

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Mastering Essential Hospitality Soft Skills: Insights from EHL Experts - By Frank Giannotti

role of hospitality industry in tourism

Mastering Essential Hospitality Soft Skills: Insights from EHL Experts - By Frank Giannotti   

Although technical skills such as accounting, financial analysis, and marketing are crucial for hospitality & tourism managers, soft skills play a vital role in excelling in this people centric industry.

Although technical skills such as accounting, financial analysis, and marketing are crucial for hospitality & tourism managers, soft skills play a vital role in excelling in this people-centric industry.

These essential soft skills in hospitality encompass more than just engaging with clients; they also involve effectively leading teams dedicated to ensuring customer satisfaction in a labor-intensive industry.

Hotels, restaurants, tour operators and tourist attractions are fascilitators of experiences, and those who work within them have the ability to make or break those experiences for their paying clientelle.

The multi-trillion dollar global hospitality industry requires more than just clean beds, hot meals and ticket sales to thrive at such a level. It calls for a sprinkle of 'je ne sais quoi' that is the magic and unseen (by the customer) ingredient cultivated by experienced and talented staff who bring unforgetable experiences together seamlessly.

These are the employees which generate the 5-star reviews, the social media tags and turn hospitality businesses into revenue generating machines.

So what soft skills does a future hospitality and tourism manager need to master?

Image Credit EHL Hospitality Business School

1. Customer service skills

It is essential that employees and managers succeed in satisfying and even delighting customers . Excellent customer service skills are all about understanding the customer’s needs and being able to deliver a positive customer service experience.

2. Networking skills

One of the key skills needed in the hospitality industry is to be able to network effectively. Unlike many other sectors of business, networking in this field is not about job-hopping, but is rather a way to stimulate repeat business from customers .

Building a loyal clientele who are interested in returning to the hotel/restaurant/tour will, in the long run, also enhance one’s career. Of course, it’s also important to be able to demonstrate to employers that customers are returning thanks to the relationship cultivated with them. Learning to use language that employers like to hear, such as ‘client relationship management’ and ‘guest relations’ during job interviews, can enhance one’s chances of being hired.

3. Communication skills

Exceptional communication skills are highly valued in most industries and the higher up one gets in the hierarchy, the more important effective communication becomes.

In the hospitality and tourism business, each day can involve contact with people of a variety of backgrounds, ages, nationalities, and temperaments.

So, it is important to be able to communicate in a way that represents the business while at the same time speaking to customers in a way that they can understand and relate to.

4. Flexibility skills

Compared to other professions, hospitality and tourism jobs often demand that employees work odd hours like nights and weekends. It is also necessary to be able to switch rapidly from one task to another as the situation may arise. Flexibility is an essential attribute to succeed in the hospitality and tourism sector.

5. Organizational skills

Organizational skills are at a premium in the hospitality and tourism trade. Given the need to multi-task and respond to spur-of-the-moment requests, it is necessary to maintain an organizational structure to be able to accomplish daily tasks efficiently.

One piece of advice: plan each day keeping a checklist of things that need to be done. This will also help you develop strong time management skills.

6. Language skills

Language skills are a particular plus in the hospitality field as they increase one’s value as an employee. Speaking clients’ language enables one to establish a more intimate relationship with them which promotes customer satisfaction and loyalty.

So if you're considering studying abroad or particpating in a semester abroad as part of your college degree, don't hesitate to seize the opportunity to learn a new language.

7. Can-do attitude

Hospitality professionals must be prepared to accept challenges in the workplace no matter how difficult the task may appear. Resolving a difficult situation for an employer boosts one’s chances of getting a pay rise or promotion.

Exuding enthusiasm for one’s job, will enhance one’s esteem both from customers and employers.

No customer should ever hear the words "that's not my job". For example, Kurt Ritter, the former CEO of Rezidor Hotels (and EHL graduate), adopted the motivational tagline “Yes, I can!” for his staff.

8. Multitasking skills

Being able to fulfill multiple roles in a hospitality or tourism enterprise is a way for employees to render themselves indispensable to their employers.

It’s important to be able to juggle different tasks simultaneously while completing each task assigned. Thus the ability to multitask may be one of the most important skills in this industry. One way for students to get a head start in developing their ability to multitask is to work on the side while pursuing their studies.

9. Cultural awareness

Hospitality and tourism enterprises are more likely than most to deal with customers of a variety of nationalities and cultural backgrounds. The ability to be culturally aware and get past one’s own cultural norms is crucial to building a successful career in this sector.

Typically customers will not always share the same values, belief systems and perceptions. It’s important to break free from cultural barriers. Cultural awareness is an essential social skill that will help customers feel comfortable and at home with their surroundings. The goal is to satisfy their needs and wants, so as to turn them into repeat customers.

Frank Giannotti

Frank Giannotti, Lecturer and International Career Coordinator at EHL Passug. Connect with Frank on LinkedIn .

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role of hospitality industry in tourism

The advent of travel and leisure season fuels demand for staff

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In May, job growth beat expectations in several sectors, including leisure and hospitality. The Bureau of Labor Statistics said the U.S. added 42,000 jobs  in that category —  up about 0.2%  from the previous month.

We are well into leisure and hospitality season with summer travel increasing and more folks going out to restaurants and bars. That fun-seeking, plus the rising wages nationwide that were also highlighted in Friday’s numbers, translate into more jobs.

Prices at restaurants and entertainment venues may be higher than in the past, but we Americans do like to treat ourselves.

“The travel and tourism industry saw a sharp rebound after COVID,” said Rich Harrill, director of the International Tourism Research Institute  at the University of South Carolina. “Some of that’s still leveling off, but we’re still seeing strong job growth in the United States.”

Per Sean Snaith, director of the University of Central Florida’s Institute for Economic Forecasting: “The owners of the restaurants and hotels and these other leisure and hospitality-related industries need to hire additional workers.”

While spending and hiring are up , the leisure and hospitality industry looks a little different from the past.

Hudson Riehle, senior vice president of research at the National Restaurant Association , said people are spending more on takeout and delivery.

For table service, however, “that segment now has over 230,000 fewer positions than it did pre-pandemic. So overall, industry traffic patterns are dramatically different as a result of the pandemic,” he said.

Restaurants, which are expected to bring on more than half a million seasonal workers this summer , have also changed who they’re hiring, Riehle said.

Their search for personnel is broadening the age range: “16-to-19-year-olds are much more likely to be employed in the industry than they were pre-pandemic, and the same is also true for the older cohorts, say, age 60 and above,” he added.

Those older workers can be a big asset to a sector that’s constantly hiring. Perhaps they’re picking up a summer job to supplement their retirement income.

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Red columns with black inset wordwork and a red striped roof frame a view out over a cityscape with mountains in the background.

Kyoto Wants You Back, but It Has Some Polite Suggestions

The city, one of Japan’s most-visited before the pandemic, desperately needs tourism’s money, but it would like to avoid the excesses of Instagram-driven itineraries.

Before the pandemic, Kyoto’s Kiyomizu Temple was as famous for its congestion as for its sublime architecture and spectacular view of the city below. Credit... Andrew Faulk for The New York Times

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Ben Dooley

By Ben Dooley and Hisako Ueno

  • Published Sept. 25, 2022 Updated Sept. 28, 2022

In the months before March 2020, the food sellers in Kyoto’s Nishiki market often wished for an end to the seemingly endless stream of photo-hungry visitors from abroad who always seemed to be underfoot.

“We weren’t used to foreign tourists,” said Nobuyuki Hatsuda, who leads a business alliance promoting the shopping street in the city center, where vendors sell a dizzying array of traditional Japanese foods, carefully displayed and attractively packaged.

Nishiki has long been a working market, and the parade of visitors — rifling through the meticulously arranged merchandise, haggling with frazzled shopkeepers and blocking storefronts with their luggage — interfered with the flow of daily business, driving away locals who had long done their shopping on the street.

But then the pandemic hit. The tourists — along with their money — evaporated, and sellers had a change of heart, said Mr. Hatsuda, who sells kamaboko, a fish cake often formed into delicate pink and white loaves.

“We realized that we can’t choose our customers,” he said.

Other than China, Japan had maintained the strictest border controls of any major economy. Since the start of 2021, fewer than 800,000 foreign visitors have set foot in the country. As other countries began welcoming tourists back in numbers close to their prepandemic highs, Japan let only a trickle of travelers in. The country eased restrictions on trips for business and study in the spring, but as of September, it was still limiting tourism to travelers on package tours who were willing to negotiate a labyrinth of red tape.

That will soon change, however. Prime Minister Fumio Kishida said last week that the country would further ease border controls in October, eliminating a cap on daily entries and allowing tourists to travel independently. (Even after normal travel resumes, however, Chinese visitors, who accounted for more than 30 percent of inbound traffic in 2019, are unlikely to return in large numbers until Beijing relaxes its strict Covid Zero policy.)

As tourism slowly returns, Kyoto, like other famous tourist destinations worldwide, is grappling with how to accommodate the crowds without sacrificing quality of life for those who call the ancient capital home.

In the absence of a clear solution, Kyoto’s government is betting on a change of perspective: After years of promoting “omotenashi” — a Japanese word for meticulous hospitality — it’s trying to take more time for self-care.

“Kyoto isn’t a tourist city, it’s a city that values tourism,” Daisaku Kadokawa, the city’s mayor, said during a recent interview at its city hall, where he wore the formal kimono that has become a trademark during his almost 15 years in office.

A couple in blue traditional Japanese garb take a selfie in front of a building with a curving roof. The woodwork on the roof is intricate and colored bright red.

Growing popularity

Kyoto is home to several globally known companies, like Nintendo and Kyocera, and has produced more Nobel Prize winners in the sciences than any other city in Japan. But in the years leading up to the pandemic, it had become dependent on the flood of tourists that bumped, clattered and pushed through its streets.

Kyoto had always been a popular destination for domestic travelers. Before Japan opened to the world in 1851, pilgrims trekked from around the country to visit its more than 2,000 temples and shrines. Spared from the ravages of World War II, it later became something close to a living museum, a popular destination for school trips and people hoping for a glimpse of the country’s history and tradition.

No one comes to Kyoto looking for a party. Visitors are seeking a particular vision of Japan, one that is found in the koi ponds of meticulously kept temple gardens; the smell of roasting brown tea, known as hojicha, that wafts from the door of ancient storefronts; and the clatter of a geisha’s wooden sandals down a cobbled alleyway.

In the years before the 2020 summer Olympics, however, the realities of the modern travel industry had begun to compromise the city’s anachronistic charms. Japan launched an all-out effort to promote inbound tourism, and Kyoto experienced a surge in popularity among foreign visitors.

Starting from a base of around 10 million in 2013, the number of foreign visitors had more than tripled by the pandemic’s start, according to government data . Nearly a third of them traveled to Kyoto, where the tourism industry employed one of every five workers. Taxes from the sector comprised nearly 13 percent of the city’s revenue.

But locals quickly became fed up with what they called “tourism pollution.” Suitcases jammed the aisles of city buses. Eager visitors harassed geisha’s apprentices, maiko, for photographs on their way to work. And lost tourists stumbled into people’s homes while searching for their Airbnb.

Social media, especially, shaped tourism in the city. And not for the better.

Masutami Kawaguchi, who offers private English tours of the city, said that — before the pandemic — his clients’ itineraries were almost entirely determined by Instagram. Tourism became laser-focused on the city’s famously picturesque areas, with people getting off the train at Kyoto Station and then rushing to the two or three best photo spots — the bamboo groves of Arashiyama, the orange gates winding up the mountain behind Fushimi Inari shrine and the golden pavilion at Kinkakuji temple — creating traffic jams and massive crowding in the surrounding areas.

Kyoto’s famously polite residents began to express their displeasure with uncharacteristic bluntness.

In Nishiki, signs popped up among the stalls admonishing tourists not to eat while walking, a pet peeve in Japan. Neighborhood shoppers, tired of the crowding and commotion, began going to supermarkets, and some long-established sellers closed.

Even Buddhist monks lost their cool.

In autumn and spring, when the streets became clogged with tourists gawping at pyrotechnic bursts of maple leaves and cherry blossoms, “people couldn’t even leave their houses. The city was barely livable,” said Kojo Nagasawa, the secretary general of the Kyoto Buddhist Federation, which includes three of the city’s most famous temples.

The group has long called for moderation in Kyoto’s economic development. In 1991, it took out a full-page ad in The Times opposing the construction of new, high-rise hotels, which it said would destroy the city’s unique character.

“Before we knew it, the economy was nothing but tourism,” Mr. Nagasawa said. “The city didn’t know when enough was enough.”

Looking to curb some of the worst problems, in 2018 the city cracked down on investors who were snatching up traditional houses in residential neighborhoods and converting them into Airbnb rentals.

The pandemic’s damage

In the spring of 2020, Japan slammed its borders shut. The fire hose of foreign money turned off, and Kyoto, which had long struggled with financial problems, found itself on the verge of bankruptcy.

The city got a taste of life without tourists, and the combination of the coronavirus and red ink was “a double punch,” Mr. Kadokawa, the mayor, said.

At the beginning of the pandemic, “people in the city were saying, ‘We’ve returned to the old Kyoto, isn’t that great?’” said Toshinori Tsuchihashi, the director of the city’s tourism department.

But, as the economic damage mounted, residents “have come to recognize tourism’s importance.”

Many businesses have yet to recover. Before the pandemic, it was nearly impossible to get a reservation at one of the many restaurants lining Pontocho, an atmospheric alleyway running parallel to the Kamo River in Kyoto’s city center. But on a recent weekend night, “for lease” signs hung in darkened shop windows, and many of the terraces looking out on the water sat unused.

Hotel The Mitsui Kyoto , a luxury Western-style hotel, opened in late 2020 and has operated well below capacity for most of the pandemic, according to Manabu Kusui, the general manager.

As tourists begin returning to Kyoto, the hotel hopes to differentiate itself by providing guests with exclusive experiences it has negotiated with some of Kyoto’s beautiful but less trafficked destinations. One of the first is a private tour of Nijo Castle, the residence of Japan’s first shogun of the Edo period, Tokugawa Ieyasu, conveniently located next to the hotel.

It’s a style of tourism the city is trying to promote as part of its new strategic plan to address prepandemic crowding.

But Mr. Kusui knows that people come to Kyoto with a certain itinerary in mind, and “we can’t tell them not to go to some place like Kiyomizu Temple,” he said, referring to the famous Buddhist temple perched on a mountain face on Kyoto’s east side.

Some polite suggestions

With no legal options for instituting hard limits on visitors, the government hopes to dilute traffic so it is less concentrated in the same times and places. Planners are also discussing how to fix problems, like crowded city buses, that aggravate residents. So far, however, the initiatives mostly consist of soft measures like trying to educate visitors in Kyoto’s traditional “morals” and hoping for the best.

In that spirit, Nishiki market has decided it will try to encourage tourists instead of admonishing them, exchanging its list of “don’ts” for a list of “pleases.” Visitors who scan a large QR code at the entrance are presented with a list of suggestions for enjoying the market and rewarded with free Wi-Fi for reading it.

At the same time, many in the city are trying to improve the experience for tourists and residents alike by reimagining Kyoto’s overall approach to the industry.

Kiyomizu Temple is among the institutions that have taken up the gauntlet, trying to promote a new kind of tourism that encourages tourists to think of the city as a place to live, not a theme park.

Before the pandemic, the temple was as famous for its congestion as for its sublime architecture and its spectacular view of the city below. In high season, pushing through the crowds clogging the temple’s graceful walkways had become an enervating and dispiriting ordeal that few locals would willingly undergo.

When Covid hit, the temple's abbot, Seigen Mori, was already experimenting with ways to allow visitors to experience it as it was intended — as a tranquil place of worship — but with limited success.

The last two and a half years, however, have given him an opportunity to “press reset,” he said, and explore different ways of interacting with visitors. In recent months he has begun opening the temple at night to small groups, taking the time to personally lead them in prayer and conversation.

Seeing the temple at night fundamentally transforms visitors’ relationship with the space, he believes, as the disorienting press of the usual crowds is replaced with the chirr of cicadas, the rich aroma of incense and the soft flicker of shadows on ancient statuary.

Mr. Mori is eager to welcome guests from abroad, he said, as long as they understand that the experience is focused on contemplation.

Kyoto is anticipating the inevitable return of those guests with a mix of longing and apprehension, said Takeshi Otsuki, a general manager at Japanese travel giant JTB.

“We’re hoping the number of visitors increases gradually, and we have a soft landing,” Mr. Otsuki said.

Some in the city are eager to greet the new tourists.

Fuminari Shinbo is part of a group of retirees who began training ahead of the Tokyo Olympics to give English tours to visitors coming to Kyoto, devoting hours to memorizing English dialogues they never had the chance to use.

In late August, about 20 of the volunteers eagerly gathered in front of Fushimi Inari, a shrine that has become Kyoto’s most popular tourist destination, for a dry run.

Clothed in bright blue bibs with white lettering advertising free help for English-speaking tourists, they introduced the shrine’s most famous feature, a corridor of nearly a thousand bright orange gates that have provided a vibrant punch of color to countless vacation photos.

When the tour was over, Mr. Shinbo said he was excited that he would finally be able to put his hard work to good use.

So far, he said, “I’ve only been able to practice on my grandson.”

role of hospitality industry in tourism

52 Places for a Changed World

The 2022 list highlights places around the globe where travelers can be part of the solution.

Follow New York Times Travel on Instagram , Twitter and Facebook . And sign up for our weekly Travel Dispatch newsletter to receive expert tips on traveling smarter and inspiration for your next vacation. Dreaming up a future getaway or just armchair traveling? Check out our 52 Places for a Changed World for 2022.

An earlier version of this article misidentified Tokugawa Ieyasu. He was the first shogun of the Edo period. He was not the first shogun of Japan. The error was repeated in a photo caption.

An earlier version of this article spelled the name of a tourist site popular on Instagram incorrectly. It is the golden pavilion at Kinkakuji temple, not at Kinkauji temple.

How we handle corrections

Ben Dooley reports on Japan’s business and economy, with a special interest in social issues and the intersections between business and politics. More about Ben Dooley

Hisako Ueno has been reporting on Japanese politics, business, gender, labor and culture for The Times since 2012. She previously worked for the Tokyo bureau of The Los Angeles Times from 1999 to 2009. More about Hisako Ueno



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    The past decade has seen significant growth in the tourism and hospitality literature on corporate social responsibility (CSR). Indeed, over 70% of the articles on this topic have been published in the past five years. Through the application of a stakeholder lens, this paper explores how CSR has developed within the extant literature, paying ...

  22. The Role of Tourism and Hospitality in a Country's Economy

    Keep reading to further explore the role of tourism in the development of the national economy. It acts as a good source of local and national employment. The most significant contribution of the tourism and hospitality industry in any country or region is the immediate creation of new jobs. When people travel abroad, they want to visit places ...

  23. Important global organizations in Tourism and Hospitality

    International Travel, Tourism and Hospitality organizations play a major role in advancing the development through the interests of the industry. They provide forums for discussions of common issues, lobby for industry causes, especially those which promote the industry's interests, and allow members from different parts of the world to ...

  24. Sustainable Tourism: Why Should Hotels Lead in This Effort?

    Hotels play a vital role in sustainable tourism. The demand for hotels is usually associated with the number of tourists that are seeking an overnight stay and the popularity of a destination 3. Thus, when an area's tourist demand grows, demand for hotels rises, driving developers and hotel companies to rush into popular destinations.

  25. Role of Hospitality Industry in Travel and Tourism Sector- Doc

    INTRODUCTION Hospitality provisions play an important role in travel and tourism sector as it involves overnight stay which requires accommodation as well as catering. Hospitality products and services help the travel and tourism organizations to attract customers (Airey and et.al., 2015). In other words, hospitality sector aids the travel and ...

  26. Mastering Essential Hospitality Soft Skills: Insights from EHL Experts

    Although technical skills such as accounting, financial analysis, and marketing are crucial for hospitality & tourism managers, soft skills play a vital role in excelling in this people-centric ...

  27. Hospitality and leisure demand fuels summer job growth

    The Bureau of Labor Statistics said the U.S. added 42,000 jobs in that category — up about 0.2% from the previous month. We are well into leisure and hospitality season with summer travel ...

  28. French Luxury Hotelier Thierry Teyssier Says Hospitality Has it All

    This French Hotelier Says the Travel Industry Is Doing It All Wrong. If tourism is going to make the planet better, argues Thierry Teyssier, it has to stop putting guests' needs first. 700,000 ...

  29. Crisis Management and Sustainability in Tourism Industry ...

    This study aims to examine how tourism enterprises can ensure their sustainability and elude the negative effects of the COVID-19 crisis via recovery strategies through semi-structured in-depth interviews, focusing on the tourism industry in Antalya, the first and most important destination in Türkiye, in terms of arrivals and nights spent. According to the findings, travel bans and ...

  30. Kyoto Wants You Back, but It Has Some Polite Suggestions

    The group has long called for moderation in Kyoto's economic development. In 1991, it took out a full-page ad in The Times opposing the construction of new, high-rise hotels, which it said would ...