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Tours with Industry Opportunities Opened

The Secretary of the Navy Tours with Industry (SNTWI) Program for fiscal year 2019 was announced this week. The program is described as "a unique and non-traditional opportunity to provide Active Component and Full-Time Support Sailors (E-6 to O-6) the opportunity to work with partnering corporations for up to 12 months." SNTWI fellows work full time in the corporations to which they are assigned with the goal of observing corporate processes and best practices and bringing that experience back to the Navy. Companies that have participated in the program in the past include: VMware, Qualcomm, Apple, Incorporation, Boeing, Tesla, Oak Ridge National Laboratory, GE Digital, Amazon, FedEx, Northrup Grumman, Space X, LinkedIn and USAA. The tours are normally 10-12 months in length. Sailors interested in the program should visit the SNTWI page .

For more veteran job postings, news and tips, visit the Military.com Veteran Jobs section .

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Navy officers start 1st industry tours at Amazon, FedEx

tours with industry

Five officers reported for their new jobs on Oct. 5, but for the first time in years, not in  wearing a uniform.

Two lieutenants, two lieutenant commanders and a commander started year-long stints at Amazon and FedEx as part of Navy Secretary Ray Mabus' s Tours with Industry program, announced in May, to give top officers experience in America's cutting-edge companies that they'll bring back to the service.

The small first round is for  just officers, but next year the Navy has plans to expand the program to up to 30 spots and start accepting enlisted sailors, who must commit to serving more years afterward afterwards .

The first class of participants come from varied backgrounds, including one aviator who is taking a step off of his "golden career path" to try something new.

"I'm a pilot, so I'm not a huge fan of stepping out of the cockpit, but if I'm going to leave, this seemed like a great way to do it," Lt. Cmdr. Jared Loller, who flies the EA-18G Growler, told Navy Times in an Oct. 7 phone interview.

An experienced  senior O-4 with 14 1/2 ½  years in uniform, Loller was the maintenance officer at Electronic Attack Wing Squadron 133 earlier this year, dreading the idea of leaving the squadron environment for his next assignment.

"I was trying to stay in the cockpit at a time in my career when I’m supposed to leave the cockpit to pursue opportunities that will make a me a more well-rounded officer, like the joint tour," he said.

But when SECNAV announced the new program, Loller jumped at the chance. He's now in Arizona doing his initial two-week training before he flies home to the Pacific Northwest, where he's been serving at Naval Air Station Whidbey Island, Washington.

At Amazon headquarters in Seattle, he'll work as a senior program manager with their customer excellence systems department, where he'll work with a small team on projects to improve Amazon's customer service.

"It just seemed like a unique opportunity to really gain some valuable experience in a way that I think few people who aim to spend a career in the military ever get a chance to do," he said.

The Tours with Industry program is designed to give top officers a chance to spend some time in corporate America and bring back to the Navy what they've learned.

In addition to Loller, four more officers are in the program:

  • Cmdr. Shane Rice, a human resources officer based in Millington, Tennessee, is at FedEx in Memphis.
  • Lt. Cmdr. Tenisha M. Finley, also an HR officer at Millington, is also at FedEx.
  • Lt. Niki Elizondo, a second-tour division officer on the destroyer Dewey in San Diego, is at Amazon.
  • Lt. William Hall, also a second-tour DIVO, is based in Everett, Washington, and assigned to Amazon.

The first round of tours was only open to officers, but next year, the Navy plans to expand is to 10 to -15 officers and 10- to 15 enlisted sailors every year, according to an Oct. 5 release from the chief of naval personnel.

Those spots would be open to O-3s and above with more than five years of service and a sea tour under their belts, as well as E-6s and above.

"But in order to go for this program, you have to be selected," Loller said.

The process involves submitting a biography and letter of intent to your command, who send t the package to detailers at Navy Personnel Command to comb through his records and evaluations.

They're looking for the best of the best, Loller said, and the final selections are ultimately up to each sailor's type commander, who oversees the manning and training for branches of the service.

During the program, the officers remain on active duty with all of their pay and benefits intact  tied to the area where they're stationed. They will have to serve two more years for each year spent at the industry internship.

Loller is moving his family south from Whidbey Island to Seattle, which will count as a normal permanent change-of-station move, he said.

His orders are with a Seattle-area ROTC unit, where he'll be on a random urinalysis list and where he'll take his physical fitness assessments.

It takes some organizing to keep track of Navy admin business while he's away, he said, but it's mostly a habit at this point.

"It’s not that bad," he said. "I think that as someone who’s been in the Navy for 14 and 1/2 ½ years, you kind of get used to dealing with it."

New environment

Though Tours with Industry participants are considered active duty, their day-to-day lives will be completely different.

"The most dangerous thing I will be doing will be driving down [Interstate]-5 rather than launching myself off an aircraft carrier," Loller said.

And then there's personal appearance, which at a tech company like Amazon is a totally different ball game.

"The hardest part is figuring out what to wear because I'm not putting a uniform on," he said. "If you wake up late and you skip shaving, no one cares at Amazon."

Despite the newness, Loller said, he's more excited than apprehensive to start heading up a team, though it will be a lot different than the squadron set-up he's used to.

"Leading sailors is kind of fun, but the one thing I've found when you're managing civilians, there's a much larger age range," he said.

There's also a wide range of experience and education, because companies like Amazon don't hire or promote by strict guidelines.

Otherwise, it will still be a lot of long hours and travelling, which isn't much different than a department head's job description, he added.

Once the year is over, the officers will work with their detailers to line up their next billets, known as a "utilization tour," to make sure they get to apply their new skills immediately.

Loller is due for a promotion next year, he said, so Amazon's unique leadership training will probably serve him at any O-5 job in the Navy, as well as after retirement.

Meghann Myers is the Pentagon bureau chief at Military Times. She covers operations, policy, personnel, leadership and other issues affecting service members.

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SECNAV Tours with Industry

SECNAV Tours with Industry

Photo By Cmdr. Karin Burzynski | 190828-N-IK706-0031 SAN ANTONIO, Texas (Aug. 28, 2019) SECNAV Tours with Industry... ... read more read more

Photo By Cmdr. Karin Burzynski | 190828-N-IK706-0031 SAN ANTONIO, Texas (Aug. 28, 2019) SECNAV Tours with Industry participants met in San Antonio to prepare them for their upcoming participation in their 12-month tours at partnering corporations. During the yearlong program, the Sailors are required to wear appropriate civilian attire daily in place of their military uniform. Participants incur an additional service commitment, approximately three years. (U.S. Navy Photo by CDR Krin Burzynski/Released)   see less | View Image Page

UNITED STATES

Story by cmdr. karin burzynski  , navy personnel command.

tours with industry

Sailors selected for the Fiscal Year 2019-2020 SNTWI program met in San Antonio, Texas to prepare them for their participation in the program. SNTWI is a unique and non-traditional opportunity to provide Active Component and Full-Time Support Sailors (E-6 to O-6) the opportunity to work with partnering corporations for up to 12 months. The SNTWI program provides a venue for exceptional Sailors to experience innovative business practices and to be fully immersed in company practices and actively engaged in projects and company operations to learn and observe corporate processes and best practices, to enable drawing on their experience later to enhance military operational processes. Tours are normally 10-12 months in length, depending on community and corporate requirements. Those interested should speak with their detailer. Eligibility is based solely on individual community needs and demands. Past fellows were assigned to companies including VMware, Qualcomm, Apple, Inc, Boeing, Tesla, Oak Ridge National Laboratory, GE Digital, Amazon, FedEx, Northrup Grumman, Space X, LinkedIn and USAA. Education related program announcements are now delivered through MyNavy Education, a web-based application – https://myeducation.netc.navy.mil. Sailors are encouraged to log into the system and update their profile and email address in MyNavy Education to receive alerts on program updates. Also, for a list of education programs, visit, https://www.mnp.navy.mil/group/training-education-qualifications/e-graduate-education-and-fellowship-programs

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Training tours with industry giants available for NCOs

tours with industry

The U.S. Army has updated its Training with Industry program for noncommissioned officers, and it includes several broadening opportunities with such firms such as Caterpillar, Cisco, Google, Microsoft, Amazon, Oshkosh Defense, NFL Films, General Dynamics, Exxon Mobile and Lockheed Martin.

TWI is an innovative program of work experience in corporate America that provides career-minded soldiers with learning experiences not normally available through military training courses and civilian schools.

Soldiers selected for the 29 positions available in fiscal 2016 not only will gain not only experience that can benefit them when they leave the Army, but skills that can be applied during a utilization assignment once they complete their TWI tour.

TWI selectees will incur a three-day service obligation for every day they spend with an industry partner. For most soldiers, that will work out  equate to a three-year commitment for the one-year TWI assignment.

The 2016 menu of TWI opportunities includes seven positions for supply and service soldiers, four for mechanical maintenance, four for public affairs, three for communications and information systems, two for engineering, two for transportation, two for medical, two for acquisition, and one each for adjutant general, explosive ordnance disposal and electronic maintenance.

See the full list of opportunities here.

Most positions are for staff sergeants and sergeants.

Applications for the 2016 TWI program must be received at by the Military Schools Branch of the Human Resources Command, Fort Knox, Kentucky, by Jan. 8.

For application details, consult MilPer Message 15-335, dated Oct. 23.

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Understanding the Travel and Tourism Sector: A Business Perspective

Understanding the travel and tourism sector

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

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

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

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

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

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

Travel and Tourism

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

The Core Components of Travel and Tourism

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

Here are the primary elements:

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

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

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

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

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

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

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

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

The Economic Impact of Travel and Tourism

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

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

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

The economic interplay between tourism and other industries is intricate.

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

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

Emerging Trends and Challenges

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

Here are some notable developments:

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

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

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

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

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

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

The Business of Travel and Tourism

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

Role of Businesses in the Travel Sector

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

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

Business Models and Revenue Streams

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

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

Customer Experience and Service Excellence

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

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

Marketing and Promotion Strategies

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

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

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

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

Key Players in the Travel and Tourism Industry

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

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

Airlines and Aviation

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

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

Hotel Chains and Accommodation Providers

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

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

Tour Operators and Travel Agencies

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

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

Destination Management Companies

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

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

Online Travel Agencies (OTAs)

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

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

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

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

Travel and Tourism Post-COVID-19

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

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

Impact of the Pandemic on the Industry

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

Recovery and Adaptation Strategies

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

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

Future Outlook and Resilience

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

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

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

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

Sustainable Tourism and Responsible Business Practices

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

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

Environmental and Social Responsibility

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

Sustainable Tourism Certifications and Initiatives

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

Benefits of Responsible Tourism for Businesses

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

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

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

Hostile Takeovers

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

Case Studies: Successful Businesses in Travel and Tourism

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

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

Airbnb: Revolutionizing Accommodation

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

Key Success Factors:

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

etude success Airbnb

Cross-Border Mergers and Acquisitions: Global Expansion

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

Booking.com: Data-Driven Booking

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

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

booking.com

Delta Air Lines: Customer-Centric Air Travel

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

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

delta-premium-select-various-customers

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

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

Lessons Learned from Industry Leaders

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

1. Customer-Centricity Is Paramount

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

2. Embrace Technology and Data

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

3. Diversity and Choice Matter

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

4. Transparency Builds Trust

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

5. Sustainability Is the Future

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

6. Innovate or Stagnate

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

7. Globalization Expands Reach

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

8. Resilience Is Crucial

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

9. Community and Culture Matter

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

10. Continuous Learning Is a Competitive Advantage

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

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

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

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

Key takeaways from this exploration include:

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

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

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

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

Tumisang Bogwasi

Tumisang Bogwasi

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

The future of tourism: Bridging the labor gap, enhancing customer experience

As travel resumes and builds momentum, it’s becoming clear that tourism is resilient—there is an enduring desire to travel. Against all odds, international tourism rebounded in 2022: visitor numbers to Europe and the Middle East climbed to around 80 percent of 2019 levels, and the Americas recovered about 65 percent of prepandemic visitors 1 “Tourism set to return to pre-pandemic levels in some regions in 2023,” United Nations World Tourism Organization (UNWTO), January 17, 2023. —a number made more significant because it was reached without travelers from China, which had the world’s largest outbound travel market before the pandemic. 2 “ Outlook for China tourism 2023: Light at the end of the tunnel ,” McKinsey, May 9, 2023.

Recovery and growth are likely to continue. According to estimates from the World Tourism Organization (UNWTO) for 2023, international tourist arrivals could reach 80 to 95 percent of prepandemic levels depending on the extent of the economic slowdown, travel recovery in Asia–Pacific, and geopolitical tensions, among other factors. 3 “Tourism set to return to pre-pandemic levels in some regions in 2023,” United Nations World Tourism Organization (UNWTO), January 17, 2023. Similarly, the World Travel & Tourism Council (WTTC) forecasts that by the end of 2023, nearly half of the 185 countries in which the organization conducts research will have either recovered to prepandemic levels or be within 95 percent of full recovery. 4 “Global travel and tourism catapults into 2023 says WTTC,” World Travel & Tourism Council (WTTC), April 26, 2023.

Longer-term forecasts also point to optimism for the decade ahead. Travel and tourism GDP is predicted to grow, on average, at 5.8 percent a year between 2022 and 2032, outpacing the growth of the overall economy at an expected 2.7 percent a year. 5 Travel & Tourism economic impact 2022 , WTTC, August 2022.

So, is it all systems go for travel and tourism? Not really. The industry continues to face a prolonged and widespread labor shortage. After losing 62 million travel and tourism jobs in 2020, labor supply and demand remain out of balance. 6 “WTTC research reveals Travel & Tourism’s slow recovery is hitting jobs and growth worldwide,” World Travel & Tourism Council, October 6, 2021. Today, in the European Union, 11 percent of tourism jobs are likely to go unfilled; in the United States, that figure is 7 percent. 7 Travel & Tourism economic impact 2022 : Staff shortages, WTTC, August 2022.

There has been an exodus of tourism staff, particularly from customer-facing roles, to other sectors, and there is no sign that the industry will be able to bring all these people back. 8 Travel & Tourism economic impact 2022 : Staff shortages, WTTC, August 2022. Hotels, restaurants, cruises, airports, and airlines face staff shortages that can translate into operational, reputational, and financial difficulties. If unaddressed, these shortages may constrain the industry’s growth trajectory.

The current labor shortage may have its roots in factors related to the nature of work in the industry. Chronic workplace challenges, coupled with the effects of COVID-19, have culminated in an industry struggling to rebuild its workforce. Generally, tourism-related jobs are largely informal, partly due to high seasonality and weak regulation. And conditions such as excessively long working hours, low wages, a high turnover rate, and a lack of social protection tend to be most pronounced in an informal economy. Additionally, shift work, night work, and temporary or part-time employment are common in tourism.

The industry may need to revisit some fundamentals to build a far more sustainable future: either make the industry more attractive to talent (and put conditions in place to retain staff for longer periods) or improve products, services, and processes so that they complement existing staffing needs or solve existing pain points.

One solution could be to build a workforce with the mix of digital and interpersonal skills needed to keep up with travelers’ fast-changing requirements. The industry could make the most of available technology to provide customers with a digitally enhanced experience, resolve staff shortages, and improve working conditions.

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Complementing concierges with chatbots.

The pace of technological change has redefined customer expectations. Technology-driven services are often at customers’ fingertips, with no queues or waiting times. By contrast, the airport and airline disruption widely reported in the press over the summer of 2022 points to customers not receiving this same level of digital innovation when traveling.

Imagine the following travel experience: it’s 2035 and you start your long-awaited honeymoon to a tropical island. A virtual tour operator and a destination travel specialist booked your trip for you; you connected via videoconference to make your plans. Your itinerary was chosen with the support of generative AI , which analyzed your preferences, recommended personalized travel packages, and made real-time adjustments based on your feedback.

Before leaving home, you check in online and QR code your luggage. You travel to the airport by self-driving cab. After dropping off your luggage at the self-service counter, you pass through security and the biometric check. You access the premier lounge with the QR code on the airline’s loyalty card and help yourself to a glass of wine and a sandwich. After your flight, a prebooked, self-driving cab takes you to the resort. No need to check in—that was completed online ahead of time (including picking your room and making sure that the hotel’s virtual concierge arranged for red roses and a bottle of champagne to be delivered).

While your luggage is brought to the room by a baggage robot, your personal digital concierge presents the honeymoon itinerary with all the requested bookings. For the romantic dinner on the first night, you order your food via the restaurant app on the table and settle the bill likewise. So far, you’ve had very little human interaction. But at dinner, the sommelier chats with you in person about the wine. The next day, your sightseeing is made easier by the hotel app and digital guide—and you don’t get lost! With the aid of holographic technology, the virtual tour guide brings historical figures to life and takes your sightseeing experience to a whole new level. Then, as arranged, a local citizen meets you and takes you to their home to enjoy a local family dinner. The trip is seamless, there are no holdups or snags.

This scenario features less human interaction than a traditional trip—but it flows smoothly due to the underlying technology. The human interactions that do take place are authentic, meaningful, and add a special touch to the experience. This may be a far-fetched example, but the essence of the scenario is clear: use technology to ease typical travel pain points such as queues, misunderstandings, or misinformation, and elevate the quality of human interaction.

Travel with less human interaction may be considered a disruptive idea, as many travelers rely on and enjoy the human connection, the “service with a smile.” This will always be the case, but perhaps the time is right to think about bringing a digital experience into the mix. The industry may not need to depend exclusively on human beings to serve its customers. Perhaps the future of travel is physical, but digitally enhanced (and with a smile!).

Digital solutions are on the rise and can help bridge the labor gap

Digital innovation is improving customer experience across multiple industries. Car-sharing apps have overcome service-counter waiting times and endless paperwork that travelers traditionally had to cope with when renting a car. The same applies to time-consuming hotel check-in, check-out, and payment processes that can annoy weary customers. These pain points can be removed. For instance, in China, the Huazhu Hotels Group installed self-check-in kiosks that enable guests to check in or out in under 30 seconds. 9 “Huazhu Group targets lifestyle market opportunities,” ChinaTravelNews, May 27, 2021.

Technology meets hospitality

In 2019, Alibaba opened its FlyZoo Hotel in Huangzhou, described as a “290-room ultra-modern boutique, where technology meets hospitality.” 1 “Chinese e-commerce giant Alibaba has a hotel run almost entirely by robots that can serve food and fetch toiletries—take a look inside,” Business Insider, October 21, 2019; “FlyZoo Hotel: The hotel of the future or just more technology hype?,” Hotel Technology News, March 2019. The hotel was the first of its kind that instead of relying on traditional check-in and key card processes, allowed guests to manage reservations and make payments entirely from a mobile app, to check-in using self-service kiosks, and enter their rooms using facial-recognition technology.

The hotel is run almost entirely by robots that serve food and fetch toiletries and other sundries as needed. Each guest room has a voice-activated smart assistant to help guests with a variety of tasks, from adjusting the temperature, lights, curtains, and the TV to playing music and answering simple questions about the hotel and surroundings.

The hotel was developed by the company’s online travel platform, Fliggy, in tandem with Alibaba’s AI Labs and Alibaba Cloud technology with the goal of “leveraging cutting-edge tech to help transform the hospitality industry, one that keeps the sector current with the digital era we’re living in,” according to the company.

Adoption of some digitally enhanced services was accelerated during the pandemic in the quest for safer, contactless solutions. During the Winter Olympics in Beijing, a restaurant designed to keep physical contact to a minimum used a track system on the ceiling to deliver meals directly from the kitchen to the table. 10 “This Beijing Winter Games restaurant uses ceiling-based tracks,” Trendhunter, January 26, 2022. Customers around the world have become familiar with restaurants using apps to display menus, take orders, and accept payment, as well as hotels using robots to deliver luggage and room service (see sidebar “Technology meets hospitality”). Similarly, theme parks, cinemas, stadiums, and concert halls are deploying digital solutions such as facial recognition to optimize entrance control. Shanghai Disneyland, for example, offers annual pass holders the option to choose facial recognition to facilitate park entry. 11 “Facial recognition park entry,” Shanghai Disney Resort website.

Automation and digitization can also free up staff from attending to repetitive functions that could be handled more efficiently via an app and instead reserve the human touch for roles where staff can add the most value. For instance, technology can help customer-facing staff to provide a more personalized service. By accessing data analytics, frontline staff can have guests’ details and preferences at their fingertips. A trainee can become an experienced concierge in a short time, with the help of technology.

Apps and in-room tech: Unused market potential

According to Skift Research calculations, total revenue generated by guest apps and in-room technology in 2019 was approximately $293 million, including proprietary apps by hotel brands as well as third-party vendors. 1 “Hotel tech benchmark: Guest-facing technology 2022,” Skift Research, November 2022. The relatively low market penetration rate of this kind of tech points to around $2.4 billion in untapped revenue potential (exhibit).

Even though guest-facing technology is available—the kind that can facilitate contactless interactions and offer travelers convenience and personalized service—the industry is only beginning to explore its potential. A report by Skift Research shows that the hotel industry, in particular, has not tapped into tech’s potential. Only 11 percent of hotels and 25 percent of hotel rooms worldwide are supported by a hotel app or use in-room technology, and only 3 percent of hotels offer keyless entry. 12 “Hotel tech benchmark: Guest-facing technology 2022,” Skift Research, November 2022. Of the five types of technology examined (guest apps and in-room tech; virtual concierge; guest messaging and chatbots; digital check-in and kiosks; and keyless entry), all have relatively low market-penetration rates (see sidebar “Apps and in-room tech: Unused market potential”).

While apps, digitization, and new technology may be the answer to offering better customer experience, there is also the possibility that tourism may face competition from technological advances, particularly virtual experiences. Museums, attractions, and historical sites can be made interactive and, in some cases, more lifelike, through AR/VR technology that can enhance the physical travel experience by reconstructing historical places or events.

Up until now, tourism, arguably, was one of a few sectors that could not easily be replaced by tech. It was not possible to replicate the physical experience of traveling to another place. With the emerging metaverse , this might change. Travelers could potentially enjoy an event or experience from their sofa without any logistical snags, and without the commitment to traveling to another country for any length of time. For example, Google offers virtual tours of the Pyramids of Meroë in Sudan via an immersive online experience available in a range of languages. 13 Mariam Khaled Dabboussi, “Step into the Meroë pyramids with Google,” Google, May 17, 2022. And a crypto banking group, The BCB Group, has created a metaverse city that includes representations of some of the most visited destinations in the world, such as the Great Wall of China and the Statue of Liberty. According to BCB, the total cost of flights, transfers, and entry for all these landmarks would come to $7,600—while a virtual trip would cost just over $2. 14 “What impact can the Metaverse have on the travel industry?,” Middle East Economy, July 29, 2022.

The metaverse holds potential for business travel, too—the meeting, incentives, conferences, and exhibitions (MICE) sector in particular. Participants could take part in activities in the same immersive space while connecting from anywhere, dramatically reducing travel, venue, catering, and other costs. 15 “ Tourism in the metaverse: Can travel go virtual? ,” McKinsey, May 4, 2023.

The allure and convenience of such digital experiences make offering seamless, customer-centric travel and tourism in the real world all the more pressing.

Hotel service bell on a table white glass and simulation hotel background. Concept hotel, travel, room - stock photo

Three innovations to solve hotel staffing shortages

Is the future contactless.

Given the advances in technology, and the many digital innovations and applications that already exist, there is potential for businesses across the travel and tourism spectrum to cope with labor shortages while improving customer experience. Process automation and digitization can also add to process efficiency. Taken together, a combination of outsourcing, remote work, and digital solutions can help to retain existing staff and reduce dependency on roles that employers are struggling to fill (exhibit).

Depending on the customer service approach and direct contact need, we estimate that the travel and tourism industry would be able to cope with a structural labor shortage of around 10 to 15 percent in the long run by operating more flexibly and increasing digital and automated efficiency—while offering the remaining staff an improved total work package.

Outsourcing and remote work could also help resolve the labor shortage

While COVID-19 pushed organizations in a wide variety of sectors to embrace remote work, there are many hospitality roles that rely on direct physical services that cannot be performed remotely, such as laundry, cleaning, maintenance, and facility management. If faced with staff shortages, these roles could be outsourced to third-party professional service providers, and existing staff could be reskilled to take up new positions.

In McKinsey’s experience, the total service cost of this type of work in a typical hotel can make up 10 percent of total operating costs. Most often, these roles are not guest facing. A professional and digital-based solution might become an integrated part of a third-party service for hotels looking to outsource this type of work.

One of the lessons learned in the aftermath of COVID-19 is that many tourism employees moved to similar positions in other sectors because they were disillusioned by working conditions in the industry . Specialist multisector companies have been able to shuffle their staff away from tourism to other sectors that offer steady employment or more regular working hours compared with the long hours and seasonal nature of work in tourism.

The remaining travel and tourism staff may be looking for more flexibility or the option to work from home. This can be an effective solution for retaining employees. For example, a travel agent with specific destination expertise could work from home or be consulted on an needs basis.

In instances where remote work or outsourcing is not viable, there are other solutions that the hospitality industry can explore to improve operational effectiveness as well as employee satisfaction. A more agile staffing model  can better match available labor with peaks and troughs in daily, or even hourly, demand. This could involve combining similar roles or cross-training staff so that they can switch roles. Redesigned roles could potentially improve employee satisfaction by empowering staff to explore new career paths within the hotel’s operations. Combined roles build skills across disciplines—for example, supporting a housekeeper to train and become proficient in other maintenance areas, or a front-desk associate to build managerial skills.

Where management or ownership is shared across properties, roles could be staffed to cover a network of sites, rather than individual hotels. By applying a combination of these approaches, hotels could reduce the number of staff hours needed to keep operations running at the same standard. 16 “ Three innovations to solve hotel staffing shortages ,” McKinsey, April 3, 2023.

Taken together, operational adjustments combined with greater use of technology could provide the tourism industry with a way of overcoming staffing challenges and giving customers the seamless digitally enhanced experiences they expect in other aspects of daily life.

In an industry facing a labor shortage, there are opportunities for tech innovations that can help travel and tourism businesses do more with less, while ensuring that remaining staff are engaged and motivated to stay in the industry. For travelers, this could mean fewer friendly faces, but more meaningful experiences and interactions.

Urs Binggeli is a senior expert in McKinsey’s Zurich office, Zi Chen is a capabilities and insights specialist in the Shanghai office, Steffen Köpke is a capabilities and insights expert in the Düsseldorf office, and Jackey Yu is a partner in the Hong Kong office.

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The Last Outpost of Travel: A Deep Dive into Tours, Activities and Experiences 2023

The Last Outpost of Travel: A Deep Dive into Tours, Activities and Experiences 2023

Executive summary, introduction, the tours, activities and experiences industry could be a $1 trillion market , tours, activities and experiences remains one of the most opportunistic markets in travel, the industry is backed by huge amounts of investor funding, a fragmented industry with a long tail of suppliers, the industry is rapidly shifting from offline to online, online intermediaries have gained share from online direct sites .

  • Google’s 'Things To Do Platform' Prioritizes Direct Sites

A Flurry of B2B Activity

Opportunity for otas to consolidate market share, many otas focus on revenue growth and market share gains, related reports.

  • India’s Travel Booking Landscape March 2024
  • The Past, Present, and Future of Online Travel March 2024
  • Skift Research Global Travel Outlook 2024 January 2024
  • A Deep Dive into Google Travel Part II: U.S. vs Europe in 20 Charts November 2023

Report Overview

The market for tours, activities & experiences represents one of the most opportunistic and untapped prospects within the travel industry: it is highly fragmented with a long tail of small suppliers and is rapidly shifting online, making it an attractive space for online intermediaries to consolidate market share from small offline players as they onboard online. 

However, Google, not one to miss the party, has also entered the space with its ‘Things To Do’ tool and similar to its role within other verticals in the travel industry, acts as both friend and foe to the online travel agents (OTAs). Skift Research’s proprietary web scraping analysis of Google’s ‘Things To Do’ shows that whilst many OTAs list on Google, taking advantage of its vast scale and power as a search engine, Google persistently prioritizes the direct option over third party OTA sites. Could Google potentially dis-intermediate the OTAs and give power to the direct sites, similar to the practices conducted by Google Hotels? Or does the highly fragmented and largely un-sophisticated nature of the industry demand a strong aggregator, with direct bookings less likely to gain traction? 

We look to answer these questions in this report, as well as provide an overview of the tours, activities & experiences market, comparing it to other verticals within the travel industry – showing how it is the last outpost of travel in today’s distribution landscape. 

Executives Interviewed

  • Chris Atkin, CEO of Rezdy
  • Claudio Bellinzona, Chief Supply Officer and Co-Founder of TUI Musement
  • Susan DeBottis, Chief Growth Officer at Rezdy
  • Eric Gnock Fah, Chief Operating Officer & Co-Founder of Klook
  • Nishank Gopalkrishnan, Chief Business Officer of TUI Musement
  • Laurens Leurink, CEO of Tiqets
  • Blanca Menchaca, CEO of BeMyGuest
  • Ankur Thakuria, Regional Director Asia Pacific & Middle East at Tiqets
  • Spokesperson from Groupon

The selling of tours, activities & experiences is one of the most attractive parts of the travel industry for an online aggregator. There are three key reasons behind this: first, there is a huge addressable market up for grabs; second, bookings are rapidly shifting from offline to online; and third, the market is very fragmented and thus demands a strong aggregator. 

The market is ripe with opportunity and many of the largest players have entered the space, either as a pure-play OTA or through B2B partnerships, with the online intermediaries gaining share from offline, direct sites. Google too has forayed into the space with its Things To Do tool. Whilst Google’s entrance into the hotel industry through Google Hotels arguably hinders rather than aids the efforts of leading OTAs such as Booking Holdings and Expedia; in the tours, activities & experiences space, we expect Google to be more friend than foe. Though Google acts as a dis-intermediary in the hotel space, aiding in the shift back to direct bookings, in the vastly fragmented experiences market, we expect that direct bookings are less likely to gain traction and instead that the OTAs will continue to gain share. 

However, to say which OTA will emerge as market leader is difficult, with no one player currently owning more than 5-6% of market share currently. There is a lot to play for with a long tail of small OTAs presenting an attractive opportunity for consolidation. The tours, activities & experiences market is therefore one of the most opportunistic and untapped parts of the travel industry.

The shift in consumer spending from goods to services has long been a trend observed by economists. In affluent countries such as the U.S., this shift has been defined by changing consumer preferences and behaviors, with a greater emphasis placed on convenience and efficiency, and further facilitated by the rise of digital marketplaces, allowing consumers to easily seek and engage with a wide range of services. 

Moreover, consumers, particularly younger generations such as Millennials and Gen-Z, are increasingly prioritizing spending on ‘experiences’ over ‘things’, reflecting a growing recognition of the value derived from memorable memories rather than material possessions. The rise of social media has also contributed to this shift, with consumers seeking experiences that are worth sharing on social platforms. 

The chart below shows that whilst consumer spend on goods as a percentage of total spending has decreased from 53% in 1960 to 35% by 2022, spend on experiences (such as tickets to live entertainment, sporting events, museums or spend on travel and package tours) has nearly doubled from 2% of total spending in 1960 to nearly 4% by 2019. During Covid, consumer spending naturally shifted back towards goods, with few opportunities available for live events and travel in a time of global lockdowns. However, post Covid, we have seen this quickly reverse back, with spending on travel booming even in the face of a looming recession and travel seemingly venturing higher up in psychologist Abraham Maslow’s hierarchy of needs, being a powerful tool for self-discovery and finding purpose in life. 

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As we wrote in our deep dive from 2018 The Post Experience Economy: Travel in an Age of Sameness , “travel has always been an experience, facilitated by the services provided by travel companies” and is in a prime position to benefit from consumers who are looking to spend money on memorable experiences. 

However, there is still much work to be done in order for travel brands to fully deliver on the emotionally meaningful experiences craved by consumers –  a desire that often clashes with the commercial objectives of major travel companies. For example, as we wrote in 2018, “ a vacation mediated by a la carte ordering via mobile phone is antithetical to our vision of travel’s future”. By prioritizing differentiation, based on the quality of service rather than an over-reliance on technological add-ons or lower prices, brands which serve the tours, activities & experiences market have a real opportunity to tap into this vastly under-served segment of the travel industry. 

Tours, Activities and Experiences Market Sizing

The selling of tours, activities and experiences is a $239 billion market, as of 2019, and we estimate that after recovering to pre-Covid levels by 2024, it can grow to nearly $300bn by 2025.

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We estimate that tours (such as guided tours and day trips) consist of 50% of the market, ticketed attractions (to major tourist sites) consist of 30% of the market and other activities and experiences (such as sporting events, shows and entertainment) the rest 20%.

Interestingly, in addition to a currently serviceable market size of $239bn (as of 2019), Airbnb in their S-1 registration form released prior to their IPO identified a further $1.1 trillion of spend on recreational and cultural experiences by local residents, saying that “we believe we can continue to expand our platform use cases to enable people to discover and explore their own cities through Airbnb”. This would present the tours, activities & experiences industry as having a huge $1.4 trillion total addressable market (TAM). 

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Whilst local leisure activities (such as swimming pools, movie theaters, etc.) have not yet been incorporated into the strategies of travel businesses such as the major OTAs, Groupon is one company that has singled out the local experiences market as its main focus, also citing a large and fragmented market with a >$1trillion TAM of which Groupon has less than 1% market share. 

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Unlike other verticals in the travel industry, the booking of tours, activities & experiences is still predominantly done offline – 70% offline, versus 48% offline for hotels, 26% for airlines and only 12% for short-term rentals, as shown in the chart below. 

Nishank Gopalkrishnan, Chief Business Officer of TUI Musement explained that: “the digitization of the tourism activity space has lagged the other parts of travel due to the propensity of the customer to book experiences much later than other parts of travel. 70% of the time, a consumer would book excursions or attractions in-destinations, based on a variety of factors, such as the weather, your mood, how much time you have at the destination etc. However, a flight or hotel gets booked earlier because you need to have a place to sleep and a way of getting there. So [online penetration within the tours, activities & experiences space] was the last thing to be solved because it was also one of the last things to be booked.”

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Additionally, as shown in the chart below, we have noticed a correlation between online penetration and commission rates, with the more offline and fragmented the market, the greater the commission rate commanded from OTAs. We estimate that the OTAs command a ~20% take rate from the selling of tours, activities & experiences, compared to only low single digit take rates for flight OTAs. 

Therefore, despite the total market size of the airlines industry being more than double the size of tours, activities & experiences, the actual commissionable market available to OTAs by selling experience is actually of a similar size to that of selling flights. Whilst the airline OTAs serve an underlying industry that has largely matured and been consolidated over time, the experience sector will inherently remain a more fragmented part of the travel landscape, being made up of a unique and diverse supply set versus the more commoditized products of flight tickets and hotel rooms. Even though there exists an attractive opportunity for consolidation in the space, there will always be sections of the market that are led by tailored players in the field.

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Online penetration too might not ever reach the levels seen in other parts of travel, with the inherent nature of the market meaning that there will always be walk-ins and last minute offline bookings. Chris Atkin, CEO of Rezdy commented that “even before the age of the internet, for hotel bookings there has always been a fax number or a telephone number in order for you to communicate ahead of time and secure a reservation. The hotels have nearly always had that pre-booking because there’s an obvious constraint around availability in every hotel. Whereas in the experiences space, you don’t ever see the zoo, for example, selling out”.

Based on the S-curve adoption model, as shown in the chart below, we estimate that online penetration is likely to peak out at roughly 50%-55%. Though there is a ceiling that will eventually be hit, given the current online penetration levels we are at currently and how quickly the shift is occurring, there is still plenty of upside to be reaped.

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Post Covid, many operators of tours, activities and experiences have noticed that more tourists are pre-planning and booking activities in advance, likely due to the scarcity of tours coupled with the huge amounts of consumer pent up demand. Atkin of Rezdy commented that “we’re seeing more and more that people are pre-planning their activities. Lots of really great things to do are going to be sold out because we are still in recovery from the pandemic.” 

Eric Gnock Fah, COO and co-founder of Klook , an Asian based OTA in the tours, activities and experiences sector, commented that “[online penetration] for tours and activities which require pre-booking will likely edge closer to that of the car rentals or flights business, whereby for attractions there is usually an option to purchase tickets offline because generally speaking the attractions market is large enough to allow last minute walk-ins.” This is because the market for selling tickets to major attractions, though larger in size, is also more homogenous, whilst specialized tours and activities are more unique and can sell out in advance. 

Many of the OTAs we interviewed spoke of the potential to add significant value by selling curated or bundled tours rather than just the traditional offering of individual tickets to attractions. By bundling attractions, activities, transportation, and even accommodation, OTAs can differentiate themselves by offering a unique experience that can cater to specific themes and interests, as well as simplifying the booking process for consumers. The offering of tailored tours allows OTAs to enhance personalization and foster loyalty, with Nishank Gopalkrishnan of Musement further commenting that “typically attraction tickets have lower margins and tours have higher margins.” 

Laurens Leurink, CEO of Tiqets, sees the bundling of attraction tickets as a key differentiating factor between booking with an intermediary such as Tiqets versus booking directly through a venue. He commented that “when I’m visiting Paris, I probably want to do a river cruise and also visit the Louvre. Tiqets offers a combination which is pre-bookable.” By bundling tickets together, companies such as Tiqets also offer discounts to consumers, based on “deep integration with core supply partners”, with Leurink noting that “for the people looking for a good value proposition, there’s good value in there, but there’s also a lot of pre planners that just like to have the boxes ticked and their agenda planned. So we’re helping them to fully plan their trip in advance without being overloaded by so many options.”

The tours, activities & experiences industry has garnered huge amounts of investor interest, with the largest – and fastest growing – private companies in the space backed by vast amounts of funding. Companies like Klook and GetYourGuide are valued at more than $1bn, making them ‘unicorns’ in the venture capital space. In fact, recent funding news shows that GetYourGuide is actually close to being valued at $2bn, with more than $1bn of investor funding.

Interest in the space has only increased through the pandemic, with investment into in-trip tours & activities companies as a percentage of total travel funding more than doubling through Covid.

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The Distribution Landscape

The tours, activities & experiences market is highly fragmented, defined by a long tail of small operators. These small operators tend to work independently, selling activities focused on regional experiences – such as a small company led by one or two people selling short kayaking tours, or a family selling cooking classes. This results in a vast and varied range of supply in the market. For example data and commentary from GetYourGuide suggests that of the ~850k suppliers in the market, “as of year end 2022,  we had about 16k suppliers on the platform, meaning that we are only scratching the surface so far”.

The highly fragmented nature of the industry presents an attractive opportunity for consolidation. Unlike other markets in the travel industry which have been consolidated by the leading OTAs – such as Booking.com and Expedia in the hotel industry and Airbnb in short-term rentals – the tours, activities and experiences sector currently operates without a dominant market leader or standardized booking platform. 

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In recent years, the tours, activities & experiences market has rapidly shifted online, from 7% online in 2006 to 30% online by 2022. In 2020, during the Covid pandemic, online penetration increased more than 10% year-on-year from 21% in 2019 to 33% in 2020 – with lockdowns limiting spontaneous walk-ins and offline bookings, suppliers were forced to adopt an online presence that offered consumers real-time updates, flexible booking options, and easy cancellations. 

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Despite the surge in the percentage of bookings being done online during the pandemic, 70% of the industry is still offline in 2022, dominated by small operators who conduct much of their business on pen and paper or on outdated pieces of software that don’t integrate with OTAs. This lack of digitization creates friction in the booking process, increases operating costs and creates a low-quality consumer experience. 

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Even when a supplier decides to onboard online, it can face a myriad of problems in setting up a booking platform and having to separately integrate with the various OTAs and distribution channels. The lack of technological uniformity in the sector has led to the emergence of B2B reservation technology providers, such as Rezdy which allow suppliers to manage their online bookings in one place and connect to a marketplace of resellers through a single connection. 

However, distribution technology still has a long way to go before it can support the rapid rise in online bookings. Chris Atkin, CEO of Rezdy, said that: “even the biggest players, the most connected players that have close to 200 API integrations [with the various resellers] are still in a situation where only 50% of their products that are available for you to book can get live availability,” with Susan DeBottis, Chief Growth Officer of Rezdy adding that “the tours, activities and experiences space is about 15 or more years behind other sectors from a technological and advancement perspective around distribution.” 

The fragmented nature of the industry lends itself to intermediaries. Of the bookings made online in 2022, 78% were made through an OTA vs 21% through a direct online site. The OTAs have continuously taken share from online direct sites – from 64% of bookings made through an OTA in 2006 to 78% in 2022, as shown in the chart below. 

The tours, activities & experiences sector is made up of a long tail of small, diversified providers who offer a wide range of services in different areas, from local tour operators to larger companies that design original and curated tours. As a result, it is a difficult effort for any particular online direct site to combine all these disparate offers onto a single platform. On the other hand, online intermediaries serve as aggregators, giving consumers looking for a variety of experiences a one-stop shop, thus providing more convenience and choice. Additionally, due to economies of scale and large marketing budgets, the large OTAs can negotiate better terms and higher commissions with suppliers and thus provide lower prices for consumers. 

We model that the OTAs will continue to gain share from online direct. However, as we discuss in the next section, Google has recently entered the space with its Things To Do tool which prioritizes direct sites over third party booking channels – potentially giving some power back to the direct site. 

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Google’s ‘Things To Do Platform’ Prioritizes Direct Sites

In September 2021, Google launched an advertising product called “Google Things To Do”, which lists not only the top attractions in a city but also options to book tickets via a list of predominantly OTAs. As we show in the screenshot below, though Google displays paid sponsored listings near the top of the site, its main organic booking list prioritizes the direct website over the sites of aggregators such as Viator, GetYourGuide and Musement, to name a few. 

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As an exercise to test how often the direct site does appear top of the list, and also to understand which OTAs are listing on Google’s Things To Do tool, using browse.ai we ran a web scraping analysis across 40 cities in each global region, looking at top 10 booking options listed for the top 20 attractions in each city. As we show in the chart below, the direct site appeared on a 100% of attractions, followed by a long list of OTAs, with the top 4-5 positions below the direct option primarily being the large players such as Trip.com, GetYourGuide, Klook, Tiqets etc. Though there are regional leaders, such as GetYourGuide in Europe and Trip.com and Klook in Asia, there was no one dominant player – with even the current leaders only listing on ~50% of attractions, going to show how fragmented the booking landscape is today. 

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As shown in the charts by region below, we collected listing information from hundreds of OTAs, with there being a long tail of small OTAs listing on specific attractions. The first option was always the direct website, with the 2nd-5th options getting progressively more fragmented as more niche players attempt to (organically) bid on a booking. Google is very clear on its ranking system with its website noting that: ‘tickets are ranked based on several factors, but mainly by price. Official tickets are given preference in the ranking. Ticket suppliers don’t pay Google to appear in these search results and can’t pay to influence their ranking’. It is perhaps of no surprise to see Trip.com often come top of the booking list, being well known to discount prices (by giving up a share of their take rate) as a way to undercut competitors. We also note that neither Booking.com or Expedia featured in any of the booking options. 

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Google’s entrance into the space has been met with both trepidation and excitement: whilst Google Hotels – and its practice to prioritize direct bookings over the OTAs – has proved to be a formidable competitor to the likes of Booking and Expedia in the hotels industry, in the experiences market we expect Google to be more friend than foe. This is inherently due to the vastly fragmented nature of tours, activities & experiences which demands a strong aggregator, with direct options less likely to gain traction. For example, Leurink of Tiqets commented: “I think Google is still hugely challenged in finding the right interface. Because if you want to compete with every provider of museum attractions, tours, a whole diverse range of experience etc. through one user interface, that’s quite challenging.” 

Though still in early phases of developing Things To Do to the same scale as Google Hotels or Google Flights, the fragmented nature of the experiences market means that Google is likely to focus primarily on the large headline attractions for which there will be a direct website in addition to several OTA booking options. However a vast portion of the experiences market doesn’t have its own website, and instead relies on reservation technology providers or the OTAs as a predominant distribution channel. Small operators who do wish to list directly on Google will have to also partner with an OTA or reservation technology companies in order to integrate with Google’s systems. Therefore, whilst Google is certainly aiding in the industry wide shift from offline to online, we ultimately expect the online intermediaries to continue gaining share of bookings. 

Additionally, as we show in the screenshots below, though Google might push users to the official website of major attractions, it also provides a space for OTAs to list their own original bundled tours which, as we have written about in earlier sections, has proved to be a valuable way for OTAs to differentiate themselves among their competitors.

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The spotlight has been turned onto the tours, activities & experiences industry as a highly opportunistic part of travel ripe for consolidation. Every travel company wants a piece of the pie and in recent years we have seen a flurry of B2B partnerships which has allowed the large OTAs such as Expedia and Booking to source inventory from other players, even rival OTAs, in order to power their own tours, activities & experiences business. Gnock Fah of Klook commented: “I think for the category of experiences, there’s a lot of dirty work that needs to be done to consolidate the supply.  Booking [Holdings] has demonstrated that though they decided to do it themselves pre-Covid, they have now realized that maybe it’s not in their DNA or maybe it’s just not in their focus today. So that has given rise to B2B partnerships”. 

Gopalkrishnan of Musement further commented that “Booking are operating in just one part of the value chain when it comes to experiences – they are focussed on the digital sales element of it, whereas we are also on the ground selling tours and activities. This is the value of omni-channel sales – if you really want to sell experiences, you need to be available when the customer wants to buy it. So, both short-term and long-term, we see [B2B partnerships] as an opportunity to be part of their success and help them scale. And as a function of that, help us scale as a business.” 

Notable B2B deals include Booking sourcing inventory from TUI Musement and Tripadvisor’s Viator . For companies like Musement, partnerships with the likes of Booking allows greater distribution and access to a wider pool of consumers in different source markets. Gopalkrishnan of Musement noted that a sizable 50% of their top line is from B2B channels, where Musement shares a portion of its commission and margin with its partners, sometimes marking up the commission that it receives from suppliers and then passing this onto its partners. 

Though the birth of the B2B model has certainly aided in the growth of the industry as a whole, it has arguably also reduced the barrier to entry for online aggregators to near zero – fuelling more fragmentation in the market. For example Ankur Thakuria, Regional Director Asia Pacific & Middle East at Tiqets said that “it’s very easy for a company to tap into the market of selling tickets and experience and literally pull the supply overnight.” Though the fragmented nature of the industry and the rapid shift from offline to online still presents plenty of opportunity, especially for the emergence of regional market leaders – with Thakuria noting that “most of our biggest B2B partners have their unique source markets which are not necessarily overlapping with us” –  in order to differentiate themselves OTAs will now have to rely not just on the amount of inventory and scale they have, but on providing products that are focused on personalization and high levels of service. As we wrote in 2018 , ultimately “digital experience marketplaces will fall prey to the paradox of choice. Fragmentation means brands competing on price instead of service have the most to lose.” 

Largest Players and Market Shares

Of the industry that is booked on online intermediary platforms, we estimate that only about a fifth of this is dominated by the largest and most well known OTAs, with the rest spread across a wide range of smaller OTAs. We estimate that the biggest OTAs – namely Viator (owned by Tripadvisor) and GetYourGuide– only have a 5-6% market share of all online intermediaries. We also note that prominent OTAs like Booking, Expedia and Airbnb have negligible market share, with Airbnb Experiences recently removing tours and activities from its app and website. The lack of a dominant player presents a very attractive opportunity for the consolidation of market share.

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We expect to see further M&A (Mergers and Acquisitions) activity in the future, with plenty of inorganic growth opportunities available in the space. However, it is difficult to predict whether the industry will see a dominant market leader, such as the market leading positions held by the duopoly of Booking and Expedia in the hotels space. This is largely due to the vastly more fragmented supply base of tours, activities & experiences and the differences in consumer behavior such that last minute walk-in offline bookings are much more prevalent. 

Laurens Leurink of Tiqets doesn’t see one player monopolizing the market, saying: “Is this a winner takes all market? I don’t think so. The online visibility of all the things to do is so wide and diverse that I don’t think one party can be able to combine all this and be relevant. So I think there’s space for a lot of players. If you look at the playing fields, I see clear identity differences between the players, with plenty of space for more tailored players in the field. Google is trying to get a universal interface and then cover the whole industry, which I think is quite challenging, and they’re discovering that themselves as well. 

Secondly, the space that we’re playing in has a huge diversity of very commercial players like Merlin Group for example, but you also have huge museums that are government owned or region owned that have much different dynamics. It’s not around profit optimization. It’s around having a fair share of people being able to see the art or whatever is being displayed. So that is hugely different from the dynamics in the airline and the hotels and lodging industry. The experiences vertical within travel and within leisure has so many different dynamics that I don’t see there being even two or three parties owning it all.”  

In a highly competitive and fragmented industry so ripe with opportunity, many OTAs are pursuing expansion strategies and prioritizing market share gains over positive EBITDA margins. They are heavily investing in acquiring unique supply and building original tours and experiences, as well as marketing and technology in order to attract more users and enhance transaction volumes. While this strategy may result in top-line growth and increased market penetration, it comes at the sacrifice of short-term profitability. For example, Leurink of Tiqets commented that “there’s always a balance between growth and margin,” further saying that “our margins could be four or five fold [of current levels] if we decide to grow a bit less.” 

The charts below show that whilst Viator and Musement – two of the only public OTAs in the space – have rapidly grown their top line above pre-Covid levels, with Viator’s revenues at Q1 2023 more than 2.5x greater than 2019 levels, they are still operating at either negative or low single digit EBITDA margins. 

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However this is not to say that profitability is not on the cards. At Q2 2022 earnings, Tripadvisor said that “ although currently not yet demonstrating their profit potential as we invest in growth, we believe longer term, Viator can reach EBITDA margins of 25% to 30% given its strong gross margin profiles and potential for scale given the large TAMs and attractive unit economics.” 

OTAs will continue to gain share . The tours, activities & experiences market represents a highly opportunistic part of the travel industry for online aggregators: the inherent fragmented nature of the market coupled with the rapid shift from offline to online necessitates a strong online aggregator. Major players have already entered the market – often backed with huge amounts of investor funding – with online intermediaries gaining share from their offline counterparts. 

There will be a greater emphasis on service and personalization. There is all to play for, with no one OTA owning more than 5-6% market share of the online intermediaries. The long tail of small OTAs presents an attractive opportunity for consolidation by the larger players. However, given the rise in popularity of the B2B model – which essentially reduces the barrier to entry for online aggregators to near zero – we might see more fragmentation than consolidation in the market. This places a greater impetus on OTAs to differentiate themselves in meaningful ways such as providing high levels of personalized service. 

Google’s ‘Things To Do’ is more friend than foe to the OTAs. Google’s foray into the space with its Things To Do tool has been met with both trepidation and excitement. Whilst Google’s entrance into the hotel industry through Google Hotels arguably hinders rather than aids the efforts of leading OTAs such as Booking Holdings and Expedia; in the tours, activities & experiences space, we expect Google to be more friend than foe. We expect that Google will benefit the online intermediaries, expediting the industry wide shift from offline to online and giving prominence to the OTAs. Additionally, though Google acts as a dis-intermediary in the hotel space, aiding in the shift back to direct bookings, in the vastly fragmented experiences market, we expect that direct bookings are less likely to gain traction and instead that the OTAs will continue to gain share. 

Sweet Home Alabama

Alabama Tourism Department

The official site for industry professionals, saturday walking tours in alabama.

March 4, 2024

MONTGOMERY – The Alabama Tourism Department’s annual Saturday Walking Tours will occur every Saturday morning in April and will take place at 27 locations across the state.

Community leaders and volunteers will guide the free tours through historical areas that display art and culture of the city, and some tours will end with refreshments from their local hotspots. The two-hour long tours will start at 10 a.m. on April 6, 13, 20 and 27.

Towns and starting places for the Saturday Walking Tours are: Athens-Limestone County (Athens Limestone Visitors Center), Bayou La Batre (Maritime Park), Birmingham (Birmingham Civil Rights Institute), Bridgeport (Bridgeport Depot Museum), Courtland (Courtland Square at the gazebo only on April 20 only), Cullman (Cullman County Museum), Decatur (various locations), Elba (Chamber of Commerce), Enterprise (Pea River Historical Society), Fairhope (Fairhope Welcome Center), Florence (various locations), Foley (Foley Welcome Center), Gadsden (Visitors Information Center).

Huntsville (Alabama Constitution Hall Park on April 6 and 13 only), Leeds (Leeds Area Chamber of Commerce on April 13 only), Madison (Madison Little Roadhouse on April 20 and 27 only), Mobile (Visit Mobile Welcome Center), Montgomery (Montgomery Visitor Center), Monroeville (Monroe County Museum), Mooresville (Historic Post Office), Moulton (Sweet Leona’s Ice Cream Shop on April 27 only), Pell City (City Hall on April 6 and 13 only), Prattville (Prattaugan Museum), Selma (Selma-Dallas County Public Library), Sheffield (Sheffield City Hall), Springville (Springville City Museum), and Tuscumbia (Corner of 6 th and Main).

Please click here for the Saturday Walking Tours poster. For more information about the Saturday Walking Tours is available on the Alabama Tourism Department website at www.alabama.travel .

Press Contact: Brooklyn Lundy, Public Relations Manager Alabama Tourism Department [email protected]

Related posts:

  • July 4th celebrations across Alabama
  • ALABAMA TOURISM DEPARTMENT NEWSLETTER JULY 30, 2013
  • ALABAMA TOURISM DEPARTMENT NEWSLETTER OCTOBER 2, 2013
  • Alabama Tourism Department News May 27, 2014

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The White House 1600 Pennsylvania Ave NW Washington, DC 20500

FACT SHEET: President   Biden Announces Up To $8.5 Billion Preliminary Agreement with Intel under the CHIPS & Science   Act

Funding catalyzes $100 billion in private investment from Intel to build and expand semiconductor facilities in Arizona, Ohio, New Mexico, and Oregon and create nearly 30,000 jobs

Today, President Biden will travel to Chandler, Arizona, to visit Intel’s Ocotillo campus and announce that the Department of Commerce has reached a preliminary agreement with Intel to provide up to $8.5 billion in direct funding along with $11 billion in loans under the CHIPS and Science Act. The announcement will support the construction and expansion of Intel facilities in Arizona, Ohio, New Mexico, and Oregon, creating nearly 30,000 jobs and supporting tens of thousands of indirect jobs. During his visit to Arizona, President Biden will discuss the vision that he laid out in his State of the Union, underscoring how his Investing in America agenda is building an economy from the middle out and bottom up, creating good-paying jobs right here in America, strengthening U.S. supply chains, and protecting national security. Semiconductors were invented in America and power everything from cell phones to electric vehicles, refrigerators, satellites, defense systems, and more. But today, the United States produces less than 10 percent of the world’s chips and none of the most advanced ones. Thanks to President Biden’s CHIPS and Science Act, that is changing. Companies have announced over $240 billion in investments to bring semiconductor manufacturing back to the United States since the President took office. Semiconductor jobs are making a comeback. And thanks to CHIPS investments like the one today, America will produce roughly 20% of the world’s leading-edge chips by the end of the decade. Today’s announcement is critical to realizing President Biden’s vision to reestablish America’s leadership in chip manufacturing. In particular, this CHIPS investment will support Intel’s construction and expansion projects across four states and will create nearly 30,000 jobs:

  • Chandler, Arizona:  Funding will help construct two leading-edge logic fabs and modernize one existing fab, significantly increasing manufacturing capacity to produce Intel’s most advanced semiconductors in the United States. This investment will create over 3,000 manufacturing jobs, 7,000 construction jobs, and thousands of indirect jobs. Intel’s investment in Arizona is among the largest private sector investments in the state’s history.
  • New Albany, Ohio:  Funding will establish a new regional economic cluster for U.S. chipmaking with the construction of two leading-edge logic fabs. This investment will create 3,000 manufacturing jobs, 7,000 construction jobs, and an estimated 10,000 indirect jobs. Intel’s investment in Ohio is the largest private-sector investment in the state’s history.
  • Rio Rancho, New Mexico:  Funding will support the nearly complete modernization and transformation of two fabs into advanced packaging facilities, where chips are assembled together to boost their performance and reduce costs. Advanced packaging is critical for artificial intelligence (AI) applications and the next generation of semiconductor technology. It also allows manufacturers to improve performance and function and shorten the time it takes to get many advanced chips to market.  When completed, these facilities will be the largest for advanced packaging in the United States. This investment will create 700 manufacturing jobs and 1,000 construction jobs.
  • Hillsboro, Oregon:  Funding will expand and modernize facilities to increase clean-room capacity and utilize advanced lithography equipment, further strengthening this critical innovation hub of leading-edge development and production in the United States. This investment will support several thousand new permanent and construction jobs and thousands of indirect jobs.  

Creating Good-Paying and Union Jobs with Good Benefits Across America

President Biden promised to be the most pro-worker, pro-union President in American history, and his Administration has committed to ensuring that workers have the free and fair choice to join a union and equitable training pathways to good jobs. As part of the Administration’s effort to connect workers with good-paying jobs created by the President’s Investing in America agenda, the White House announced five initial Workforce Hubs across the country – two of which have focused on building pipelines to good jobs in the semiconductor industry: Phoenix, Arizona, and Columbus, Ohio. And, last year, the National Science Foundation and Intel announced $100 million to expand semiconductor workforce training opportunities, education, and research across the nation. Under their preliminary agreement with the Department of Commerce, Intel has committed to work closely with workforce training providers (e.g., educational institutions, state and local agencies, labor unions) to develop and train workers for jobs created by the investment announced today. The Ohio State Building Trades signed a Project Labor Agreement (PLA) for the Ohio construction site, and there is a majority-union construction crew in both the Arizona and Oregon sites. The Administration strongly supports workers’ right to organize and expects Intel to continue its longstanding tradition of creating good jobs and respecting workers’ rights, including expecting Intel to neither hold mandatory captive audience meetings nor hire anti-union consultants. The announcement today also includes significant funding to train and develop the local workforce, including $50 million in dedicated CHIPS funding. The focus of this funding will be further determined in the coming months based on the Department of  Commerce’s labor and workforce priorities  in partnership with the Department of Labor. Those priorities include funding workforce intermediaries and labor-management partnerships, promoting inclusive and equitable training and hiring across the construction and facilities workforces, and providing supportive services, such as child care. Intel’s construction spending is contributing to union apprentice programs across all four sites—expected to amount to over $150 million in apprenticeship contributions. Additionally, Intel has committed to providing affordable, accessible, high-quality child care for its workers across its facilities. Intel will be increasing the reimbursement amount and duration for its back-up care program, adding additional access to discounted primary child care providers, and expanding access to a vetted network of child care providers for its employees. In addition, Intel will pilot a primary child care reimbursement program for non-salary employees.  

Strengthening Local Economies

Today’s announcement is also poised to strengthen the local economies of these states and cities, and is part of the President’s commitment to investing in all of America and leaving no community behind. Intel’s investments in Arizona and Ohio are among the largest private-sector investments in each state’s history, and Arizona has received the highest level of private sector manufacturing investment per capita of any state since the President took office. Intel’s investment in Arizona is expected to create tens of thousands of indirect jobs across suppliers and supporting industries – on top of the nearly 30,000 manufacturing and construction jobs it will create, fostering a more resilient semiconductor supply chain in the U.S. In Arizona, Intel’s investments have  grown  the surrounding community, attracting opportunities for professional growth and upward economic mobility for everyone – from graphic designers to restaurants and small businesses. And in Ohio, Intel continues expanding their partnerships with local businesses to support their construction projects and operations at other facilities – growing from 150 Ohio-based suppliers in 2022 to over 350 today.  Intel has also prioritized sustainability and being responsible stewards of the environment at its facilities. It currently uses 100% renewable electricity in its fabs and factories in the United States, and plans to achieve net-positive water and zero waste to landfill by 2030.

Building on Historic Progress Under the CHIPS and Science Act

Today’s announcement is the fourth and largest preliminary memorandum of terms (PMT) under the CHIPS and Science Act:

  • In February 2024, the Biden-Harris Administration announced $1.5 billion for GlobalFoundries to support the development and expansion of facilities in Malta, NY, and Burlington, VT.
  • In January 2024, the Administration announced $162 million for Microchip Technology Inc. to increase its production of microcontroller units and other specialty semiconductors, and to support the modernization and expansion of fabrication facilities in Colorado Springs, CO, and Gresham, OR.
  • In December 2023, the Administration announced $35 million for BAE Systems Electronic Systems to support the modernization of the company’s Microelectronics Center in Nashua, NH. This facility will produce chips that are essential to our national security, including for use in F-35 fighter jets.

President Biden’s Investing in America agenda – including the CHIPS and Science Act – is spurring a manufacturing and clean energy boom. Since President Biden took office, companies have announced over $675 billion in private sector investments in manufacturing and clean energy, and over 50,000 infrastructure and clean energy projects are underway. This announcement is part of the President’s broader commitment to build an economy from the middle out and bottom up, not the top down, and invest in all of America. 

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How to Become a Tour Guide

By Alyciah Beavers

Published: February 28, 2024

If you’ve been wondering how to embark on a fulfilling journey as a tour guide, this article is your roadmap to a career that lets you explore the world while sharing its wonders with others. Here, we discuss the role of a tour guide, how to become one, and some of the tour guide skills you should possess. Plus, we’ll delve into what the tour guide salary is like, helping you make an informed decision about this exciting profession.

Career Summary

Tour guide salary.

Tour Guide Salary

Are you wondering how much a tour guide earns in the United States? Well, the average tour guide salary is $40K per year. However, there is an estimated addition of $18K each year in bonuses, commissions, profit sharing, and tour guide tips from clients.

According to Glassdoor , here is the breakdown per each level:

  • Entry Salary (US$45k)
  • Median Salary (US$59k)
  • Executive Salary (US$79k)

According to the Bureau of Labor Statistics (BLS), the average wage in the US is $61,900, meaning that tour guide salary falls behind the national average of other occupations.

What does a Tour Guide do?

A tour guide, also called a tour leader or local guide, plays a considerable role in promoting and preserving a town, city, organization, or country’s historical and cultural heritage. These are certified professionals licensed to lead other people on trips and tours while providing an informative, educational, and enjoyable experience.

Tour Guide Career Progression

  • Entry-Level Tour Guide :  Leading basic tours, assisting with logistics, and providing introductory information to tourists.
  • Tour Guide :  Leading a variety of tours, providing in-depth information, and ensuring an enjoyable experience for tourists.
  • Senior Tour Guide : Taking on more complex and specialized tours, training and supervising junior guides, and often acting as a point of contact for clients.
  • Specialized Tour Guide : Specialized tour guides focus on specific niches or interests within the industry, such as history, art, adventure, wildlife, or culinary tours.
  • Tour Manager : They oversee the logistics and operations of multiple tours and ensure that all aspects of a tour, including transportation, accommodations, and activities, run smoothly.
  • Tour Company Owner or CEO : At the highest level, a tour company’s executive director oversees the entire business. They set the company’s vision, strategy, and direction, manage financial aspects, and make critical decisions impacting its growth and success.

Tour Guide Career Progression

The Pros and Cons of Working as a Tour Guide

  • You will live your dream and share your exploration and traveling passion with others.
  • It is an opportunity to interact and relate with people from diverse walks of life and learn about different cultures.
  • You are constantly learning about the history, culture, and geography of the places you guide.
  • It is an opportunity to assist people in having memorable experiences and creating lasting memories.
  • Tour guides may have to give the same tour multiple times daily, leading to repetition and potential monotony.
  • Career growth and advancement opportunities may be limited for tour guides, as it’s often a front-line, customer-facing role.
  • Sometimes, tour guides must work in various weather conditions, which can be uncomfortable and challenging.
  • Guides may need to work with tourists who speak different languages, creating communication challenges.

Useful Tour Guide Skills to Have

  • Communication Skills
  • Interpersonal Skills
  • Public speaking Skills
  • Storytelling Skills
  • Multilingual Skills

Popular Tour Guide Specialties

  • Historical and Cultural Tours
  • Culinary Tours
  • Wildlife and Eco-Tours
  • Religious and Spiritual Tours

Tour Guide 3 Steps to Career

Do I Need A Degree To Become A Tour Guide?

You only need a high school diploma to become a tour guide. However, different tour guide jobs need a degree. For example, to become a tour guide in a museum, you might require a degree in history-related fields.

Here are some key points to consider in determining whether to get a degree or not:

  • Location and Regulations : The requirements for becoming a tour guide can vary by country and region. Some places may have specific regulations or licensing requirements for tour guides, which may or may not include the need for a degree. It’s essential to research the rules in your specific area.
  • Type of Tours : The tours you want to guide can also influence the educational requirements. For example, leading historical or cultural tours may require more specialized knowledge and may be more likely to necessitate a degree in history , art, or a related field.
  • Tour Company or Organization : Some tour companies or organizations may have specific requirements. Some may prioritize experience, personality, and local knowledge over formal education, while others may prefer candidates with relevant degrees or certifications.
  • Tourist Demands : Understanding the needs and interests of the tourists you plan to guide is crucial. Some tourists may prefer guides with in-depth knowledge, which a degree can provide, while others may prioritize guides that offer a unique and engaging experience.
  • Language Skills: Fluency in one or more languages can be a valuable asset for a tour guide. Language proficiency may sometimes be more important than a formal degree.
  • Local Knowledge : For tours in a specific location, deep local knowledge, history, and cultural insights are often precious. This kind of expertise doesn’t necessarily require a formal degree.

What are the Benefits of Getting a Degree in Tourism?

Getting a degree in tourism can be important for several reasons, depending on your career goals and the specific context of the tourism industry in your region.

Here are some reasons why obtaining a degree in tourism can be beneficial:

  • Knowledge and Expertise : A degree in tourism provides a comprehensive understanding of the local culture, history, geography, and other relevant information about the destinations you’ll be guiding people through. This knowledge can enhance the quality of your tours and make you a more informative and engaging guide.
  • Professionalism : A degree can help you develop the tour guide skills and professionalism required to excel in the field. You’ll learn about customer service, communication, and safety protocols, which can enhance the overall experience for tourists and ensure their safety.
  • Legal and Regulatory Requirements : Tour guides must be licensed or certified in many places, and a degree in tourism can help you meet these regulatory requirements. It can also provide a strong foundation for passing required exams or assessments.
  • Career Advancement : A degree can open up more career opportunities within the tourism industry. For example, you might qualify for higher-paying positions, such as managing a team of guides or working as a travel consultant or planner.
  • Networking : While pursuing a degree, you’ll have the opportunity to network with other students, professors, and industry professionals.
  • Global Perspective : Some tour guide programs cover international tourism, which can be especially valuable for working in a worldwide or cross-cultural context. It can help you understand the needs and expectations of tourists from diverse backgrounds.

How Long Does It Take To Get A Degree In Tourism?

The time it takes to earn a degree in tourism can vary depending on several factors, including the degree level and whether you’re pursuing the degree full-time or part-time.

Here’s a general overview of the different types of degrees in tourism and their durations:

  • Certificate in Hospitality and Tourism : It takes at least two weeks to complete a certificate in tourism and hospitality, where you will also get on-site training.
  • Associate’s Degree : An associate’s degree in tourism or a related field takes around two years of full-time study. You will find these programs at community colleges or vocational schools.
  • Bachelor’s Degree : A bachelor’s degree in tourism or hospitality management takes about 3 to 4 years of full-time study. The exact duration can vary by country and specific program requirements.
  • Master’s Degree: A master’s degree in tourism or a related field usually takes 1 to 2 years of full-time study after obtaining a bachelor’s degree. Some programs may offer accelerated options, and the duration may also depend on the specific master’s program.

How Much Does It Cost To Study Hospitality And Tourism At University?

The cost of studying Hospitality and Tourism at a university can vary widely depending on several factors, including the region where you choose to study, the specific university or college you attend, your residency status, and the level of the program, whether undergraduate or postgraduate.

On average, public colleges charge $9,300 per year for in-state students, whereas out-of-state students pay $26,400 for a bachelor’s degree . 

Here are factors that can influence the cost:

  • Location : Tuition fees can vary significantly from one state to another. 
  • University : The reputation and ranking of the university can impact tuition costs. More prestigious universities may charge higher tuition fees.
  • Degree Level : Undergraduate programs are typically less expensive than postgraduate programs such as a master’s program.
  • Duration of Program : Longer programs will cost more than shorter ones.
  • Additional Costs : Consider other expenses, such as housing, textbooks, transportation, and living costs, when calculating the total cost of your education.
  • Scholarships and Financial Aid : Many universities offer scholarships and financial aid to help students offset the cost of their education.

Can I Become A Tour Guide Through Online Education?

Are you researching how to become a tour guide and wondering if you can study online? Yes, you can . And, it is cheaper to study online to become a tour guide.

Here’s a general outline of the steps involved in becoming a tour guide and where online education can fit in:

  • Research and Familiarization : Start by gaining in-depth knowledge about the area where you wish to become a tour guide. This may involve online research, reading books, and watching documentaries or online courses related to the region’s history, culture, and geography.
  • Formal Education : Many universities and colleges offer online degrees or certificates in tourism , hospitality, history, or cultural studies, which can provide you with a strong educational foundation. 
  • Customer Service and Soft Skills : Effective communication, people skills, and customer service are crucial for tour guides. You can improve these skills through online courses, workshops, and books on customer service and interpersonal communication.

What Are Some Web Resources To Learn Skills To Become A Tour Guide?

Here are some web resources to help you develop the necessary tour guide skills and knowledge related to tourism and hospitality:

  • National Tour Association (NTA) : The NTA provides resources, education, and networking opportunities for tour professionals. Their website offers webinars, articles, and publications on tour guiding and tourism.
  • International Tour Management Institute (ITMI): ITMI offers online courses and resources for tour guides and directors. They cover various aspects of tour management, from group dynamics to destination knowledge.
  • Tourism e-Lab : This e-learning platform offers a wide range of online courses related to tourism and hospitality. Courses cover tour guiding, travel management, and customer service.
  • World Federation of Tourist Guide Associations (WFTGA) : The WFTGA website provides information about professional tour guiding standards, international tour guiding events, and educational opportunities.
  • Tourism and Hospitality Schools’ Websites : Many universities and colleges with programs in tourism and hospitality offer free resources, such as lecture notes and presentations, on their websites. These resources can help gain a more in-depth understanding of the field.
  • Forums and Online Communities : Joining forums and communities of tour guides can be a great way to learn from experienced guides, exchange tour guide tips, and get advice. Look for platforms like TripAdvisor’s forums forums or dedicated tour guide forums.

Practical Experience

What are internship opportunities for a tour guide.

Internship opportunities for a tour guide can be a great way to gain practical experience and develop the skills necessary for a career in tourism and hospitality.

Here are some internship opportunities that can help you on your path to becoming a tour guide:

  • Tour Companies : Many tour companies offer internships for individuals interested in becoming tour guides. These internships may involve shadowing experienced guides, learning about different tour routes, and assisting with tour logistics.
  • Museums and Cultural Institutions : Museums and cultural institutions often offer internships related to guided tours. These internships may involve researching and developing tour content, leading tours, and interacting with visitors.
  • National and State Parks : If you’re interested in nature and outdoor activities, consider internships at national and state parks. These opportunities can provide you with experience in guiding hikes, wildlife tours, and educational programs.
  • Historical Sites : Historical sites and landmarks often employ tour guides. Interning at such locations can give you hands-on experience sharing historical and cultural information with visitors.
  • Travel Agencies : Some travel agencies offer internships that involve assisting clients with tour bookings, creating itineraries, and learning about various travel destinations.
  • Cruise Lines : If you’re interested in working as a tour guide on cruise ships, consider internships with cruise lines. These internships may involve assisting with onboard tours and excursions.
  • Hospitality Industry : Some internships in the hospitality industry can also be relevant for tour guides. Working at hotels, resorts, or hostels can help you gain customer service and guest interaction skills.

What Skills Will I Learn as a Tour Guide?

Here are some of the critical skills you’ll develop as a tour guide:

  • Knowledge of the Destination : A tour guide must have in-depth knowledge about the location they are guiding in. This includes historical, cultural, and geographical information and up-to-date information on local events and attractions.
  • Communication Skills : Effective communication is crucial. You need to convey information clearly and engagingly to your clients. This includes public speaking, storytelling, and interpersonal communication.
  • Adaptability : Tour guides must be flexible and adapt to unexpected changes or challenges during tours, such as weather, transportation issues, or last-minute schedule changes.
  • Leadership : You will lead a group, manage their behavior, and ensure they follow the tour’s rules and guidelines.
  • Time Management : Tours often have tight schedules, so keeping the group on time and track is crucial.
  • Safety Awareness : Ensuring the safety of your clients is paramount. You need to be trained in first aid and emergency procedures and understand the local safety regulations well.
  • Cultural Sensitivity : Be aware of cultural norms and differences to respect the traditions and customs of your clients, especially in a multicultural environment.
  • Navigation : Familiarity with the area’s layout and understanding of maps and GPS systems are valuable for navigating destinations.
  • Storytelling : Being able to tell engaging and informative stories about the location’s history, culture, and landmarks can make the tour more enjoyable and memorable for your clients.
  • Knowledge of Tour Logistics : Understanding the logistics of organizing and conducting tours, such as transportation, entrance fees, permits, and other administrative tasks.
  • Conflict Resolution : Dealing with client disputes or conflicts within the group diplomatically and effectively is an important skill.
  • Technology: Proficiency with technology, including audio equipment, multimedia presentations, and mobile apps, helps guide the tourists, thus enhancing the tour experience.

What is the Work-Life Balance of a Tour Guide?

A tour guide’s work-life balance can vary depending on several factors, including the type of tours they lead, their company, their experience, and their personal preferences.

Here are some key considerations:

  • Seasonality : Tour guides often work in a seasonal industry. Summer seasons and holidays, for instance, have long, busy workdays with limited time off. In contrast, during the off-season, they may have more flexibility and free time.
  • Hours of Operation : Some tours, like day tours or city tours, have regular working hours, while others, like multi-day or specialized tours, may require irregular or longer hours. Evening and weekend work is common in the industry.
  • Flexibility : Independent tour guides may have more control over their schedules and can better manage their work-life balance. On the other hand, guides employed by larger tour companies may have less flexibility and be subject to fixed plans.
  • Physical Demands : Tour guiding can be physically demanding, as guides often spend long hours on their feet and may need to keep up with a fast-paced itinerary. This can impact their work-life balance and overall well-being.
  • Personal Preferences : Some tour guides may prefer a more flexible, on-the-go lifestyle, while others may value a more structured work schedule. The balance between work and personal life can vary based on individual preferences.
  • Time Off : Tour guides work when others have time off, such as weekends and holidays. This can be both an advantage and a disadvantage, as it allows them to meet tourists during these high-demand periods but can limit their leisure time.
  • Burnout : The nature of the job, with its long hours, repetitive information delivery, and the need to cater to tourists’ needs, can lead to burnout if not appropriately managed.

What’s the Career Outlook for Tour Guides?

According to BLS, the projected employment outlook for a tour guide will change drastically from 2022 to 2032, with 4,300 new jobs each year and an 8% growth in this industry.

However, the career outlook for tour guides depends on the location, the type of tours offered, and economic conditions. 

Tour Guide Popular Career Specialties

What Are The Job Opportunities Of A Tour Guide?

Job opportunities for tour guides can vary depending on their location, specialization, and skills.

Here are some common job opportunities for tour guides:

  • City Tour Guide : City tour guides lead tourists on tours of urban areas, providing historical, cultural, and architectural information about the city’s landmarks, neighborhoods, and attractions.
  • Museum Tour Guide : Tour guides work in museums and art galleries, offering explanations and insights about the exhibits and artifacts.
  • Nature and Adventure Tour Guide : These guides lead outdoor tours, such as hiking, wildlife safaris, or adventure activities like rafting or zip-lining. They share their knowledge about local flora, fauna, and outdoor experiences.
  • Cultural Tour Guide : Tour guides showcase a region’s local culture, traditions, and customs. They often lead tours to festivals, historical sites, and cultural events.
  • Wine Tour Guide : Wine tour guides work in vineyards and wineries, leading tours that include wine tastings and education about the winemaking process.
  • Food Tour Guide : Food tour guides introduce tourists to local culinary delights, taking them to restaurants, markets, and food-related events to sample regional dishes.
  • Historic Tour Guide : Historic tour guides specialize in providing insights into the history of a particular location or landmark. They may lead tours of historical sites, battlefields, or architectural wonders.
  • Educational Tour Guide : Educational tour guides work with school groups or educational institutions, providing informative tours focused on history, science, or culture.
  • Cruise Ship Tour Guide : Cruise ship tour guides organize and lead shore excursions for cruise passengers at various ports of call.
  • Language-Specific Tour Guide : If you are proficient in a foreign language, you can be a language-specific tour guide for tourists who speak your language. This is especially valuable in regions popular with international tourists.
  • Private Tour Guide: Some tour guides offer private tours tailored to the specific interests of individual or small groups of travelers.
  • Virtual Tour Guide : With the rise of virtual tourism and online experiences, there is a growing demand for virtual tour guides who lead tours via video conferencing or virtual reality platforms.

What Type of Organizations Hire a Tour Guide?

The type of companies or organizations that hire tour guides can vary based on the tours’ nature and the guiding services’ specific focus.

Here are some examples:

  • Tour Operators
  • Travel Agencies
  • Museums and Cultural Institutions
  • National and State Parks
  • Cruise Lines
  • Historical Sites and Landmarks
  • Zoos and Aquariums
  • Adventure and Eco-Tourism Companies
  • Walking and Segway Tour Companies
  • Bus and Trolley Tour Companies
  • Language Schools
  • Event and Conference Organizers
  • Educational Institutions

Should I become a Tour Guide?

Looking at all the information we have discussed above, becoming a tour guide will help you develop new skills such as adaptability and communication skills. There is a chance to grow and move from entry-level to CEO based on your specialty.

However, the annual average wage is relatively lower than other occupations, which might challenge some. Therefore, look at your skills, passion, and lifetime goals to determine if the career works for you.

Careers Related to Tour Guide

  • Customer Service Representative
  • Event Planner
  • Travel Agent

Alyciah Beavers

About the Author

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As aviation industry becomes butt of jokes, officials stress flying is safe

Aviation safety is under the microscope after revelations of problems at boeing. but while the company faces serious challenges, experts say it’s still safe to get on a plane..

The nation’s top aviation safety officials sought to reassure travelers this past week that flying in the United States remains incredibly safe, despite a series of high-profile mishaps and an ongoing probe at Boeing that have spooked the public and turned airlines into fodder for late-night comedians and social media meme pages.

Transportation Secretary Pete Buttigieg stressed at a conference hosted by news site Axios that flying was the safest way to travel. Michael Whitaker, the head of the Federal Aviation Administration, repeated that message on NBC’s “Nightly News .” And in a post on X , Jennifer Homendy, the chair of the National Transportation Safety Board, compared the airlines’ safety record against the 118 people who die on average each day in car crashes.

But their voices have to compete with the likes of comedian Jimmy Fallon, who targeted Boeing in a limerick on his show this month : “Spring break the students were going — excited, they all were a-glowin’. Then they let out a squeal, lost the door and the wheel, guess they shouldn’t have flown on a Boeing.”

The dueling messages reflect the complexity of understanding the current moment in aviation safety , which requires untangling several seemingly contradictory threads, experts say. January’s midair blowout on an Alaska Airlines flight was dangerous and could have led to people being killed, but the U.S. airline system has gone 15 years without a fatal crash. Subsequent investigations turned up serious quality control problems in Boeing’s 737 Max factory , but the FAA says it is continuing to certify planes coming off the production line as safe. A string of other recent in-flight incidents prompted the FAA on Saturday to announce it would increase its oversight of at least one major air carrier, United Airlines — but experts say there’s no sign of a systemic problem.

The NTSB, which is leading the investigation into the Alaska incident, is responsible for investigating every aviation accident involving significant damage to an aircraft or injuries to people on board. So far this year, it has opened 10 investigations into airline flights, compared with 13 in the same period last year. Some recent incidents that have attracted attention — such as a United Airlines flights that lost a tire — did not rise to the level of requiring an NTSB investigation.

Robert Sumwalt, a former chairman of the safety board, said he sees no evidence that flying has become less safe right now. While he said it’s not acceptable for wheels to fall off planes or a jet to run over the end of a runway, the system has redundancies in place to keep people from getting hurt.

“What I believe we have is a situation where once one or two of these things happen, the media starts jumping on these things,” Sumwalt said in an email. “It’s a feeding frenzy.”

For now, the safety worries do not appear to be dampening Americans’ enthusiasm for air travel. In recent polls, respondents have said they still view flying as generally safe . And Airlines for America, a group representing major carriers, forecast that spring travel demand will be up 6 percent compared with last year, predicting that a record 167.1 million people will fly in March and April.

“We are proud of our safety record yet recognize that we cannot become complacent and must always exercise vigilance,” the group said in a statement. “We take every incident seriously and investigate — coordinating closely and working collaboratively with industry partners and government agencies.”

Nonetheless, news reports have quickly become fodder for scathing memes about Boeing and aviation safety that have recently spread across nearly every social media platform. On Instagram, large humor accounts including @funnyhoodvidz with 15.6 million followers, @thetinderblog with over 4 million followers and @moistbuddha with over 3.7 million followers have posted memes mocking Boeing and its 737 jets.

Dozens of pages have shared a post by X user Jon Drake that reads, “In my 737 era (falling apart, few loose screws, not properly maintained for several years).”

On TikTok, searches for the name Boeing surface hundreds of videos commenting on recent safety slip-ups and the death of a Boeing whistleblower .

“You couldn’t pay me to step on Boeing right now,” said one TikToker with over 1.3 million followers who goes by the handle @justinonTikTok. The video has over 270,000 views and a slew of commenters saying that they too are too scared to fly the planes. Some comments question the company’s role in the whistleblower’s death. (Authorities have said he died of a self-inflicted gunshot wound.)

Don Caldwell, general manager of Know Your Meme , an internet meme database, said the company has seen a significant spike in memes about Boeing and safety concerns. Some companies might respond by trying to engage online directly, but Caldwell said that doesn’t appear to a good option for Boeing.

“The memes online now are very critical of Boeing and their practices,” Caldwell said. “They present Boeing as incompetent and their planes as dangerous.”

The online content builds on real safety issues that have continued to occur in recent weeks, and target airlines as well. On Monday, United Airlines chief executive Scott Kirby sought to reassure customers after a string of incidents involving the carrier, highlighting a planned day of extra training for pilots in May.

“Our airline has experienced a number of incidents that are reminders of the importance of safety,” Kirby wrote in a letter to passengers. The letter did not identify specific incidents, but in addition to the plane losing a tire, another United plane was found to be missing a section of paneling after landing, and another suffered an engine fire.

“While they are all unrelated, I want you to know that these incidents have our attention and have sharpened our focus,” Kirby wrote.

On Friday, United said the FAA would conduct extra oversight of the airline. “They agree that we need to take an even closer look at multiple areas of our operation to ensure we are doing all we can to promote and drive safety compliance,” the company said in a memo to staffers.

The FAA said Saturday that it was “increasing oversight of United Airlines to ensure that it is complying with safety regulations; identifying hazards and mitigating risk; and effectively managing safety.”

FAA regulators identified quality-control problems at the factory outside Seattle where Boeing assembles its 737 Max aircraft, as well as at a major supplier’s factory in Wichita. Officials say the FAA’s efforts to hold Boeing accountable — the agency has demanded a plan to correct the problems at the Washington plant and has capped production rates — are examples of the safety system in action.

The preliminary NTSB report on the Alaska incident found the panel that flew off the plane had been removed in Boeing’s factory and seemingly reinstalled without bolts supposed to hold it in place. Boeing has said it has been unable to find documentation connected to the work.

Among the audit findings related to the supplier, Spirit AeroSystems, were examples of workers using Dawn soap and hotel key cards to carry out jobs in the factory — a seemingly jarring intrusion of everyday items into a sophisticated manufacturing plant. But Joe Buccino, a Spirit spokesman, said both were suitable for the tasks and that the audit findings related to how their use had been documented.

Buccino said that in all the audit had found seven areas where the company failed to meet FAA standards. “We seek continual improvement across all aspects of our programs and this audit provides an azimuth and direction toward that end,” Buccino said.

Executives at Boeing have also acknowledged the findings and say they’re working to address them. Brian West, the company’s finance chief, told analysts at an investment conference last week that the solution would involve training and tackling problems like “traveled work,” where manufacturing problems have to be resolved outside of the typical sequence.

“There’s changes that need to happen. There’s no doubt about it,” West said. “...We acknowledge that we need to improve upon safety and quality and conformance.”

Whitaker said in an interview last week that the evidence from the audit and survey of Boeing’s safety culture showed that the company had been focused more on finishing planes than on ensuring quality and safety. Redressing that balance would take a culture shift at the company, he said.

“Safety and quality has to be the bedrock of everything you do and production has to be secondary,” Whitaker said.

But, Whitaker said, had the FAA audit turned up something that posed an immediate safety risk with an aircraft, the agency “wouldn’t let it be produced.”

The FAA and the NTSB are continuing to investigate the Alaska incident and broader issues at Boeing. But Homendy, the safety board chair, stressed the continued safety of the airline industry.

“I’ve seen a lot of sensationalism around aviation lately,” Homendy said on X. “The fact is our aviation system is the safest in the world and all of us — investigators, regulators, airlines, employees, and manufacturers — are working to make sure it stays that way.”

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Consumer advocates — and even some realtors — hail NAR settlement: 'We've opened up the entire industry to competition'

A "Sold" sign outside a home in Aldie, Va., on Feb. 20, 2024.

The process of buying a home has seemingly never been simpler: Find a property on a listings website like Zillow, Redfin or Trulia; reach out to the listing agent; tour the property; and make an offer.

But for years behind the scenes, experts say, consumers have not been fully aware of the ultimate cost — and potential conflicts of interest — when searching for a home.

Now, a landmark settlement with the National Association of Realtors is poised to upend this model. According to consumer advocates, and even some realtors, it’s a win for homebuyers and sellers.

“Price transparency is a good thing, increased competition is a good thing, and this will increase both,” said Mariya Letdin, an associate professor at Florida State University’s College of Business. “I really welcome this change.”

When someone goes looking for a home today, they are in most cases intercepted by a broker who has access to certain listings and who will work with the buyer at no cost upfront to help them get into a home.

But therein lies a common misconception, experts interviewed by NBC News said. Although a homeowner who puts their property up for sale must hire professionals to market their home, they usually fold that cost into the final price paid by the buyer.

“The buyer brings the entire purchase price to the table,” Letdin said. “And the seller gets to keep a little bit more of that after this ruling.”

As part of the new settlement, the buyer should now be fully apprised upfront about any potential fees or commissions they’ll ultimately have to pay.

That’s because the agreement requires that a buyer sign a formal contract with a broker laying out what services they’ll be receiving, and for how much.

Alternatively, a homebuyer could decide not to hire a broker and instead put their search costs toward a real estate lawyer, appraiser or someone else with knowledge of the housing market, experts say.

And a seller could even offer to cover the cost of the buyer’s team as an incentive to attract more buyers.

Of course, for a property that’s garnering a lot of attention, such buyer incentives are unlikely to be on the table.

And in the months following Covid-19 pandemic reopenings, the hottest U.S. real estate markets were tipped squarely in favor of sellers.

But now, with home price growth leveling off, the playing field is leveling out too, putting more buyers in the driver’s seat, experts say.

“Now you can hire an attorney for $1,500, instead of paying a $50,000 commission,” said Doug Miller, a real estate lawyer based in Minnesota who helped launch the actions that led to the NAR settlement.

Whomever a prospective buyer chooses as their representative in the homebuying process, the NAR settlement now formally bans the seller’s ability to advertise a commission for the buyer’s reps on the multiple listing service.

For its part, the NAR has maintained that the free market has always set commission levels, and that they were always negotiable — and even useful.

“Offers of compensation help make professional representation more accessible, decrease costs for home buyers to secure these services, increase fair housing opportunities, and increase the potential buyer pool for sellers,” the NAR said in its March 15 statement announcing the agreement.

But in most cases, there was little difference in the amount being offered for those commissions in a given market — usually about 3%.

That’s because any attempt to offer a lower commission to a buyer’s agent would likely motivate the agent to direct their client away from that property.

Miller characterized that behavior as improper and said buyers, in many cases, would have had no awareness of it.

“The future here is that buyers will now be in the driver’s seat,” Miller said. “Instead of that [commission] money going to their agent ... it can now go directly to the buyer. It’s the same amount of money, but now the buyer gets money instead of a buyer agent, and they can decide what to do with it.”

What’s more, greater competition for clients is likely to result in lower costs across the board, said Ryan Tomasello, a real estate industry analyst with the Keefe, Bruyette & Woods financial firm.

“When you introduce a ton of transparency to a marketplace that has historically lacked it, any economist will tell you that reduces friction costs — i.e., commissions — and those are some of the highest in the world,” Tomasello said. “So the all-in cost of buying and selling a home, in theory, is going to decline.”

Many experts, including other real estate professionals, agree that the settlement will effectively thin the ranks of fly-by-night agents who served as an intermediary — a phenomenon that surged during the pandemic-era housing boom.

“A lot of folks parachuted in during 2020-2021 to try to make easy extra money by putting themselves out there as a buyer agent and taking 3%,” said Phil Crescenzo Jr., vice president of the Southeast division at Nation One Mortgage Corp.

“But they weren’t bringing 3% of value — not even close.”

Crescenzo compared it to moonlighting mortgage brokers who helped fuel the housing bubble of the mid-to-late 2000s.

“Once they changed the compensation rules, the dominant professionals rose to the top, the bottom disappeared, and the industry got better,” Crescenzo said.

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Rob Wile is a breaking business news reporter for NBC News Digital.

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