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THE EVOLUTION OF THE TOURISM SECTOR

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.

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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Category: Travel

Date: August 22, 2023

Evolution of Travel and Tourism Industry

Travel is one of the most important leisure activities in the world. Over the years, the travel industry has changed considerably. It is quite fascinating to see how travel agencies have evolved.

How far have we come? Where did it all start? Take a look at our ultimate travel evolution infographic to learn how the industry keeps moving forward, while evolving, expanding and showcasing more than any other industry.

England and France passed a legislation that required hotels and inns to keep guest registries

Cox & Kings, a travel company was founded

Industrial revolution resulted in expansion of rail infrastructure across Europe and North America

Thomas Cook, an international travel company was founded

The first German travel agency, Reiseburo Rominger was started in Stuttgart

Walter A. Brownell founded Brownell Tours and takes first 10 guests on an archeological tour of Switzerland

American Express Company introduced the world’s first Traveller’s Cheque

The first Indian travel company, Jeena Tours and Travels was established

Travel agencies became a commonplace with the development of commercial aviation

Avis Rent a Car, a car rental company was founded

It took 90 minutes/customer to complete a booking process. So, many airlines began to seriously look for automation tools

American Airlines installed the first automated booking system – the Reservisor

TCA became the first airline in the world to use a CRS with remote terminals

American Airlines switches to an automated airline reservation system known as SABRE

United Airlines introduced the computerized system Apollo based on IBM’s PARS

United Airlines began offering its Apollo system to travel agents

UK based companies launch the world’s first reservation system Travicom

Travicom handled 97% of UK airline business trade bookings

European airlines developed their own GDS system Amadeus

Galileo merged with Apollo system to book airline, hotel, train, cruise and car rental reservation

Navitaire, a technology service provider of the airline and rail industries was founded

Lonely Planet’s website is launched

Microsoft found its own travel booking website Expedia

Travelocity launched as a joint venture of Sabre Interactive and Worldview Systems Corp

HotBot metasearch engine was created

Jay S. Walker founded Priceline.com

Travelzoo, an internet company that publishes travel and leisure deals was founded

OpenTravel Alliance was founded to talk about the disparate systems in the global travel industry

Hotwire, a website that offers airline tickets, hotel rooms, vacation packages etc was established

Skyscanner, a travel fare aggregator website and travel metasearch engine was founded

Orbitz.com a travel fare aggregator website was founded

Couchsurfing international was formed as a New Hampshire nonprofit organization

TripAdvisor was acquired by InterActiveCorp (IAC)

Facebook was launched which inspired many to share their travel experience

IAC spun off its travel group of businesses under the Expedia, Inc. brand

Google Maps, a web mapping service developed by Google was founded

AirBedAndBreakfast (later renamed to Airbnb) was founded

Twitter inspires real-time messaging between travellers and travel brands

Some of the major GDSs are Amadeus, Travelport, Sabre, Shares, Abacus, Travelsky, Infini, Axess and Topas

Google buys IAT, a travel industry software

HotelTonight app was founded. It allowed users to find accommodations in America, Europe and Australia

Google Flights, an online flight booking search service was launched

Kayak Software Corporation was acquired by the Priceline Group

Sabre’s travel itinerary management app is the first travel app to integrate with a smartwatch

Travelocity was acquired by Expedia

WearGeared developed a Museum Glasses prototype application

Amadeus introduces the world’s first Virtual Reality travel search and booking experience

Amadeus launched their new portal Amadeus for developers

Heathrow Airport’s biometrics project is aiming to fully deploy facial recognition for departures

Evolution of travel industry infographics

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The travel industry has become a combination of DIY internet tools and travel management companies. Transportation innovations such as trains and airplanes have eliminated the problems and lowered travel costs. In short, it has become possible for travelers to go anywhere on the globe in less than 48 hours.

The market has split into a vast number of nice markets such as ecotourism, backpacking and historical tourism. There has been a handful of trips into orbit around Earth which is branded as ‘space tourism’ which is going to be an exciting chapter in the industry.

We  ColorWhistle will keep updating this infographic as and when interesting things happen in the travel industry. Stay tuned!

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About the Author - Anjana

Anjana is a full-time Copywriter at ColorWhistle managing content-related projects. She writes about website technologies, digital marketing, and industries such as travel. Plus, she has an unhealthy addiction towards online marketing, watching crime shows, and chocolates.

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Travel, Tourism & Hospitality

Global tourism industry - statistics & facts

What are the leading global tourism destinations, digitalization of the global tourism industry, how important is sustainable tourism, key insights.

Detailed statistics

Total contribution of travel and tourism to GDP worldwide 2019-2033

Number of international tourist arrivals worldwide 1950-2023

Global leisure travel spend 2019-2022

Editor’s Picks Current statistics on this topic

Current statistics on this topic.

Leading global travel markets by travel and tourism contribution to GDP 2019-2022

Travel and tourism employment worldwide 2019-2033

Related topics

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• Hotel industry worldwide
• Travel agency industry
• Sustainable tourism worldwide
• Travel and tourism in the U.S.
• Travel and tourism in Europe

Recommended statistics

• Basic Statistic Total contribution of travel and tourism to GDP worldwide 2019-2033
• Basic Statistic Travel and tourism: share of global GDP 2019-2033
• Basic Statistic Leading global travel markets by travel and tourism contribution to GDP 2019-2022
• Basic Statistic Global leisure travel spend 2019-2022
• Premium Statistic Global business travel spending 2001-2022
• Premium Statistic Number of international tourist arrivals worldwide 1950-2023
• Basic Statistic Number of international tourist arrivals worldwide 2005-2023, by region
• Basic Statistic Travel and tourism employment worldwide 2019-2033

Total contribution of travel and tourism to gross domestic product (GDP) worldwide in 2019 and 2022, with a forecast for 2023 and 2033 (in trillion U.S. dollars)

Travel and tourism: share of global GDP 2019-2033

Share of travel and tourism's total contribution to GDP worldwide in 2019 and 2022, with a forecast for 2023 and 2033

Total contribution of travel and tourism to GDP in leading travel markets worldwide in 2019 and 2022 (in billion U.S. dollars)

Leisure tourism spending worldwide from 2019 to 2022 (in billion U.S. dollars)

Global business travel spending 2001-2022

Expenditure of business tourists worldwide from 2001 to 2022 (in billion U.S. dollars)

Number of international tourist arrivals worldwide from 1950 to 2023 (in millions)

Number of international tourist arrivals worldwide 2005-2023, by region

Number of international tourist arrivals worldwide from 2005 to 2023, by region (in millions)

Number of travel and tourism jobs worldwide from 2019 to 2022, with a forecast for 2023 and 2033 (in millions)

• Premium Statistic Global hotel and resort industry market size worldwide 2013-2023
• Premium Statistic Most valuable hotel brands worldwide 2023, by brand value
• Basic Statistic Leading hotel companies worldwide 2022, by number of properties
• Premium Statistic Hotel openings worldwide 2021-2024
• Premium Statistic Hotel room openings worldwide 2021-2024
• Premium Statistic Countries with the most hotel construction projects in the pipeline worldwide 2022

Global hotel and resort industry market size worldwide 2013-2023

Market size of the hotel and resort industry worldwide from 2013 to 2022, with a forecast for 2023 (in trillion U.S. dollars)

Most valuable hotel brands worldwide 2023, by brand value

Leading hotel brands based on brand value worldwide in 2023 (in billion U.S. dollars)

Leading hotel companies worldwide 2022, by number of properties

Leading hotel companies worldwide as of June 2022, by number of properties

Hotel openings worldwide 2021-2024

Number of hotels opened worldwide from 2021 to 2022, with a forecast for 2023 and 2024

Hotel room openings worldwide 2021-2024

Number of hotel rooms opened worldwide from 2021 to 2022, with a forecast for 2023 and 2024

Countries with the most hotel construction projects in the pipeline worldwide 2022

Countries with the highest number of hotel construction projects in the pipeline worldwide as of Q4 2022

• Premium Statistic Airports with the most international air passenger traffic worldwide 2022
• Premium Statistic Market value of selected airlines worldwide 2023
• Premium Statistic Global passenger rail users forecast 2017-2027
• Premium Statistic Daily ridership of bus rapid transit systems worldwide by region 2023
• Premium Statistic Number of users of car rentals worldwide 2019-2028
• Premium Statistic Number of users in selected countries in the Car Rentals market in 2023
• Premium Statistic Carbon footprint of international tourism transport worldwide 2005-2030, by type

Airports with the most international air passenger traffic worldwide 2022

Leading airports for international air passenger traffic in 2022 (in million international passengers)

Market value of selected airlines worldwide 2023

Market value of selected airlines worldwide as of May 2023 (in billion U.S. dollars)

Global passenger rail users forecast 2017-2027

Worldwide number of passenger rail users from 2017 to 2022, with a forecast through 2027 (in billion users)

Daily ridership of bus rapid transit systems worldwide by region 2023

Number of daily passengers using bus rapid transit (BRT) systems as of April 2023, by region

Number of users of car rentals worldwide 2019-2028

Number of users of car rentals worldwide from 2019 to 2028 (in millions)

Number of users in selected countries in the Car Rentals market in 2023

Number of users in selected countries in the Car Rentals market in 2023 (in million)

Carbon footprint of international tourism transport worldwide 2005-2030, by type

Transport-related emissions from international tourist arrivals worldwide in 2005 and 2016, with a forecast for 2030, by mode of transport (in million metric tons of carbon dioxide)

Attractions

• Premium Statistic Market size of museums, historical sites, zoos, and parks worldwide 2022-2027
• Premium Statistic Leading museums by highest attendance worldwide 2019-2022
• Basic Statistic Most visited amusement and theme parks worldwide 2019-2022
• Basic Statistic Monuments on the UNESCO world heritage list 2023, by type
• Basic Statistic Selected countries with the most Michelin-starred restaurants worldwide 2023

Market size of museums, historical sites, zoos, and parks worldwide 2022-2027

Size of the museums, historical sites, zoos, and parks market worldwide in 2022, with a forecast for 2023 and 2027 (in billion U.S. dollars)

Leading museums by highest attendance worldwide 2019-2022

Most visited museums worldwide from 2019 to 2022 (in millions)

Most visited amusement and theme parks worldwide 2019-2022

Leading amusement and theme parks worldwide from 2019 to 2022, by attendance (in millions)

Monuments on the UNESCO world heritage list 2023, by type

Number of monuments on the UNESCO world heritage list as of September 2023, by type

Selected countries with the most Michelin-starred restaurants worldwide 2023

Number of Michelin-starred restaurants in selected countries and territories worldwide as of July 2023

Online travel market

• Premium Statistic Online travel market size worldwide 2020-2030
• Premium Statistic Estimated revenue of leading OTAs worldwide 2022, by device
• Premium Statistic Most downloaded online travel agency apps worldwide 2022, by aggregated downloads
• Basic Statistic Market cap of leading online travel companies worldwide 2023
• Premium Statistic Leading online travel companies worldwide 2020-2022, by revenue CAGR
• Premium Statistic Leading online travel companies worldwide 2022-2023, by EV/EBITDA

Online travel market size worldwide 2020-2030

Online travel market size worldwide from 2020 to 2022, with a forecast for 2023 and 2030 (in billion U.S. dollars)

Estimated revenue of leading OTAs worldwide 2022, by device

Estimated desktop vs. mobile revenue of leading online travel agencies (OTAs) worldwide in 2022 (in billion U.S. dollars)

Most downloaded online travel agency apps worldwide 2022, by aggregated downloads

Most downloaded online travel agency apps worldwide in 2022, by aggregated number of downloads (in millions)

Market cap of leading online travel companies worldwide 2023

Market cap of leading online travel companies worldwide as of September 2023 (in million U.S. dollars)

Leading online travel companies worldwide 2020-2022, by revenue CAGR

Revenue compound annual growth rate (CAGR) of leading online travel companies worldwide from 2020 to 2022

Leading online travel companies worldwide 2022-2023, by EV/EBITDA

Enterprise-value-to-EBITDA (EV/EBITDA) of selected leading online travel companies worldwide in 2022, with a forecast for 2023

Selected trends

• Premium Statistic Global travelers who believe in the importance of green travel 2022
• Premium Statistic Sustainable initiatives travelers would adopt worldwide 2022, by region
• Premium Statistic Airbnb revenue worldwide 2017-2023
• Premium Statistic Airbnb nights and experiences booked worldwide 2017-2023
• Premium Statistic Technologies global hotels plan to implement in the next three years 2022
• Premium Statistic Hotel technologies global consumers think would improve their future stay 2022

Global travelers who believe in the importance of green travel 2022

Share of travelers that believe sustainable travel is important worldwide in 2022

Sustainable initiatives travelers would adopt worldwide 2022, by region

Main sustainable initiatives travelers are willing to adopt worldwide in 2022, by region

Airbnb revenue worldwide 2017-2023

Revenue of Airbnb worldwide from 2017 to 2023 (in billion U.S. dollars)

Airbnb nights and experiences booked worldwide 2017-2023

Nights and experiences booked with Airbnb from 2017 to 2023 (in millions)

Technologies global hotels plan to implement in the next three years 2022

Technologies hotels are most likely to implement in the next three years worldwide as of 2022

Hotel technologies global consumers think would improve their future stay 2022

Must-have hotel technologies to create a more amazing stay in the future among travelers worldwide as of 2022

• Premium Statistic Travel and tourism revenue worldwide 2019-2028, by segment
• Premium Statistic Distribution of sales channels in the travel and tourism market worldwide 2018-2028
• Premium Statistic Inbound tourism visitor growth worldwide 2020-2025, by region
• Premium Statistic Outbound tourism visitor growth worldwide 2020-2025, by region

Travel and tourism revenue worldwide 2019-2028, by segment

Revenue of the global travel and tourism market from 2019 to 2028, by segment (in billion U.S. dollars)

Distribution of sales channels in the travel and tourism market worldwide 2018-2028

Revenue share of sales channels of the travel and tourism market worldwide from 2018 to 2028

Inbound tourism visitor growth worldwide 2020-2025, by region

Inbound tourism visitor growth worldwide from 2020 to 2022, with a forecast until 2025, by region

Outbound tourism visitor growth worldwide 2020-2025, by region

Outbound tourism visitor growth worldwide from 2020 to 2022, with a forecast until 2025, by region

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• The evolution of tourism

Tourism industry has evolved as a result of witnessing decades of ups and downs. From dealing with leisure to propagating education to promotion of businesses, tourism has been an integral part of various historical developments. Sanjar Imam highlights how the tourism industry reached where it is today in this second of a series of articles.

• ETTravelWorld
• Updated On Sep 6, 2022 at 04:47 PM IST

A brief history of travel

Be it hunting-gathering, leisure, exploration, research or breaking the monotony through virtual tours during the Covid-19 pandemic, travel has donned different roles with changing times. Sanjar Imam encapsulates how travelling has been an integral part of human existence throughout history. Read on to understand how the travel industry got its current shape in this first of a series of articles.

• Published On Sep 6, 2022 at 11:27 AM IST

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What Is the Evolution of Travel Business?

By Alice Nichols

The evolution of travel business has been a remarkable one. From the early days of horse-drawn carriages to the now technologically advanced methods of transport, the evolution of travel business has seen some major changes.

The first major shift in the travel industry was the introduction of the steam engine. This allowed for greater speed and reliability while travelling, and soon became an integral part of many different types of transportation. From trains to ships, steam power allowed for much faster and more efficient travel than ever before.

The next big step in the evolution of travel was air powered transport. The invention of airplanes opened up new horizons for travellers, allowing them to reach far flung destinations that were previously inaccessible. Air travel quickly became popular amongst those who could afford it, and soon became a staple mode of transportation for many people around the world.

In the modern day, technology is continuing to shape and evolve the way we travel. With advances such as electric cars becoming increasingly popular, people are able to get from point A to point B much faster than ever before. Additionally, advances in navigation technology have made it easier than ever to find one’s way around unfamiliar cities or regions with ease.

The internet has also played a significant role in the evolution of travel business, providing customers with more choice and convenience than ever before. Customers can book flights and hotels online with ease, while also being able to compare prices between different providers quickly and easily. This has revolutionized how people book holidays or trips abroad, making it simpler than ever before.

Conclusion:

The evolution of travel business has been a remarkable one over time, with each new development bringing about greater convenience, speed and reliability for customers looking to explore new places or take a vacation away from home. With advances such as electric cars becoming increasingly popular and technology making it easier than ever to find one’s way around unfamiliar locations, there is no doubt that this trend will continue in the future.

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The evolution of business travel and emerging trends in 2022

• 23 May 2022
• Posted by: Twissen
• Category: Travellers

Most workers and business travelers agree that the pandemic has increased a need for in-person connections . In fact, 84% of business travelers  interviewed by U.S. Travel Association believes that they will take at least one trip to attend conventions or conferences in the next six months.

There is no substitute for a face-to-face meeting. This is proven by the fact that in-person encounters lead to more fruitful business opportunities , where relational and financial impacts are significant, as confirmed by 74% of business travelers. Moreover, an analysis by the San Diego State University underlined how organizations that resume business travel more quickly will probably have a competitive edge over those that do not go back to in-person travel as fast. .

Also bleisure travel , more and more identified as workation trend , is coming back: 53% of business travelers are taking into consideration going on a bleisure trip, where they can blend family, work and fun all in one . Because of remote work, beach and ocean resorts are the most interesting destinations, together with off the beaten track locations. In particular for bleisure tourism, companies working in the travel industry can now capitalize on this trend basing their marketing campaigns on local tourist attractions and events so that business travelers will extend their trip thanks to  their presence.

At Twissen , we have observed how the return of business travel brings with it a new travel mindset, dictated by the emerging needs of workers, accustomed to increasingly hybrid meeting modes, and the need to find the best solutions for combining private and work life .

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Disneyland plan for long-term major development in Anaheim clears crucial hurdle

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Disney officials cleared one of the final hurdles Monday for its theme park expansion plan, which they say would jump-start at least $1.9 billion of new development at the Anaheim resort over the next 10 years.

The DisneylandForward project was approved Monday night on a 5-1 vote by the Anaheim Planning Commission after almost three years of reviews and analysis. The project next will go before the City Council.

“I want to thank each and every person who came tonight to speak their minds, whether you agreed, disagreed or were neutral,” said commission Chairperson Lucille Kring. “I want to thank Disney for bringing this to us. Make us proud.”

“Together we are unequivocally making history, just like Walt Disney did almost 70 years ago with the city of Anaheim and Disneyland,” Ken Potrock, president of the Disneyland Resort, said at the meeting before the vote. “It’s a tremendous responsibility for all of us and a privilege to be a steward of this vision for this very, very special place.”

The requested changes to the park’s zoning would allow Disney — a dominant figure in Anaheim politics — more flexibility to reimagine its existing 490-acre footprint in Anaheim over the next few decades, mixing new attractions, theme parks, shops, restaurants and parking to “provide for continued, long-term growth of The Disneyland Resort,” the latest city report said.

Dozens of disgruntled Anaheim residents and Disneyland fans alike attended the meeting to voice their opinions about the proposal.

John Noteboom, an Anaheim resident for 27 years, lives on the western edge of the Disneyland Resort with his wife.

“As some of the closest neighbors to the proposed theme park district of Disneyland on the west side of the park,” he said, “we’ve had nothing but cooperation from Disney anytime an issue has come up.”

However, not all the comments from residents were positive.

Jeanine Robbins, who has lived in Anaheim about half a mile from Disneyland for 33 years, brought up a class-action lawsuit that was filed against Walt Disney Co. last week, alleging that Disney underpaid hotel maintenance workers.

“When they can take care of their existing employees, then they can come back with this ridiculous proposal,” she said. “If you pay your employees so little that they require food stamps and rent assistance and homeless shelter beds, then you are not a job creator. You are simply a moocher on the public dime.”

Margaret Patino, who has lived near Disneyland for 45 years, raised concerns over Magic Way, a street near the resort, being privatized for the potential project.

“Restricting the foot traffic on Magic Way for only Disney guests who will have their keycards is unfair,” she said. “Neighboring hotels, motels will not have access, leaving the surrounding residents to deal with increased traffic on Ball [Road], Katella [Avenue] and losing the access to the 5 Freeway.”

Anaheim officials approved plans during the 1990s that led to the growth of Disneyland Resort in the newly formed Anaheim Resort area, according to the DisneylandForward website .

“And while those plans resulted in major improvements to the entire Anaheim Resort,” the site says, “their ‘traditional’ district/zone approach does not allow for the diverse, integrated experiences theme park visitors now seek, severely limiting Disney’s ability to continue investing in Anaheim.”

The project doesn’t include specific plans for new attractions, but Disney officials have offered a vision for possible additions, such as immersive Frozen, Zootopia, Tron or Peter Pan experiences similar to those at Disney’s locations in Shanghai, Hong Kong and Tokyo. The project promises a minimum $1.9-billion investment in the theme park, lodging, entertainment, shopping and dining within a decade, according to city officials.

Disneyland’s new vision includes up to $2.5-billion investment and a plan to take over city streets

Disneyland’s plan to reimagine the theme park into a more “immersive” experience may require up to $2.5 billion and a plan to privatize some Anaheim streets.

Jan. 27, 2024

The city of Anaheim’s staff report on the project recommended the Planning Commission’s approval. The proposal now requires final approval from the City Council, likely in mid-April. Even though the new zoning has been approved, individual projects are still subject to city planning approval.

The proposal outlines an increase of 4,376 theme-park-related parking spaces, as well as a variety of traffic improvements, including adding bike lanes and pedestrian bridges and absorbing some local roadways into Disney’s oversight.

The expected development by Anaheim’s largest employer would generate significantly more economic output and tax revenue , according to an analysis commissioned by the Walt Disney Co. The new agreement, if approved, would also have Disney pony up $30 million for affordable housing within five years, $40 million for street and transportation improvements and $10 million for sewer upgrades.

“The DisneylandForward Project is expected to generate additional revenue to the city that will increase the city’s general fund to be used for a wide variety of public benefits, including funding police and fire personnel and resources, local school districts, parks, libraries, and capital improvements,” according to the city’s staff report.

Disneyland says renovation plans could bring $253 million annually to Anaheim’s economy

While Walt Disney Co. laid out a robust economic pitch to the city of Anaheim for plans to redevelop its existing theme park footprint, the company did not specify what exactly it wants to build.

May 18, 2023

The project’s environmental impact report found that the construction phase would have significant, unavoidable effects on noise pollution, air quality and greenhouse gas emissions in the surrounding community, but Disney officials cited mitigation measures, including installing 12-foot-tall noise barriers.

Many nearby residents and businesses have expressed concerns throughout the lengthy review process about noise, traffic, increased crime or pollution — but there was also much support for the project at a city workshop last month .

Some have also called on Disney to invest more in the community, given the scale of this project and how many of the company’s low-wage workers struggle to make ends meet.

Duane Roberts, the editor and publisher of website Anaheim Investigator , pointed to the massive Walt Disney Co.-funded 1,400 unit affordable housing project near Disney World in Central Florida, calling the promised $30 million for affordable housing in Anaheim “puny.” He said he wasn’t necessarily opposed to the DisneylandForward project, but wanted city officials to push for more local support from Disney.

“Why are we getting so little as compared to Florida?” Roberts asked city officials last month. “Do we not, like them, have a housing crisis in this state?”

More to Read

The 3-day SoCal resident ticket returns to Disneyland, starting at $75 per day

Nov. 28, 2023

California Supreme Court ends Disneyland’s fight against Anaheim wage law

Oct. 25, 2023

Disneyland announces another round of price hikes in time for the holiday season

Oct. 11, 2023

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Industry resources and tools

Experience development program.

• New tourism business or idea
• Working with travel trade
• Enhance your business
• Sector development

Turning innovative tourism ideas into reality

The Experience Development Program will support local tourism operators to develop and sell their latest new tour, accommodation or experience idea.  Designed to provide tourism businesses with the tools they need to deliver world class tourism offerings, the program will support up to 20 operators across the state, available at no charge to the business. Two people per participating business can take part. The new pilot program will launch in May, with tourism operators invited to participate via an expression of interest process which will open from 9.00am, Tuesday, 2 April 2024 to 5.00pm, Monday, 15 April 2024 .

Sign up to our Industry Update newsletter to keep up to date with industry news and announcements.

Expression of Interest Guidelines

These guidelines are provided to assist you with preparing a response for the Experience Development Program's Expression of Interest process.

Program overview

The program consists of three modules, and each module will be delivered as a workshop:, module one: developing your tourism product, module two: selling your product, module three: perfecting your pitch.

This module introduces businesses to the program and includes an overview of the visitor economy, pricing and commissions, packaging and collaboration, competitor analysis, unique selling points, and consumer behaviours and expectations.

This module focuses on selling and marketing tourism experiences to the world. It includes best practice principles when working in the dynamic tourism trade and distribution system. 

This module integrates the learnings and practical outcomes from the first two and prepares operators to develop an ‘elevator pitch’ for their new experience. Real-time support, direction and feedback from industry experts will help operators to perfect their sales pitch, ready for tourism trade and networking events.

Who can apply?

This new pilot program is open to all South Australian tourism businesses who meet the following criteria:

• Have a registered Australian Business Number (ABN) at the time of response and have the legal capacity to enter an agreement with the Government of South Australia.
• Have not previously attended the Australian Tourism Exchange (ATE).
• Have a business plan, with financial and marketing plan included.
• Have the capacity and resources available to commit to the three (3)-month program, including the in-person and virtual modules, and out of session work.

Terms and Conditions of Enrolment

All participants must read and agree to the Terms and Conditions of Enrolment in the Experience Development Program which you can access here.

Frequently Asked Questions

If you own an established tourism business that is already online bookable and selling to domestic trade, this program may not be the best fit. This program is designed to assist businesses to understand product development and develop their capability. 

The program consists of three (3) modules and each module will be delivered as a workshop for each participant to attend. Two of the workshops will be in person, and the third will be held online. For full details, download the Expression of Interest Guidelines .

The workshops will be held across regional South Australia and run by SATC staff. Exact locations will be determined and confirmed once the applicants are finalised. 

Yes, contact your local Regional Tourism Manager or the SATC [email protected] for further information.

This program will not assist operators with writing an application for grant funding, however it will assist operators to develop a world class tourism product or experience. Many funding programs require robust product development planning and/or demonstrated experience delivering outcomes.  

Priority will be given to applicants that can confirm attendance at all three module workshops. We understand that at times circumstances may change, and the SATC will work with the applicant individually to support alternative ways to attend at that time.

No, there will not be marked assessments. 

No, there is no financial cost to an applicant to take part in the program, however applicants must be able to commit their time to attend three module workshops and complete around 10 hours of work outside of the SATC-led sessions, to further refine their tourism experiences.

Yes, new businesses with a registered ABN can apply. There will be some assumed knowledge in the program that includes business fundamentals. If you are starting a new business and are not quite ready for the EDP, the SATC has a suite of tools for new businesses which can assist.

Developing a business plan can assist prioritising business objectives, goals and a road map to develop and sustain your business. The Australian Government has resources and templates available to help support the development of a business plan. To access these, please click here .

Highly experienced SATC staff will run the program and mentor applicants. Our staff have first-hand experience in running small tourism businesses, marketing, events, business development and international trade.

This program is for experiences and product development. If your new accommodation features an experience element, this could be a right fit. If not, the SATC can still assist you. We encourage you to email us  [email protected] to set up a time to discuss further with our staff.

To take part in the Experience Development Program pilot, you will need to have a valid ABN at the time of application. If you are looking at getting started in tourism and understanding the industry, we would recommend looking into some of the SATC’s  tools to get you started .

SATC staff can assist with product development enquiries. Please email us: [email protected] .

Yes, but you must already have or wish to further develop packaged/bookable experiences beyond a room booking. For example, hosted tours, food and wine experiences or all-inclusive packages.

There are 12 tourism regions in South Australia, each supported by a local Regional Tourism Manager. Contacts for your local Regional Tourism Manager can be found here .

For enquiries about the EDP, contact the South Australian Tourism Commission at: 

[email protected]

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Grand Falls makes a splash with marina site redevelopment

From: Atlantic Canada Opportunities Agency

News release

Federal and provincial investments will enhance visitor experience and bring year-round tourism opportunities

March 22, 2024 · Grand Falls, New Brunswick · Atlantic Canada Opportunities Agency (ACOA)

Atlantic Canada’s communities offer inclusive, welcoming experiences that attract visitors from around the world and strengthen local connections and engagement. The Government of Canada is investing to help create a four-season tourism and community attraction at the Grand Falls marina.

Today, the Honourable Gudie Hutchings, Minister of Rural Economic Development and Minister responsible for ACOA, announced a federal contribution of $184,096 for the Grand Falls Regional Municipality through ACOA’s Innovative Communities Fund (ICF).

The Honourable Réjean Savoie, Minister responsible for the Regional Development Corporation (RDC) announced a contribution of $184,096 on behalf of the Province of New Brunswick; and His Worship, Bertrand Beaulieu, Mayor of the Grand Falls Regional Municipality also announced a contribution of $184,096 towards the project.

These investments are supporting the first phase of a project to redevelop the Grand Falls marina as a dynamic, year-round tourism and community destination. The project will focus on repairs to the main building and the restoration of riverbank access, laying the groundwork for the next phase which will include a boardwalk and floating docks.

Today’s announcement highlights how the Government of Canada is contributing to Atlantic Canada’s momentum by helping our communities take advantage of new opportunities, setting the stage for a strong, sustainable future. 

“From cycling, to winters sports, or water sports – Atlantic Canada is an outdoor-enthusiast’s playground. This project is a fantastic example of how we can build on our region’s strengths to shine a spotlight on unique places and create memorable experiences that explorers and adventurers can enjoy for generations, all while promoting year-round tourism in our communities.” -   The Honourable Gudie Hutchings, Minister of Rural Economic Development and Minister responsible for ACOA

“We are pleased to support the Grand Falls Regional Municipality’s project to redevelop the marina. This will allow residents to take full advantage of the waterfront and will enhance the tourism experience in the region.” - The Honourable Réjean Savoie, Minister responsible for the Regional Development Corporation

“The marina occupies an important place in the heart of the community and in our recreation and tourism development strategy, helping the Grand Falls Regional Municipality become a year-round tourist destination of choice. Thank you to ACOA and RDC for working with us to give a new momentum and make our region an exceptional place that brings people together, rooted in its community and accessible to visitors and locals." -  Bertrand Beaulieu, Mayor of the Grand Falls Regional Municipality

Quick facts

The Grand Falls marina consists of a large building surrounded by a terrace, as well as a launching area, picnic tables and other basic amenities. Snowmobile, ATV, bike and pedestrian trails all meet at the marina site, and it provides the only public waterfront access in the region for boaters.

The funding announced today is provided through ACOA’s Innovative Communities Fund (ICF), which supports community initiatives that develop thriving industry sectors, enhance rural infrastructure and strengthen local economies. 

Associated links

• Innovative Communities Fund
• Grand Falls Regional Municipality

Connor Burton Press Secretary Office of the Minister of Rural Economic Development and Minister responsible for the Atlantic Canada Opportunities Agency [email protected]

Emilie Williams Communications Officer Atlantic Canada Opportunities Agency [email protected]

Mary-Anne Hurley-Corbyn Director of Communications Regional Development Corporation [email protected]

France Le Moignan Director, Economic Development & Marketing Service Grand Falls Regional Municipality [email protected]

Stay connected

Follow ACOA on Facebook , Twitter , LinkedIn and Instagram .

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