Impactful Experiences: Transforming Tourism With Purpose
A digitised ecosystem is pivotal to sustainable tourism development and achieving objectives such as promoting off-season travel, mitigating pressure on tourist hotspots and empowering local businesses to thrive through tourism.
A digitised ecosystem is pivotal to sustainable tourism development and achieving objectives such as promoting off-season travel, mitigating pressure on tourist hotspots and empowering local businesses to thrive through tourism. In this three-part series of Leading Tourism's Transition, in partnership with Holibob, we'll explore the role of technology in connecting travellers to incredible experiences. For the first episode, Nick Hall and our series co-host, Craig Everett, Co-Founder and CEO of Holibob, are joined by Annakaisa Ojala, an Independent Consultant, Patrick Melchior from the Aruba Tourism Authority and Sara King from Intrepid Travel to discuss how bookable experiences are a driver of tourism growth and how they support local communities and can reduce environmental footprints.
Balancing Commercial Success with Purpose
Balancing the pursuit of commercial success with a genuine commitment to purpose is an inherently complex and often challenging endeavour that demands conscious and deliberate decision-making at various levels. Sara is candid about the difficulty a commercial business faces in needing to incorporate popular, high-demand attractions that draw travellers while simultaneously striving to disperse tourism to less-visited areas and support smaller, harder-to-find operators. She contends that navigating this requires a "conscious way" of designing products in their overall approach, such as by visiting iconic locations during less pressured times or housing guests outside city centres. With local guides, these decisions can be clearly communicated to visitors, highlighting the importance of these dispersion initiatives to build a stronger connection with travellers who may otherwise perceive such action to have been somewhat of an inconvenience.
As a business that prides itself on making ethical decisions, Intrepid improved its B Corp score to 102.5 in its most recent assessment. Being a certified B Corp fundamentally means that businesses consider all stakeholders – including customers, the planet, the communities they visit, employees and internal governance – in their decision-making processes, moving beyond being solely "short-term, entirely profit-driven". This multi-stakeholder consideration can be complex because positive impacts in one area might inadvertently contradict or cause negative impacts in others, requiring careful balancing and constant evolution. The company's decision over a decade ago to remove elephant rides from their Thailand trips is a clear example that sometimes difficult choices must be made based on research and values to achieve positive impacts elsewhere, even if the customer response isn't immediately certain. Instead of detracting from the experience, this level of transparency boosted engagement with visitors, effectively highlighting how purpose-driven businesses have a strong potential to boost trust and improve business performance.
On the other hand, Patrick shares how the creation of entirely new experiences also enables a balance between commercial success and purposeful initiatives.Autentico Aruba, the winner of two X. Awards in 2024, was a cleverly designed initiative that set out to deliver something different by homing in on sought-after "smaller, exclusive, authentic experiences". By putting the spotlight squarely on the island's impressively diverse culinary scene, a direct reflection of the over one hundred nationalities living there, the event brought the island's food and beverage industry together. In prioritising local suppliers, brand designers and musicians, the festival put a spotlight on local talent and culinary heritage, while also emphasising long-term resilience by providing opportunities for hospitality students. While getting businesses, especially the smaller ones, to truly buy into something new can be a challenge, the Aruba Tourism Authority committed to constant communication with hotels, restaurants, business owners and even retail businesses to make sure everyone was on the same page regarding strategy. In this sense, culinary experiences and local hospitality, instead of beaches, have been positioned as the main appeal of the island.
Managing Pressures
Managing visitor pressures, including extreme seasonality and concentrated visitor influxes, is a significant challenge that requires strategic thinking and proactive customer education. Destinations such as Finland and Aruba grapple with these issues, albeit with different profiles. Annis emphasisesthe diverse picture of Finnish tourism, where Lapland has been experiencing over 25% annual growth, driven by tour operators focusing on winter activities. With peak demand concentrated in only a few months, addressing the seasonality challenge requires a focus on developing experiences to attract visitors during shoulder or new seasons, such as summer with its midnight sun. On the other hand, the Lakeland and Coast & Archipelago regions are less well-known internationally. The development and promotion of unique, compelling experiences play a critical role in attracting visitors beyond the peak months. Patrick also highlights the specific challenge in Aruba of managing the significant influx of visitors from cruise ships, sometimes thousands arriving for only a few hours, which creates intense pressure on certain locations during concentrated periods.
However, Sara sees managing these pressures not just as a problem to mitigate but as an opportunity, arguing that through compelling storytelling and actively educating customers, businesses can actively drive engagement and influence behaviour. Helping visitors arrive at less crowded moments enhances experiences, which in turn creates customer advocacy for these actions. With holiday choices often influenced by word-of-mouth recommendations, this positive change can have a multiplier effect. Sara also notes that the escalating impacts of climate change, such as extreme heat in Southern Europe, are already forcing adaptation and changing demand patterns quite rapidly, with customers spontaneously shifting to off-season travel, making proactive planning and product diversification even more critical. This shift towards experience-driven tourism is a gradual process that aims to balance demand and extend the tourism season. Developing new products and experiences for different seasons requires investment and risk-taking by SMEs, which destinations need to support strategically. However, as Nick points out, developing viable experiences requires businesses to ascertain both the demand and sales potential.
A critical theme, is the paramount importance of prioritising bookable experiences, particularly those offered by the often-struggling small and micro-businesses that form the foundational bedrock of local tourism ecosystems. Patrick shares how in Aruba, the large experience providers are extremely well-known and highly profitable. Complementing the strategic investment in developing Autentico Aruba, the DMO supports SMEs in developing niche experiences through the 10-week Aruba Signature Experiences programme. Through this initiative, entrepreneurs are supported with the implementation of their business plan to launch new niche experiences, where technology supports unique guest experiences. The Aruba Quality Seal also helps to raise awareness of businesses that deliver outstanding experiences, enabling them to gain additional visibility.
On the other hand, Annis proudly highlights that in Finland, the very reason people travel is overwhelmingly for these local, authentic experiences provided by such SMEs. Yet, these businesses face formidable hurdles in a rapidly digitalising world. SMEs face significant challenges in reaching new markets, necessitating a coordinated destination-level effort. Digitalisation plays a crucial role in building demand and accessibility, with OTAs and online tour operators serving as essential distribution channels. While some businesses prefer independent customer acquisition, using these major platforms is often necessary for growth and reaching wider audiences. Yet, their core expertise lies in delivering incredible, hands-on experiences in nature and sharing local culture – not in navigating complex travel technology and AI solutions. However, Craig points out that their limited capital makes the necessary investment in sustainable practices and new product development very difficult.
Annis views successfully getting these SMEs to adopt inventory management systems and channel managers as one of the biggest and most vital goals achieved through Visit Finland's DataHub. This is fundamental not only for their individual economic sustainability but also for the destination to even possess a comprehensive, digitally available catalogue of its unique offers. Such actions are essential for turning interest in unique experiences into an easily bookable format to drive conversion. Nick asserts that the economic sustainability of these businesses is a neglected aspect of the broader sustainability discussion, but is absolutely essential for any real progress in creating a truly sustainable tourism ecosystem. At the same time, the Sustainable Travel Finland programme supports businesses of all sizes with their sustainable transition of operations.
While technology is widely acknowledged as having reached a point of sufficient maturity to enable widespread digitalisation of tourism products, it is not a silver bullet and requires significant human effort and rigorous data standardisation to be truly effective and impactful. Sara firmly believes that engaging the supply chain on sustainability requires a unique and indispensable combination of technology for necessary measurement and analysis, coupled with essential "people power" on the ground to educate, build relationships and drive tangible change within businesses. With significant growth in sustainability tech and AI's ever-increasing potential to support decision-making, Sara highlights Intrepid's discussions with Equator, an AI analytics company, and how the insights have enabled overtourism in itineraries to be monitored and accordingly redesigned.
While AI's application for complex sustainability issues is still at a relatively "experimental stage", data-driven decision-making remains essential. Despite the installation of cameras at selected hotspots that register everyone who walks past, Patrick's revealing description of a surprisingly manual reality of downloading the data from each location draws parallels with a previous discussion about how Tourisme Veluwe Arnhem Nijmegen developed a tool for real-time crowd density insights. With an urgent need for real-time data to inform tour operators, cruise partners and local businesses about where and at what times of the day crowds are gathering, the Aruba Tourism Authority is working to seamlessly connect these cameras into a comprehensive monitoring system.
Building transparency and trust is crucial for the future of sustainable tourism, a process significantly facilitated by the adoption of robust standards and the conscious direction of capital. Sara discusses how the EU's incoming Green Claims Directive and verifiable certifications are viewed as welcome and necessary changes that will raise standards across the board and significantly reduce consumer confusion and greenwashing, thereby empowering customers to make genuinely better-informed choices that align with their values. This evolution is crucial for steering investment and capital towards businesses that are demonstrably delivering positive outcomes, thereby actively building a market for sustainable travel by making it easier for consumers to identify and support them. Patrick echoes the sentiment that destinations themselves must be "truly authentic to our promise" to successfully build this vital trust with partners, the local community and visitors alike.
Craig emphasises how achieving genuinely impactful performance across the industry necessitates standardisation of data across the fragmented tourism market. He states plainly that while this standardisation is critically important for understanding the ecosystem and measuring impact, it is also extraordinarily difficult to achieve in such a diverse and complex industry. Yet, it is a necessity to properly understand the ecosystem, accurately measure impact and build the consumer trust required to influence purchasing decisions towards more sustainable options. While technology is undeniably important, strategy and informed decision-making are paramount; technology alone is simply not enough to navigate these complex challenges effectively. The current macroeconomic and political climate makes encouraging sustainability even more challenging for businesses and destinations attempting to drive this change. However, many industry leaders are on the right path to transforming tourism by instigating cultural shifts in organisational culture to place values at the centre of decision-making, supported by innovative technology and purposeful marketing.
Shifting from "Sustainability" to Responsible Travel
One of the most forceful points raised during the discussion is a critique of the term 'sustainability' itself, often deemed insufficient and even problematic in the current tourism landscape. Patrick flatly states that 'sustainability' has unfortunately become a widely used marketing buzzword, frequently employed in contexts where greenwashing is rampant. He insists that destinations must urgently transcend mere sustainability to embrace responsible tourism, a concept that unequivocally demands ensuring that destinations and the communities within them are not negatively impacted by the presence and activities of visitors. This shift in terminology reflects a deeper commitment to action and tangible outcomes beyond just maintaining the status quo.
Patrick argues that the ultimate aspiration must be regenerative tourism – the vital process by which places that have already suffered negative impacts from visitation can recover and return to their natural state. This progression needs to go beyond theoretical ideals and instead reflect the pressing need to proactively prepare future generations for the realities and impacts of tourism. Aruba's journey is a deliberate shift towards these greater goals, focusing specifically on conserving culture and nature, to ensure the long-term wellbeing of the island and its community. This highlights a recognition that past approaches have had detrimental effects and that a more profound, restorative model is required. In this regard, discussions on potential caps on visitor numbers should not be taken off the table, especially when considering that such decisions, however controversial, will have long-term benefits.
Key Takeaways
Being proactive and adopting a long-term outlook is crucial to the shift towards sustainable tourism. This involves moving beyond merely reacting to existing demand or focusing solely on short-term profit, but instead considering all stakeholders and governance frameworks. For destinations and businesses, this proactive approach means strategically looking at where demand isn't naturally concentrated, such as promoting off-season travel or developing niche experiences, to manage pressure and spread value. While such shifts might entail initial investment and potentially less obvious immediate commercial gains, the long-term perspective is essential for preserving the destination's culture and nature as well as the quality of life for locals. Justifying any additional cost or effort involved in these sustainable practices to both partners and consumers relies heavily on storytelling, education and demonstrating the enhanced value from purposeful experiences. By delivering genuinely authentic and impactful experiences, businesses and destinations can build trust, create advocates and ultimately drive demand towards products that deliver positive outcomes, thereby creating a market for sustainable travel and ensuring economic viability in the long run.
Here are the key takeaways:
There's a need forconscious product design to offer sought-after experiences while managing tourism pressures. This involves collaboration for product development and creative adaptations to itineraries that are designed to reduce or disperse impact.
Decisions about destination and experience development should be informed by research and data.There's significant growth in technology specifically for sustainability measurement and reporting, with AI tools emerging that can analyse large data sets to provide insights into issues such as overtourism and carbon emissions.
Technological solutions for supporting sustainable and bookable experiences are mature, though human engagement remains vital. However, a significant challenge remains in achieving data standardisation across the fragmented travel supply chain.
There is a need for a cultural shift in mindset within destination organisations and businesses towards responsible and regenerative tourism. Preparing the local community and future generations for sustainable tourism is seen as vital, ensuring they understand the shifts required for the destination's long-term benefit.
Developing and promoting new products or seasons that lack existing strong demand requires significant effort and is inherently a risk-taking activity for businesses.
Oops! Something went wrong while submitting the form.
A digitised ecosystem is pivotal to sustainable tourism development and achieving objectives such as promoting off-season travel, mitigating pressure on tourist hotspots and empowering local businesses to thrive through tourism. In this three-part series of Leading Tourism's Transition, in partnership with Holibob, we'll explore the role of technology in connecting travellers to incredible experiences. For the first episode, Nick Hall and our series co-host, Craig Everett, Co-Founder and CEO of Holibob, are joined by Annakaisa Ojala, an Independent Consultant, Patrick Melchior from the Aruba Tourism Authority and Sara King from Intrepid Travel to discuss how bookable experiences are a driver of tourism growth and how they support local communities and can reduce environmental footprints.
Balancing Commercial Success with Purpose
Balancing the pursuit of commercial success with a genuine commitment to purpose is an inherently complex and often challenging endeavour that demands conscious and deliberate decision-making at various levels. Sara is candid about the difficulty a commercial business faces in needing to incorporate popular, high-demand attractions that draw travellers while simultaneously striving to disperse tourism to less-visited areas and support smaller, harder-to-find operators. She contends that navigating this requires a "conscious way" of designing products in their overall approach, such as by visiting iconic locations during less pressured times or housing guests outside city centres. With local guides, these decisions can be clearly communicated to visitors, highlighting the importance of these dispersion initiatives to build a stronger connection with travellers who may otherwise perceive such action to have been somewhat of an inconvenience.
As a business that prides itself on making ethical decisions, Intrepid improved its B Corp score to 102.5 in its most recent assessment. Being a certified B Corp fundamentally means that businesses consider all stakeholders – including customers, the planet, the communities they visit, employees and internal governance – in their decision-making processes, moving beyond being solely "short-term, entirely profit-driven". This multi-stakeholder consideration can be complex because positive impacts in one area might inadvertently contradict or cause negative impacts in others, requiring careful balancing and constant evolution. The company's decision over a decade ago to remove elephant rides from their Thailand trips is a clear example that sometimes difficult choices must be made based on research and values to achieve positive impacts elsewhere, even if the customer response isn't immediately certain. Instead of detracting from the experience, this level of transparency boosted engagement with visitors, effectively highlighting how purpose-driven businesses have a strong potential to boost trust and improve business performance.
On the other hand, Patrick shares how the creation of entirely new experiences also enables a balance between commercial success and purposeful initiatives.Autentico Aruba, the winner of two X. Awards in 2024, was a cleverly designed initiative that set out to deliver something different by homing in on sought-after "smaller, exclusive, authentic experiences". By putting the spotlight squarely on the island's impressively diverse culinary scene, a direct reflection of the over one hundred nationalities living there, the event brought the island's food and beverage industry together. In prioritising local suppliers, brand designers and musicians, the festival put a spotlight on local talent and culinary heritage, while also emphasising long-term resilience by providing opportunities for hospitality students. While getting businesses, especially the smaller ones, to truly buy into something new can be a challenge, the Aruba Tourism Authority committed to constant communication with hotels, restaurants, business owners and even retail businesses to make sure everyone was on the same page regarding strategy. In this sense, culinary experiences and local hospitality, instead of beaches, have been positioned as the main appeal of the island.
Managing Pressures
Managing visitor pressures, including extreme seasonality and concentrated visitor influxes, is a significant challenge that requires strategic thinking and proactive customer education. Destinations such as Finland and Aruba grapple with these issues, albeit with different profiles. Annis emphasisesthe diverse picture of Finnish tourism, where Lapland has been experiencing over 25% annual growth, driven by tour operators focusing on winter activities. With peak demand concentrated in only a few months, addressing the seasonality challenge requires a focus on developing experiences to attract visitors during shoulder or new seasons, such as summer with its midnight sun. On the other hand, the Lakeland and Coast & Archipelago regions are less well-known internationally. The development and promotion of unique, compelling experiences play a critical role in attracting visitors beyond the peak months. Patrick also highlights the specific challenge in Aruba of managing the significant influx of visitors from cruise ships, sometimes thousands arriving for only a few hours, which creates intense pressure on certain locations during concentrated periods.
However, Sara sees managing these pressures not just as a problem to mitigate but as an opportunity, arguing that through compelling storytelling and actively educating customers, businesses can actively drive engagement and influence behaviour. Helping visitors arrive at less crowded moments enhances experiences, which in turn creates customer advocacy for these actions. With holiday choices often influenced by word-of-mouth recommendations, this positive change can have a multiplier effect. Sara also notes that the escalating impacts of climate change, such as extreme heat in Southern Europe, are already forcing adaptation and changing demand patterns quite rapidly, with customers spontaneously shifting to off-season travel, making proactive planning and product diversification even more critical. This shift towards experience-driven tourism is a gradual process that aims to balance demand and extend the tourism season. Developing new products and experiences for different seasons requires investment and risk-taking by SMEs, which destinations need to support strategically. However, as Nick points out, developing viable experiences requires businesses to ascertain both the demand and sales potential.
A critical theme, is the paramount importance of prioritising bookable experiences, particularly those offered by the often-struggling small and micro-businesses that form the foundational bedrock of local tourism ecosystems. Patrick shares how in Aruba, the large experience providers are extremely well-known and highly profitable. Complementing the strategic investment in developing Autentico Aruba, the DMO supports SMEs in developing niche experiences through the 10-week Aruba Signature Experiences programme. Through this initiative, entrepreneurs are supported with the implementation of their business plan to launch new niche experiences, where technology supports unique guest experiences. The Aruba Quality Seal also helps to raise awareness of businesses that deliver outstanding experiences, enabling them to gain additional visibility.
On the other hand, Annis proudly highlights that in Finland, the very reason people travel is overwhelmingly for these local, authentic experiences provided by such SMEs. Yet, these businesses face formidable hurdles in a rapidly digitalising world. SMEs face significant challenges in reaching new markets, necessitating a coordinated destination-level effort. Digitalisation plays a crucial role in building demand and accessibility, with OTAs and online tour operators serving as essential distribution channels. While some businesses prefer independent customer acquisition, using these major platforms is often necessary for growth and reaching wider audiences. Yet, their core expertise lies in delivering incredible, hands-on experiences in nature and sharing local culture – not in navigating complex travel technology and AI solutions. However, Craig points out that their limited capital makes the necessary investment in sustainable practices and new product development very difficult.
Annis views successfully getting these SMEs to adopt inventory management systems and channel managers as one of the biggest and most vital goals achieved through Visit Finland's DataHub. This is fundamental not only for their individual economic sustainability but also for the destination to even possess a comprehensive, digitally available catalogue of its unique offers. Such actions are essential for turning interest in unique experiences into an easily bookable format to drive conversion. Nick asserts that the economic sustainability of these businesses is a neglected aspect of the broader sustainability discussion, but is absolutely essential for any real progress in creating a truly sustainable tourism ecosystem. At the same time, the Sustainable Travel Finland programme supports businesses of all sizes with their sustainable transition of operations.
While technology is widely acknowledged as having reached a point of sufficient maturity to enable widespread digitalisation of tourism products, it is not a silver bullet and requires significant human effort and rigorous data standardisation to be truly effective and impactful. Sara firmly believes that engaging the supply chain on sustainability requires a unique and indispensable combination of technology for necessary measurement and analysis, coupled with essential "people power" on the ground to educate, build relationships and drive tangible change within businesses. With significant growth in sustainability tech and AI's ever-increasing potential to support decision-making, Sara highlights Intrepid's discussions with Equator, an AI analytics company, and how the insights have enabled overtourism in itineraries to be monitored and accordingly redesigned.
While AI's application for complex sustainability issues is still at a relatively "experimental stage", data-driven decision-making remains essential. Despite the installation of cameras at selected hotspots that register everyone who walks past, Patrick's revealing description of a surprisingly manual reality of downloading the data from each location draws parallels with a previous discussion about how Tourisme Veluwe Arnhem Nijmegen developed a tool for real-time crowd density insights. With an urgent need for real-time data to inform tour operators, cruise partners and local businesses about where and at what times of the day crowds are gathering, the Aruba Tourism Authority is working to seamlessly connect these cameras into a comprehensive monitoring system.
Building transparency and trust is crucial for the future of sustainable tourism, a process significantly facilitated by the adoption of robust standards and the conscious direction of capital. Sara discusses how the EU's incoming Green Claims Directive and verifiable certifications are viewed as welcome and necessary changes that will raise standards across the board and significantly reduce consumer confusion and greenwashing, thereby empowering customers to make genuinely better-informed choices that align with their values. This evolution is crucial for steering investment and capital towards businesses that are demonstrably delivering positive outcomes, thereby actively building a market for sustainable travel by making it easier for consumers to identify and support them. Patrick echoes the sentiment that destinations themselves must be "truly authentic to our promise" to successfully build this vital trust with partners, the local community and visitors alike.
Craig emphasises how achieving genuinely impactful performance across the industry necessitates standardisation of data across the fragmented tourism market. He states plainly that while this standardisation is critically important for understanding the ecosystem and measuring impact, it is also extraordinarily difficult to achieve in such a diverse and complex industry. Yet, it is a necessity to properly understand the ecosystem, accurately measure impact and build the consumer trust required to influence purchasing decisions towards more sustainable options. While technology is undeniably important, strategy and informed decision-making are paramount; technology alone is simply not enough to navigate these complex challenges effectively. The current macroeconomic and political climate makes encouraging sustainability even more challenging for businesses and destinations attempting to drive this change. However, many industry leaders are on the right path to transforming tourism by instigating cultural shifts in organisational culture to place values at the centre of decision-making, supported by innovative technology and purposeful marketing.
Shifting from "Sustainability" to Responsible Travel
One of the most forceful points raised during the discussion is a critique of the term 'sustainability' itself, often deemed insufficient and even problematic in the current tourism landscape. Patrick flatly states that 'sustainability' has unfortunately become a widely used marketing buzzword, frequently employed in contexts where greenwashing is rampant. He insists that destinations must urgently transcend mere sustainability to embrace responsible tourism, a concept that unequivocally demands ensuring that destinations and the communities within them are not negatively impacted by the presence and activities of visitors. This shift in terminology reflects a deeper commitment to action and tangible outcomes beyond just maintaining the status quo.
Patrick argues that the ultimate aspiration must be regenerative tourism – the vital process by which places that have already suffered negative impacts from visitation can recover and return to their natural state. This progression needs to go beyond theoretical ideals and instead reflect the pressing need to proactively prepare future generations for the realities and impacts of tourism. Aruba's journey is a deliberate shift towards these greater goals, focusing specifically on conserving culture and nature, to ensure the long-term wellbeing of the island and its community. This highlights a recognition that past approaches have had detrimental effects and that a more profound, restorative model is required. In this regard, discussions on potential caps on visitor numbers should not be taken off the table, especially when considering that such decisions, however controversial, will have long-term benefits.
Key Takeaways
Being proactive and adopting a long-term outlook is crucial to the shift towards sustainable tourism. This involves moving beyond merely reacting to existing demand or focusing solely on short-term profit, but instead considering all stakeholders and governance frameworks. For destinations and businesses, this proactive approach means strategically looking at where demand isn't naturally concentrated, such as promoting off-season travel or developing niche experiences, to manage pressure and spread value. While such shifts might entail initial investment and potentially less obvious immediate commercial gains, the long-term perspective is essential for preserving the destination's culture and nature as well as the quality of life for locals. Justifying any additional cost or effort involved in these sustainable practices to both partners and consumers relies heavily on storytelling, education and demonstrating the enhanced value from purposeful experiences. By delivering genuinely authentic and impactful experiences, businesses and destinations can build trust, create advocates and ultimately drive demand towards products that deliver positive outcomes, thereby creating a market for sustainable travel and ensuring economic viability in the long run.
Here are the key takeaways:
There's a need forconscious product design to offer sought-after experiences while managing tourism pressures. This involves collaboration for product development and creative adaptations to itineraries that are designed to reduce or disperse impact.
Decisions about destination and experience development should be informed by research and data.There's significant growth in technology specifically for sustainability measurement and reporting, with AI tools emerging that can analyse large data sets to provide insights into issues such as overtourism and carbon emissions.
Technological solutions for supporting sustainable and bookable experiences are mature, though human engagement remains vital. However, a significant challenge remains in achieving data standardisation across the fragmented travel supply chain.
There is a need for a cultural shift in mindset within destination organisations and businesses towards responsible and regenerative tourism. Preparing the local community and future generations for sustainable tourism is seen as vital, ensuring they understand the shifts required for the destination's long-term benefit.
Developing and promoting new products or seasons that lack existing strong demand requires significant effort and is inherently a risk-taking activity for businesses.
Continue reading...
Get access to 100s of case studies, workshop templates, industry leading events and more.
.svg){kind=icon}
-2.webp)
.webp)
