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How Does The Hospitality Industry Relate To The Larger Travel And Tourism Industry

Published: December 12, 2023

Modified: December 28, 2023

by Britney Gamache

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Introduction

The hospitality industry and the travel and tourism industry are two interconnected sectors that play a significant role in the global economy. The hospitality industry encompasses a wide range of businesses, including hotels, restaurants, cruise lines, and event planning companies, while the travel and tourism industry focuses on facilitating travel and leisure activities for individuals and groups.

Both industries rely on each other for their success and growth, as they mutually benefit from the increased demand for travel and tourism. In this article, we will explore the relationship between the hospitality industry and the travel and tourism industry, and examine how they work together to create memorable experiences for travelers around the world.

The hospitality industry is primarily responsible for providing accommodation, catering services, and entertainment to travelers. It strives to create a comfortable and welcoming environment for guests, ensuring their stay is enjoyable and hassle-free. On the other hand, the travel and tourism industry focuses on organizing and promoting travel experiences, including vacation packages, sightseeing tours, and transportation options.

These two industries are closely linked, as the success of one directly impacts the other. For instance, the availability of good-quality hotels and restaurants can attract more tourists to a destination, thereby boosting the local travel and tourism industry. Similarly, a well-organized and appealing travel package can drive more visitors to a specific hotel or resort, benefiting the hospitality industry in return.

In the following sections, we will explore the interconnectivity between the hospitality and travel industries, the impact they have on each other, the ways in which they collaborate and cooperate, and the challenges and opportunities that arise within the hospitality industry in the context of the travel and tourism sector.

Definition and Overview of the Hospitality Industry

The hospitality industry encompasses a diverse range of businesses and services that focus on providing accommodation, food and beverage, and entertainment experiences to guests. It is a broad sector that includes hotels, resorts, restaurants, bars, clubs, cruise lines, event planning companies, and more.

At its core, the hospitality industry aims to create a positive and memorable experience for guests by offering exceptional customer service, comfortable accommodations, and quality dining options. Whether it is a luxury hotel pampering its guests with personalized amenities or a local restaurant serving delicious cuisine, the industry revolves around satisfying the needs and desires of the customer.

Hotels and resorts are a significant part of the hospitality industry, offering various types of accommodations ranging from budget-friendly options to high-end luxury suites. These establishments provide overnight stays, often with additional services such as room service, housekeeping, and recreational facilities like swimming pools, spas, and fitness centers. They aim to provide a home away from home for travelers, ensuring their comfort and convenience throughout their stay.

Restaurants and bars are integral components of the hospitality industry, offering dining and beverage experiences to both guests and locals. From casual cafes to fine dining establishments, these venues provide a wide range of culinary options and atmospheres to suit different tastes and preferences. They play a vital role in the overall experience of travelers, offering a taste of the local cuisine and culture.

Cruise lines are also part of the hospitality industry, offering all-inclusive travel experiences on luxurious ships. Passengers can enjoy a wide range of amenities and activities, including dining, entertainment, and recreational facilities, while exploring multiple destinations. Cruise lines focus on providing a unique and immersive experience for their guests, combining the comfort and luxury of a hotel with the adventure of traveling to different ports.

Event planning companies are another segment of the hospitality industry, specializing in organizing and executing various types of events, such as conferences, weddings, and exhibitions. These companies handle every aspect of event management, from venue selection and logistics to catering and entertainment. They ensure that attendees have a seamless and enjoyable experience, whether it is a business conference or a social gathering.

The hospitality industry is constantly evolving to meet the changing needs and preferences of travelers. With advancements in technology and the rise of the digital age, online booking platforms and review websites have become integral parts of the hospitality landscape. This accessibility and transparency have empowered travelers to make informed choices and have a voice in shaping the industry.

In summary, the hospitality industry encompasses a wide range of businesses that focus on providing accommodations, food and beverage, and entertainment experiences to guests. It plays a crucial role in creating memorable and enjoyable experiences for travelers and is constantly adapting to meet the needs of a diverse and ever-changing customer base.

Definition and Overview of the Travel and Tourism Industry

The travel and tourism industry is a sector that encompasses various activities and services related to leisure, recreation, and travel. It involves the movement of people from one location to another for various purposes, such as leisure, business, education, or cultural exploration. The industry comprises different components, including transportation, accommodation, attractions, and tour operators.

At its core, the travel and tourism industry aims to facilitate and enhance travel experiences for individuals and groups. It focuses on providing services and infrastructure that support and promote travel, making it accessible, enjoyable, and convenient for travelers around the world.

Transportation is a crucial component of the travel and tourism industry, as it enables people to move from one place to another. This includes air travel, with airlines offering domestic and international flights, as well as ground transportation options like trains, buses, and car rentals. The industry strives to provide efficient and comfortable transportation services to meet the diverse needs of travelers.

Accommodation is another vital aspect of the travel and tourism industry. It encompasses different types of lodging options, ranging from hotels and resorts to vacation rentals and hostels. The industry aims to provide a wide range of accommodations to suit various budgets and preferences, ensuring that travelers have a comfortable and enjoyable stay during their trips.

Attractions and activities are integral to the travel and tourism industry, as they provide the reasons and motivations for people to travel. These attractions can include natural wonders, historical sites, cultural landmarks, theme parks, museums, and more. The industry works to develop and maintain these attractions, creating unique and memorable experiences for visitors.

Tour operators are an essential part of the travel and tourism industry, as they specialize in organizing and facilitating travel experiences. They offer packaged tours and itineraries that combine transportation, accommodation, attractions, and activities. Tour operators play a crucial role in providing convenience and expertise to travelers, allowing them to explore new destinations and experience different cultures without the hassle of planning everything themselves.

The travel and tourism industry is a significant contributor to the global economy, generating employment opportunities and fostering economic growth in many countries. It serves as a means of cultural exchange, fostering understanding and appreciation between different nations and communities.

In recent years, sustainability and responsible tourism have gained importance within the travel and tourism industry. There is a growing emphasis on reducing the environmental impact of travel, supporting local communities, and preserving cultural heritage. The industry is constantly evolving to promote more sustainable practices and ensure the long-term viability of travel and tourism.

In summary, the travel and tourism industry encompasses various activities and services that facilitate travel and leisure experiences. It focuses on providing transportation, accommodation, attractions, and tour operator services to create memorable and enjoyable travel experiences for individuals and groups. The industry plays a vital role in global economic development and cultural exchange, and is increasingly embracing sustainable practices for the benefit of future generations.

Interconnectivity between the Hospitality and Travel Industries

The hospitality industry and the travel industry are highly interconnected and rely on each other for their success and growth. They work hand in hand to create seamless and enjoyable travel experiences for individuals and groups. Let’s explore the ways in which these two industries are interconnected:

1. Demand and Supply: The hospitality industry responds to the demand created by the travel industry. As more people choose to travel for leisure or business, the need for accommodations, food, and entertainment increases. This prompts the hospitality industry to expand its offerings and improve its services to meet the rising demand. Similarly, the travel industry plays a crucial role in creating new opportunities for the hospitality industry by promoting and marketing destinations and attractions.

2. Destination Promotion: The hospitality industry plays an important role in promoting travel destinations. Hotels, resorts, and restaurants often collaborate with tourism boards and travel agencies to showcase the unique features of their location and attract travelers. They provide information about local attractions, cultural experiences, and dining options, thus contributing to the overall promotion of the destination.

3. Customer Experience: The hospitality industry is responsible for ensuring a positive customer experience during travel. From the moment travelers check into a hotel or dine at a local restaurant, their experience is shaped by the quality of service provided by the hospitality industry. The travel industry relies on this positive experience to encourage repeat visits and recommendations from satisfied travelers.

4. Ancillary Services: The travel industry relies on the hospitality industry for ancillary services that enhance travel experiences. These services include airport transfers, concierge services, guided tours, and event planning. By partnering with hotels and other hospitality establishments, the travel industry can provide a comprehensive range of services to travelers, making their journey more convenient and enjoyable.

5. Feedback Loop: The hospitality industry plays a crucial role in providing valuable feedback to the travel industry. Hotels, resorts, and restaurants gather feedback from guests and share it with travel agencies and tour operators. This feedback helps them understand travelers’ preferences, interests, and concerns, allowing them to customize and improve their offerings. This, in turn, benefits the travel industry by ensuring that the services and experiences they promote align with customer expectations.

Overall, the interconnectivity between the hospitality and travel industries is crucial for creating exceptional travel experiences. They rely on each other to meet the demands of travelers, promote destinations, enhance customer experiences, provide ancillary services, and continuously improve their offerings. By working together, these industries contribute to the growth and success of the global travel and tourism sector.

Impact of the Hospitality Industry on the Travel and Tourism Industry

The hospitality industry has a significant impact on the travel and tourism industry, shaping the overall travel experience and contributing to the growth and success of the sector. Let’s explore the various ways in which the hospitality industry influences the travel and tourism industry:

1. Accommodation Options: The hospitality industry provides a wide range of accommodation options, including hotels, resorts, vacation rentals, and more. These establishments play a crucial role in attracting travelers to destinations, as the availability of comfortable and reliable accommodations is a key factor in travel decision-making. The variety of accommodation offerings enhances the appeal of a destination and contributes to its overall tourism potential.

2. Service Quality: The hospitality industry strives to provide exceptional customer service, ensuring that guests have a pleasant and memorable experience during their stay. This high standard of service enhances the overall travel experience and contributes to customer satisfaction. Travelers who have positive experiences with hospitality establishments are more likely to recommend the destination to others and revisit the location in the future.

3. Destination Promotion: The hospitality industry actively participates in destination promotion and marketing efforts. Hotels, resorts, and other hospitality establishments often collaborate with tourism boards and travel agencies to showcase the unique features and attractions of a destination. By highlighting local experiences, cultural heritage, and culinary offerings, the hospitality industry contributes to the overall promotion and branding of the destination, attracting more tourists in the process.

4. Economic Impact: The hospitality industry plays a significant role in the economic growth of a destination. It generates employment opportunities and stimulates local businesses, contributing to the overall prosperity of the community. The revenue generated by the hospitality industry through accommodations, food and beverage services, and entertainment activities also supports infrastructure development and conservation efforts within the travel and tourism sector.

5. Customer Satisfaction and Repeat Visits: The hospitality industry’s commitment to providing excellent service and creating memorable experiences leads to high levels of customer satisfaction. Satisfied travelers are more likely to recommend the destination to others and revisit the location themselves. This positive feedback and word-of-mouth promotion benefit the travel and tourism industry, attracting more visitors and fostering a positive tourism reputation for the destination.

6. Collaboration with Travel Operators: The hospitality industry collaborates with tour operators and travel agencies to create comprehensive travel packages and experiences. This collaboration helps promote destinations, attract more tourists, and offer seamless travel experiences to customers. The partnership between the hospitality and travel industries ensures that travelers have access to a wide range of services and activities, enhancing their overall travel experience.

In summary, the hospitality industry has a significant impact on the travel and tourism industry. It provides diverse accommodation options, delivers excellent customer service, contributes to destination promotion, stimulates the local economy, and collaborates with travel operators. By continuously improving the travel experience, the hospitality industry plays a crucial role in attracting and retaining tourists, ultimately contributing to the growth and success of the travel and tourism sector.

Impact of the Travel and Tourism Industry on the Hospitality Industry

The travel and tourism industry has a profound impact on the hospitality industry, shaping its development, growth, and overall success. The two industries are closely interlinked, and the growth of one directly influences the other. Here are some key ways in which the travel and tourism industry impacts the hospitality industry:

1. Increased Demand: The travel and tourism industry generates an increased demand for hospitality services. As more people choose to travel for leisure, business, or other purposes, the need for accommodations, dining, and entertainment rises. This heightened demand leads to the expansion of the hospitality industry, as hotels, restaurants, and other establishments strive to meet the needs of the growing number of travelers.

2. Seasonal Variations: The travel and tourism industry often experiences seasonal variations, with peak travel periods and high demand during specific times of the year. These seasonal peaks significantly impact the hospitality industry, as hotels and other accommodation providers need to accommodate the influx of travelers during peak seasons. It often requires strategic planning and optimization of resources to handle these surges effectively.

3. Collaboration and Partnerships: The travel and tourism industry fosters collaboration and partnerships with the hospitality industry. Tour operators, travel agencies, and destination management companies collaborate with hotels, resorts, and restaurants to create comprehensive travel packages and experiences. By working together, these industries provide integrated services that enhance the overall travel experience for customers.

4. Market Expansion: The travel and tourism industry plays a crucial role in expanding the market for the hospitality industry. As more destinations become popular among travelers, the demand for hospitality services in those locations also grows. This expansion creates opportunities for new hotels, restaurants, and other hospitality establishments to enter the market and cater to the needs of travelers.

5. Innovation and Adaptation: The travel and tourism industry drives innovation and adaptation within the hospitality industry. As travelers’ preferences evolve and new trends emerge, the hospitality industry needs to stay up-to-date with these changes and cater to the evolving demands of travelers. This includes incorporating technology, offering new experiences, and providing personalized services to meet the expectations of a diverse customer base.

6. Economic Impact: The travel and tourism industry significantly contributes to the economic growth of the hospitality industry. A thriving travel and tourism sector brings in revenue, which directly benefits hotels, restaurants, and other hospitality establishments. This economic impact drives investment, job creation, and the development of infrastructure within the hospitality industry, ultimately leading to its growth and sustainability.

7. Exposure and Visibility: The travel and tourism industry provides exposure and increased visibility for the hospitality industry. Promotional activities, destination marketing, and travel recommendations create awareness of different accommodations and dining options available to travelers. This exposure can lead to increased bookings and engagement with the hospitality industry, benefiting businesses within the sector.

In summary, the travel and tourism industry has a significant impact on the hospitality industry. It creates increased demand, influences market expansion, drives collaboration and partnerships, stimulates innovation and adaptation, contributes to the economy, and enhances exposure and visibility for hospitality establishments. The close relationship between these industries ensures that the hospitality industry continues to evolve and meet the needs of travelers, contributing to the growth and success of both industries.

Collaboration and Cooperation between the Hospitality and Travel Industries

The hospitality and travel industries thrive on collaboration and cooperation, as they work together to create seamless and exceptional travel experiences for individuals and groups. The success of one industry is intricately tied to the success of the other. Here are some key aspects of collaboration and cooperation between the two industries:

1. Package Deals and Travel Packages: The hospitality and travel industries collaborate to create comprehensive travel packages that include accommodations, transportation, and various activities. Travel agencies and tour operators work closely with hotels, resorts, and other hospitality establishments to offer bundled services that cater to the preferences and needs of travelers. These package deals provide convenience and value for customers, while also benefiting the hospitality industry by promoting their services to a wider audience.

2. Cross-Promotion and Marketing: The hospitality and travel industries often engage in cross-promotion and joint marketing efforts. Hotels, resorts, and restaurants partner with travel agencies and tourism boards to showcase the unique experiences and attractions of a destination. By collaborating on marketing campaigns, offering special promotions, and sharing customer referrals, both industries can expand their reach and attract more travelers.

3. Ancillary Services and Partnerships: The hospitality industry provides ancillary services that enhance the overall travel experience. Hotels and resorts collaborate with transportation companies, tour operators, and activity providers to offer convenient and seamless services to their guests. These partnerships ensure that travelers have access to a range of services, such as airport transfers, guided tours, and adventure activities, resulting in a more comprehensive and enjoyable travel experience.

4. Information Exchange and Feedback: The hospitality and travel industries exchange valuable information and feedback to improve their services. Hotels and restaurants gather feedback from guests and share it with travel agencies and tour operators, enabling them to enhance their offerings and better meet customer expectations. Similarly, travel agencies provide information and insights about customer preferences and trends to hospitality establishments, helping them tailor their services and experiences accordingly.

5. Collaborative Events and Conferences: The hospitality and travel industries often come together to organize events and conferences that focus on industry trends, best practices, and networking opportunities. These events provide a platform for professionals from both industries to exchange ideas, share knowledge, and build partnerships. By fostering collaboration and cooperation in a collective environment, these events contribute to the growth and innovation of the hospitality and travel industries.

6. Training and Skill Development: Collaboration between the hospitality and travel industries extends to training and skill development programs. Hospitality industry professionals can benefit from travel industry training programs, which provide insights into travel trends, customer behavior, and industry standards. Similarly, travel professionals can learn about the unique aspects of the hospitality industry, such as customer service and guest experience, through collaboration with hotels and restaurants.

7. Crisis Management and Resilience: The hospitality and travel industries demonstrate cooperation and collaboration during times of crisis and challenges. This can include situations such as natural disasters, pandemics, or security concerns. Both industries work together to develop contingency plans, share resources, and support each other in managing and mitigating the impact of these crises. This collaboration ensures the resilience and recovery of the industries, ultimately benefiting travelers and preserving the integrity of the hospitality and travel sectors.

In summary, collaboration and cooperation between the hospitality and travel industries are vital for creating exceptional travel experiences and driving the growth and success of both sectors. Through package deals, cross-promotion, ancillary services, information exchange, collaborative events, training programs, and crisis management support, these industries work together to enhance the overall travel experience and contribute to the ongoing development of the global hospitality and travel sectors.

Challenges and Opportunities for the Hospitality Industry within the Travel and Tourism Sector

The hospitality industry operates within the dynamic and ever-evolving travel and tourism sector, facing both challenges and opportunities. Understanding these factors can help hospitality businesses adapt and thrive in the current landscape. Let’s explore some of the key challenges and opportunities for the hospitality industry:

Challenges:

1. Rising Competition: The hospitality industry faces intense competition, with new hotels, resorts, and alternative lodging options constantly entering the market. Keeping up with evolving customer preferences, maintaining high service standards, and differentiating from competitors are ongoing challenges for hospitality businesses.

2. Changing Consumer Behavior: Consumer behaviors and preferences are continually changing. From the rise of online booking platforms to the demand for personalized experiences, hospitality businesses must adapt to meet the evolving needs and expectations of travelers. Keeping up with emerging technology trends and catering to the preferences of tech-savvy customers can be a challenge.

3. Workforce Management: Finding and retaining skilled and dedicated employees is an ongoing challenge for the hospitality industry. High turnover rates, seasonal staffing needs, and the demand for specialized skills in areas such as hospitality management and customer service require effective workforce planning and training programs.

4. Sustainability and Environmental Responsibility: The hospitality industry faces the challenge of addressing sustainability concerns and adopting environmentally responsible practices. There is an increasing expectation for businesses to reduce their carbon footprint, promote sustainable tourism practices, and implement eco-friendly initiatives. Balancing sustainability with profitability can be a complex challenge for hospitality businesses.

Opportunities:

1. Technological Advancements: Technology presents numerous opportunities for the hospitality industry. From online booking platforms and mobile apps to automated systems and personalized guest experiences, leveraging technology can enhance operational efficiency, improve customer service, and increase revenue streams for hospitality businesses.

2. Personalization and Customization: The demand for personalized experiences provides an opportunity for the hospitality industry to create tailored offerings. By understanding customer preferences and utilizing data analytics, businesses can provide personalized recommendations, targeted marketing campaigns, and customized services to enhance the overall guest experience.

3. Emerging Markets and Niche Segments: The growth of emerging markets and the rise of niche segments within the travel and tourism industry present opportunities for the hospitality sector. This includes catering to specific traveler demographics, such as millennials or eco-conscious tourists, and capitalizing on emerging travel trends and destinations that appeal to unique market segments.

4. Collaborative Partnerships: Collaborating with other sectors within the travel and tourism industry, such as tour operators, destination management companies, and event organizers, can create new opportunities for hospitality businesses. By offering integrated services, participating in promotional initiatives, and developing joint marketing campaigns, businesses can expand their customer base and increase their visibility.

5. Enhancing the Guest Experience: The hospitality industry can differentiate itself and create a competitive edge by focusing on enhancing the guest experience. This can be achieved through innovative amenities, personalized services, and creating unique and memorable moments that go beyond traditional hospitality offerings.

6. Sustainable Practices: Embracing sustainability can be an opportunity for the hospitality sector. By adopting environmentally friendly practices, reducing waste, and promoting responsible tourism, hospitality businesses can attract eco-conscious travelers who prioritize sustainability when making travel decisions.

In summary, the hospitality industry faces challenges such as rising competition, changing consumer behavior, workforce management, and sustainability concerns. However, there are opportunities in technological advancements, personalization, emerging markets, collaborative partnerships, guest experience enhancement, and sustainable practices. By recognizing these challenges and seizing these opportunities, hospitality businesses can navigate the evolving travel and tourism landscape and position themselves for success.

The hospitality industry and the travel and tourism industry are intricately interconnected, with each industry relying on the other to create exceptional travel experiences for individuals and groups. The hospitality industry provides accommodations, food and beverage services, and entertainment, while the travel and tourism industry facilitates travel and leisure activities. Together, they contribute to the growth of the global economy and promote cultural exchange.

In this article, we have explored the definition and overview of both industries, the interconnectivity between them, and the impact they have on each other. We have seen how the hospitality industry influences the travel and tourism industry through its diverse accommodation options, high service standards, destination promotion, and economic contributions. Similarly, the travel and tourism industry impacts the hospitality industry through increased demand, collaborations, market expansion, and exposure.

We have also discussed the importance of collaboration and cooperation between these industries. The hospitality and travel industries collaborate on package deals, cross-promotion, information exchange, and collaborative events, ensuring a seamless and comprehensive travel experience for customers. By working together, they strengthen their offerings and contribute to the growth and success of both sectors.

Furthermore, we have highlighted the challenges faced by the hospitality industry, such as rising competition, changing consumer behavior, workforce management, and sustainability concerns. However, we have also identified a range of opportunities including technological advancements, personalization, emerging markets, collaborative partnerships, guest experience enhancement, and sustainable practices.

In conclusion, the hospitality industry and the travel and tourism industry play crucial roles in shaping the global travel landscape. Through collaboration, innovation, and adaptation, these industries can continue to provide exceptional travel experiences while addressing challenges and capitalizing on opportunities. By creating seamless and memorable journeys, the hospitality industry and the travel and tourism industry contribute to the enrichment of people’s lives and the economic development of destinations worldwide.

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• Key Differences

Know the Differences & Comparisons

Difference Between Travel and Tourism

While travel is a transition, tourism is possible when one reaches the ultimate destination. We all love going on trips with our families, friends and close ones. In this context, we use the words travel and tourism quite commonly. Tourism is an industry where businesses provide accommodation, transport and other facilities.

In the fundamental sense, a tourist is a person who sees places, but a traveller is someone who goes to places.

The main objective of travelling is movement, whereas the objective of tourism is for leisure.

Content: Travel Vs Tourism

Comparison chart.

• What are Travellers?
• Who are Travel Agents?

What is Travel?

When you travel, you go for a long trip or journey either solo or with a group of family or friends. One can use different modes of transportation like aeroplanes, trains, cars, buses and ships. It covers both domestic as well as international journeys. Travel increases your knowledge about the world, you experience the culture and traditions of that place, and also you learn what place is about.

Travelling can be for long distance, short distance, domestic, abroad, etc. It may include travelling by different ways like air, road, rail and water.

Who is a Traveller?

A traveller is someone who likes to travel light without any tour package that has a fixed schedule. Travellers believe in packing less and exploring more concepts. On travelling, people try to explore the place themselves. For that, they learn more and more about their culture and history. They also eat local cuisine, find out new places and visit their famous destinations. In other words, travellers blend with the locals. Travellers visit multiple destinations during their journey.

Who is a Travel Agent?

Travel Agent has complete information and knowledge of tourism products and services.

Also Read : Difference Between Economy Class and Business Class

What is Tourism?

In simplest terms, tourism means a travel business which covers all facilities of the service industries that cater to tourists. Tourism companies are responsible for ticket booking, visa clearance, organizing tours, accommodation facilities, transport facilities, etc.

Tourism is an industry that deals with preparing packages for tourists. Now you must be thinking – what is included in tourism? So, friends, tourism covers visiting tourist attractions, having cultural experiences, exploring natural wonders and going to new destinations. Shopping, sightseeing, entertainment, dining out at restaurants, attending cultural events, participating in adventure sports, and experiencing local culture, traditions and cuisines all form part of tourism.

Tourism is for pleasure purposes. It involves a to-and-fro trip. Tourism is a general concept in the sense that a large number of people visit places (near or distant).

Impact of Tourism in the Economy

Tourism is one of the important sectors for many economies that generate income from domestic and foreign tourists. Tourists shop a lot, so it is a source of income for the locals. It also contributes to creating jobs in hospitality industries like hotels, entertainment, transportation and restaurants. Not just this, it also increases employment opportunities for locals.

It also boosts economic growth in the country by bringing foreign money to the country, as foreign tourists spend on goods and services. However, the money is mainly utilized for the upgradation of infrastructure. Also, it takes care of the needs and wishes of the tourists.

Who are Tourists?

Any person who is away from their usual place of residence for a certain period but will return home. They participate in leisure activities. Their visit is temporary, i.e. for a short period only.

Types of Tourism

• Domestic Tourism : When people go for holidays, short trips and day trips within their domestic country. For example , a Supporter of a cricket team going to watch cricket held in another city or a family outing.
• Inbound Tourism : It is a form of international tourism wherein people go abroad from their home country. For Example , A group from the USA is visiting the UK for a trip.
• Outbound Tourism : When people travel to visit international countries for leisure or business from their domestic country. For Example , A family from India is going to UAE on holiday.

Also Read : Difference Between Passport and Visa

Key Differences Between Travel and Tourism

• While ‘travel’ means moving from one place to another, there will be a change in the location, weather and overall environment.
• The term ‘travel’ is a very generic one which is used in our day-to-day lives. As against, ‘tourism’ is used by tour companies, and holiday operators often use the word ‘tourism’.
• A traveller spends time with the local population and ethnic groups. He tries to understand their culture, eats local food, learns the local language, etc. In contrast, a tourist generally spends time with tourist groups. He comes to see their culture, eats different cuisines and prefers speaking English.
• Travelling takes place solo or in small groups. At the same time, the tour takes place in large groups.
• Tourism lays emphasis on having a lifetime experience of exploring new places and destinations. Also, in tourism, a person engages in a diverse culture.
• In tourism, a planned itinerary and specific activity is present in a tour package. However, no planned itinerary and specific activity is present in travel.
• When it comes to food, tourists always go to the restaurants where other tourists eat. But travellers are different; they eat where locals eat.
• Tourists walk slowly, spend time in cafes, and click pictures of the places they visit or the things that attract them. As against, a traveller generally do a research on the places they visit and also checks the routes to get there. When they reach their destination, they like to know the history of that place.
• Travelling takes place suddenly without any plan. But in the case of a tour, there are plans for every day, hour and in fact, moment. Furthermore, travellers can make changes to their plans depending on their needs and moods. But in tourism, people have to stick to their schedules, otherwise they miss the same.
• A traveller seeks to learn the regional language so that he can communicate well with the locals to understand their lifestyle, culture, regional history and many more. Conversely, a tourist uses English as a medium of communication.

What is Ecotourism?

Ecotourism is a responsible and sustainable form of tourism. It focuses on the preservation of the environment and, at the same time, allows the visitors to have an immersive experience.

Tourism is a part of travel. However, all the travel is not tourism. Further, while a traveller is engrossed in the culture, a tourist loves to visit tourist spots at any location.

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What is the future of travel?

All aboard! After the pandemic upended life and leisure as we know it, travel is roaring back. The industry is set to make a full recovery by the end of 2024, after losing 75 percent of its value in 2020. Much of this has been so-called “revenge travel,” or people embarking on international or bucket list trips that were delayed by the pandemic. But domestic travel is recovering quickly too and is set to represent 70 percent of travel spending by 2030.

Get to know and directly engage with senior McKinsey experts on travel and tourism

Margaux Constantin is a partner in McKinsey’s Dubai office, Matteo Pacca is a senior partner in the Paris office, and Vik Krishnan is a senior partner in the Bay Area office.

We’ve done a deep dive into the latest travel trends and how industry players can adjust accordingly in The state of travel and hospitality 2024 report. Check out the highlights below, as well as McKinsey’s insights on AI in travel, mass tourism, and much more.

Learn more about McKinsey’s Travel, Logistics, and Infrastructure Practice .

Who are today’s travelers, and what do they want?

In February and March 2024, McKinsey surveyed  5,000 people in China, Germany, the United Arab Emirates (UAE), the United Kingdom, and the United States who had taken at least one leisure trip in the past two years. Here are six highlights from the results of that survey:

• Travel is a top priority, especially for younger generations. Sixty-six percent of travelers we surveyed said they are more interested in travel now than before the COVID-19 pandemic. And millennials and Gen Zers  are traveling more and spending a higher share of their income on travel than their older counterparts.
• Younger travelers are keen to travel abroad. Gen Zers and millennials who responded to our survey are planning nearly an equal number of international and domestic trips in 2024. Older generations are planning to take twice as many domestic trips.
• Baby boomers are willing to spend if they see value. Baby boomers still account for 20 percent of overall travel spending. They are willing to spend on comforts such as nonstop flights. On the other hand, they are more willing to forego experiences to save money while traveling, unlike Gen Zers who will cut all other expense categories before they trim experiences.
• Travel is a collective story, with destinations as the backdrop. Travelers both want to hear other travelers’ stories and share their own. Ninety-two percent of younger travelers were inspired by social media in some shape or form for their last trip.
• What travelers want depends on where they’re from. Sixty-nine percent of Chinese respondents said they plan to visit a famous sight on their next trip, versus the 20 percent of European and North American travelers who said the same. Respondents living in the UAE also favor iconic destinations, as well as shopping and outdoor activities.

Learn more about McKinsey’s  Travel, Logistics, and Infrastructure Practice .

What are the top three travel industry trends today?

Travel is back, but traveler flows are shifting. McKinsey has isolated three major themes for industry stakeholders to consider as they look ahead.

• The bulk of travel spending is close to home. Seventy-five percent of travel spend is domestic. The United States is currently the world’s largest domestic travel market, but China is set to overtake it in the coming years. Stakeholders should make sure they capture the full potential of domestic travelers before turning their attention abroad.
• New markets such as India, Southeast Asia, and Eastern Europe are growing sources of outbound tourism. Indians’ travel spending is expected to grow 9 percent per year between now and 2030; annual growth projections for Southeast Asians and Eastern Europeans are both around 7 percent.
• Unexpected destinations are finding new ways to lure travelers and establish themselves alongside enduring favorites. Rwanda, for example, has capitalized on sustainable tourism by limiting gorilla trekking permits and directing revenue toward conservation.

Introducing McKinsey Explainers : Direct answers to complex questions

For a more in-depth look at these trends, check out McKinsey’s State of travel and hospitality 2024   report .

How will AI change how people travel?

In the 1950s, the introduction of the jet engine dramatically reduced travel times, changing the way people traveled forever. Now AI is upending the industry  in a similarly fundamental way. Industry players down to individual travelers are using advances in generative AI (gen AI) , machine learning , and deep learning  to reimagine what it means to plan, book, and experience travel. “It’s quite clear,” says McKinsey partner Vik Krishnan , “that gen AI significantly eases  the process of travel discovery.”

For travel companies, the task now is to rethink how they interact with customers, develop products and services, and manage operations in the age of AI. According to estimates by McKinsey Digital, companies that holistically address digital and analytics opportunities have the potential to see an earnings improvement of up to 25 percent .

McKinsey and Skift Research interviewed executives from 17 companies across five types of travel business. Here are three key findings on how travel companies can reckon with emerging technologies, drawn from the resulting report The promise of travel in the age of AI :

• Segmentation. Companies can use AI to create hyperspecific customer segments to guide how they interact with and serve customers. Segmentation can be based on a single macro characteristic (such as business versus leisure), or it can be so specific as to relate to just one customer.
• Surprise and delight. In the travel context, gen AI could take the form of digital assistants that interact with customers throughout their journeys, providing personalized trip itineraries and tailored recommendations and helping to resolve unexpected disruptions.
• Equipping workers better. AI tools can free up frontline workers’ time, allowing them to focus more on personal customer interactions. These tools can also shorten the training time for new hires and quickly upskill  the existing workforce.

AI is important, yes. But, according to Ella Alkalay Schreiber, general manager (GM) of fintech at Hopper, “The actual challenge is to understand the data, ask the right questions, read prediction versus actual, and do this in a timely manner. The actual challenge is the human thinking, the common sense .”

How is mass tourism changing travel?

More people are traveling than ever before. The most visited destinations are experiencing more concentrated flows of tourists ; 80 percent of travelers visit just 10 percent of the world’s tourist destinations. Mass tourism can encumber infrastructure, frustrate locals, and even harm the attractions that visitors came to see in the first place.

Tourism stakeholders can collectively look for better ways to handle visitor flows before they become overwhelming. Destinations should remain alert to early warning signs about high tourism concentration and work to maximize the benefits of tourism, while minimizing its negative impacts.

For one thing, destinations should understand their carrying capacity of tourists—that means the specific number of visitors a destination can accommodate before harm is caused to its physical, economic, or sociocultural environment. Shutting down tourism once the carrying capacity is reached isn’t always possible—or advisable. Rather, destinations should focus on increasing carrying capacity to enable more growth.

Next, destinations should assess their readiness to handle mass tourism and choose funding sources and mechanisms that can address its impacts. Implementing permitting systems for individual attractions can help manage capacity and mitigate harm. Proceeds from tourism can be reinvested into local communities to ensure that residents are not solely responsible for repairing the wear and tear caused by visitors.

After risks and funding sources have been identified, destinations can prepare for growing tourist volumes in the following ways:

• Build and equip a tourism-ready workforce to deliver positive tourism experiences.
• Use data (gathered from governments, businesses, social media platforms, and other sources) to manage visitor flows.
• Be deliberate about which tourist segments to attract (business travelers, sports fans, party groups, et cetera), and tailor offerings and communications accordingly.
• Distribute visitor footfall across different areas, nudging tourists to visit less-trafficked locations, and during different times, promoting off-season travel.
• Be prepared for sudden, unexpected fluctuations triggered by viral social media and cultural trends.
• Preserve cultural and natural heritage. Engage locals, especially indigenous people, to find the balance between preservation and tourism.

How can the travel sector accelerate the net-zero transition?

Global warming is getting worse, and the travel sector contributes up to 11 percent of total carbon emissions. Many consumers are aware that travel is part of the problem, but they’re reticent to give up their trips: travel activity is expected to soar by 85 percent  from 2016 to 2030. Instead, they’re increasing pressure on companies in the travel sector to achieve net zero . It’s a tall order: the range of decarbonization technologies in the market is limited, and what’s available is expensive.

But decarbonization doesn’t have to be a loss-leading proposition. Here are four steps  travel companies can take toward decarbonization that can potentially create value:

• Identify and sequence decarbonization initiatives. Awareness of decarbonization levers is one thing; implementation is quite another. One useful tool to help develop an implementation plan is the marginal abatement cost curve pathway framework, which provides a cost-benefit analysis of individual decarbonization levers and phasing plans.
• Partner to accelerate decarbonization of business travel. Many organizations will reduce their business travel, which accounts for 30 percent of all travel spend. This represents an opportunity for travel companies to partner with corporate clients on decarbonization. Travel companies can support their partners in achieving their decarbonization goals by nudging corporate users to make more sustainable choices, while making reservations and providing data to help partners track their emissions.
• Close the ‘say–do’ gap among leisure travelers. One McKinsey survey indicates that 40 percent of travelers globally say they are willing to pay at least 2 percent more for carbon-neutral flights. But Skift’s latest consumer survey reveals that only 14 percent  of travelers said they actually paid more for sustainable travel options. Travel companies can help close this gap by making sustainable options more visible during booking and using behavioral science to encourage travelers to make sustainable purchases.
• Build new sustainable travel options for the future. The travel sector can proactively pioneer sustainable new products and services. Green business building will require companies to create special initiatives, led by teams empowered to experiment without the pressure of being immediately profitable.

What’s the future of air travel?

Air travel is becoming more seasonal, as leisure travel’s increasing share of the market creates more pronounced summer peaks. Airlines have responded by shifting their schedules to operate more routes at greater frequency during peak periods. But airlines have run into turbulence when adjusting to the new reality. Meeting summer demand means buying more aircraft and hiring more crew; come winter, these resources go unutilized, which lowers productivity . But when airlines don’t run more flights in the summer, they leave a lot of money on the table.

How can airlines respond to seasonality? Here are three approaches :

• Mitigate winter weakness by employing conventional pricing and revenue management techniques, as well as creative pricing approaches (including, for example, monitoring and quickly seizing on sudden travel demand spikes, such as those created by a period of unexpectedly sunny weather).
• Adapt to seasonality by moving crew training sessions to off-peak periods, encouraging employee holiday taking during trough months, and offering workers seasonal contracts. Airlines can also explore outsourcing of crew, aircraft, maintenance, and even insurance.
• Leverage summer strengths, ensuring that commercial contracts reflect summer’s higher margins.

How is the luxury travel space evolving?

Quickly. Luxury travelers are not who you might expect: many are under the age of 60 and not necessarily from Europe or the United States. Perhaps even more surprisingly, they are not all millionaires: 35 percent of luxury-travel spending is by travelers with net worths between $100,000 and $1 million. Members of this group are known as aspirational luxury travelers, and they have their own set of preferences. They might be willing to spend big on one aspect of their trip—a special meal or a single flight upgrade—but not on every travel component. They prefer visibly branded luxury and pay close attention to loyalty program points and benefits .

The luxury-hospitality space is projected to grow faster than any other segment, at 6 percent per year  through 2025. And competition for luxury hotels is intensifying too: customers now have the option of renting luxurious villas with staff, or booking nonluxury hotels with luxury accoutrements such as rainfall showerheads and mattress toppers.

Another critical evolution is that the modern consumer, in the luxury space and elsewhere, values experiences over tangible things (exhibit).

Luxury properties may see more return from investing in a culture of excellence—powered by staff who anticipate customer needs, exceed expectations, create cherished memories, and make it all feel seamless—than in marble floors and gold-plated bath fixtures. Here are a few ways luxury properties can foster a culture of excellence :

• Leaders should assume the role of chief culture officer. GMs of luxury properties should lead by example, to help nurture a healthy and happy staff culture, and listen and respond to staff concerns.
• Hire for personalities, not resumes. “You can teach someone how to set a table,” said one GM we interviewed, “but you can’t teach a positive disposition.”
• Celebrate and reward employees. Best-in-class service is about treating customers with generosity and care. Leaders in the service sector can model this behavior by treating employees similarly.
• Create a truly distinctive customer experience . McKinsey research has shown that the top factor influencing customer loyalty in the lodging sector is “an experience worth paying more for”—not the product. Train staff to focus on tiny details as well as major needs to deliver true personalization.

What’s the latest in travel loyalty programs?

Loyalty programs are big business . They’ve evolved past being simply ways to boost sales or strengthen customer relationships; now, for many travel companies, they are profit centers in their own right. One major development was that travel companies realized they could sell loyalty points in bulk to corporate partners, who in turn offered the points to their customers as rewards. In 2019, United’s MileagePlus loyalty program sold $3.8 billion worth of miles to third parties, which accounted for 12 percent of the airline’s total revenue for that year. In 2022, American Airlines’ loyalty program brought in $3.1 billion in revenue, and Marriott’s brought in $2.7 billion.

But as this transition has happened, travel players have shifted focus away from the original purpose of these programs. Travel companies are seeing these loyalty programs primarily as revenue generators, rather than ways to improve customer experiences . As a result, loyalty program members have become increasingly disloyal. Recent loyalty surveys conducted by McKinsey revealed a steep decline in the likelihood that a customer would recommend airline, hotel, and cruise line loyalty programs to a friend. The same surveys also found that airline loyalty programs are driving fewer customer behavior changes than they used to.

So how can travel brands win customers’ loyalty back? Here are three steps to consider:

• Put experience at the core of loyalty programs. According to our 2023 McKinsey Travel Loyalty Survey , American respondents said they feel more loyal to Amazon than to the top six travel players combined, despite the absence of any traditional loyalty program. One of the reasons for Amazon’s success may be the frictionless experience it provides customers. Companies should strive to design loyalty programs around experiential benefits that make travelers feel special and seamlessly integrate customer experiences between desktop, mobile, and physical locations.
• Use data to offer personalization  to members. Travel brands have had access to customer data for a long time. But many have yet to deploy it for maximum value. Companies can use personalization to tailor both experiences and offers for loyalty members; our research has shown that 78 percent  of consumers are more likely to make a repeat purchase when offered a personalized experience.
• Rethink partnerships. Traditionally, travel companies have partnered with banks to offer cobranded credit cards. But many credit card brands now offer their own, self-branded travel rewards ecosystems. These types of partnerships may have diminishing returns in the future. When rethinking partnerships, travel brands should seek to build richer connections with customers, while boosting engagement. Uber’s partnership with Marriott, for example, gives users the option to link the brands’ loyalty programs, tapping into two large customer bases and providing more convenient travel experiences.

In a changing travel ecosystem, travel brands will need to ask themselves some hard questions if they want to earn back their customers’ loyalty.

Learn more about McKinsey’s Travel, Logistics, and Infrastructure Practice . And check out travel-related job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ Updating perceptions about today’s luxury traveler ,” May 29, 2024, Caroline Tufft , Margaux Constantin , Matteo Pacca , and Ryan Mann
• “ Now boarding: Faces, places, and trends shaping tourism in 2024 ,” May 29, 2024, Caroline Tufft , Margaux Constantin , Matteo Pacca , and Ryan Mann
• “ Destination readiness: Preparing for the tourist flows of tomorrow ,” May 29, 2024, Caroline Tufft , Margaux Constantin , Matteo Pacca , and Ryan Mann
• “ How the world’s best hotels deliver exceptional customer experience ,” March 18, 2024, Ryan Mann , Ellen Scully, Matthew Straus, and Jillian Tellez Holub
• “ How airlines can handle busier summers—and comparatively quiet winters ,” January 8, 2024, Jaap Bouwer, Ludwig Hausmann , Nina Lind , Christophe Verstreken, and Stavros Xanthopoulos
• “ Travel invented loyalty as we know it. Now it’s time for reinvention. ,” November 15, 2023, Lidiya Chapple, Clay Cowan, Ellen Scully, and Jillian Tellez Holub
• “ What AI means for travel—now and in the future ,” November 2, 2023, Alex Cosmas  and Vik Krishnan
• “ The promise of travel in the age of AI ,” September 27, 2023, Susann Almasi, Alex Cosmas , Sam Cowan, and Ben Ellencweig
• “ The future of tourism: Bridging the labor gap enhancing customer experience ,” August 1, 2023, Urs Binggeli, Zi Chen, Steffen Köpke, and Jackey Yu
• “ Hotels in the 2030s: Perspectives from Accor’s C-suite ,” July 27, 2023, Aurélia Bettati
• “ Tourism in the metaverse: Can travel go virtual? ,” May 4, 2023, Margaux Constantin , Giuseppe Genovese, Kashiff Munawar, and Rebecca Stone
• “ Three innovations to solve hotel staffing shortages ,” April 3, 2023, Ryan Mann , Esteban Ramirez, and Matthew Straus
• “ Accelerating the transition to net-zero travel ,” September 20, 2022, Danielle Bozarth , Olivier Cheret, Vik Krishnan , Mackenzie Murphy, and Jules Seeley
• “ The six secrets of profitable airlines ,” June 28, 2022, Jaap Bouwer, Alex Dichter , Vik Krishnan , and Steve Saxon
• “ How to ‘ACE’ hospitality recruitment ,” June 23, 2022, Margaux Constantin , Steffen Köpke, and Joost Krämer
• “ Opportunities for industry leaders as new travelers take to the skies ,” April 5, 2022, Mishal Ahmad, Frederik Franz, Tomas Nauclér, and Daniel Riefer
• “ Rebooting customer experience to bring back the magic of travel ,” September 21, 2021, Vik Krishnan , Kevin Neher, Maurice Obeid , Ellen Scully, and Jules Seeley

Want to know more about the future of travel?

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It’s been a record-setting year for global travel – here’s how we make tourism inclusive and sustainable

Inclusive and sustainable travel and tourism includes supporting micro-, small- and medium-sized businesses. Image:  Unsplash/Michael Barón

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• The global travel sector is experiencing a robust recovery, with tourists increasingly spending more on travel.
• Despite the overall positive outlook, some destinations struggle with operational challenges, including workforce issues and resource management amid rising tourist numbers and environmental concerns.
• The travel and tourism sector’s potential for advancing socio-economic prosperity is particularly impactful through the support of micro-, small-, and medium-sized enterprises.

The global travel sector forecast is in and it's sunny skies ahead. Through March 2024, consumer spending on travel remains strong, and passenger traffic has soared. Empowered by a strong labour market worldwide, tourists will be on the roads, air and seas once again, with more of people’s budgets on travel.

The latest report from the Mastercard Economics Institute, Travel Trends 2024: Breaking Boundaries , reveals that 2024 has already witnessed multiple record-setting days as consumer spending on leisure travel remains strong. The data shows that post-pandemic travellers continue to seek unique experiences rooted in local cultures while increasingly prioritizing spending on memorable events across sports, music and festivals.

The Mastercard Economics Institute’s analysis reveals that travellers also seek opportunities to extend their stays, prioritizing leisure for longer. For the first 12 months between March 2019 and February 2020, a trip’s average length of stay was about four days. As of March 2024, the average length of a leisure trip has edged closer to five days, which translates into an economic boost for the destinations and communities hosting them.

Have you read?

These are the top 10 countries for travel and tourism, what is travel and tourism’s role in future global prosperity, travel & tourism development index 2024, tackling tourism’s challenges.

Yet, while the overall outlook for travellers looks bright, that’s not the case for all destinations. Some tourism hotspots and lesser-known locales are facing growing challenges around operating conditions. The World Economic Forum’s Travel & Tourism Development Index (TTDI) 2024 highlights the ongoing constraints facing the global travel and tourism sector – including the lack of investment in skilled and resilient workforces and issues around resource management – cultural and natural – as destinations grapple with higher tourist visitor numbers and rising environmental concerns.

The report offers travel and tourism decision-makers recommendations around how the sector can take a more active role in tackling social challenges across socio-economic prosperity, peace and cultural exchange. As the industry accounts for approximately one-tenth of global gross domestic product and employment , the public and private sectors must work together to ensure future tourism development is, first and foremost, inclusive and sustainable.

Supporting the backbone of travel and tourism

As the TTDI 2024 notes, one area where the sector’s potential in advancing socio-economic prosperity can be particularly impactful is in the economic empowerment of micro-, small- and medium-sized enterprises (MSMEs). According to the World Travel & Tourism Council, more than 80% of travel and tourism businesses fall under this category.

Policies and investments promoting the adoption of digital solutions and enhancing digital skills development while improving access to credit can provide a major boost to tourism-focused MSMEs.

In Costa Rica, the Instituto Costariccense de Turismo, a member of Mastercard’s Tourism Innovation Hub , is championing such an approach to ensure increased tourist traffic results in better opportunities for MSMEs. Last year, the institute launched Tico Treasures , a platform facilitating tourist connections with Costa Rica’s Crafts with Identity programme, a group of 17 artisan collectives across the country. The platform allows visitors to discover local Costa Rican products, learn about artisan communities and then purchase and ship the goods back to their home country – all through one experience.

The programme is an example of public-private collaboration, including backing from Correos de Costa Rica, Banco de Costa Rica and the Instituto Costariccense de Turismo. Its objectives are multifold: delivering more authentic experiences for tourists, expanding citizens’ access to the digital economy and contributing to MSME resilience.

Protecting future environments

There are also novel approaches to solving destinations’ sustainability challenges underway. A key role of the Travel Foundation , a global non-government organization, is to facilitate innovative public-private collaborations in tourism that accelerate and scale sustainable solutions. One notable example is in Scotland, where the national tourism organization VisitScotland is partnering with the Travel Corporation, a global tour operator, to help decarbonize the destination supply chain. Both organizations are pooling their insights, data and expertise to support local businesses, develop new ideas for reducing carbon footprints and identify barriers to a green transition.

The learnings from this and other projects led by the Travel Foundation will be shared to influence future policy, investment and product development decisions at national and global levels. By combining public sector resources and capabilities with private sector technological expertise, travel and tourism decision-makers can enact policies and programmes that balance tourism growth with environmental protection, providing a nuanced approach that works for unique destinations.

It’s an important time for the sector – to leverage travel and tourism’s robust recovery and advance socio-economic prosperity, fuelling a more inclusive future for our treasured destinations. By accelerating collaboration between governments, destination management organizations and technology companies, we can ensure destinations, the communities that power them and the environments they inhabit are at the heart of all future tourism development.

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What is the relationship between transport and tourism?

Disclaimer: Some posts on Tourism Teacher may contain affiliate links. If you appreciate this content, you can show your support by making a purchase through these links or by buying me a coffee . Thank you for your support!

One thing that many people in the travel industry may not realise is the important and vital relationship between transport and tourism. This is something that I teach to my tourism students each year as part of their tourism management degree and it is the relationship between transport and tourism which forms the basis of the tourism industry. 

Without transport, the tourism sector would not be able to exist. Therefore, transport is a fundamental part of the tourism industry.

The relationship between transport and tourism

Image source: Unsplash

As seen in the dictionary, the definition of transport is to “take or carry (people or goods) from one place to another by means of a vehicle, aircraft, or ship.” Also found in the dictionary is the definition of tourism which is “the commercial organisation and operation of vacations and visits to places of interest.

Transport is a hugely complex activity, impacting on every one of us in our daily lives. In a sense, we are all transport stakeholders-we all have an involvement with the transport industry in some way or another. Whether it means travelling to your job every day or flying to your holiday spot, transportation is essential to each of us in many different ways.

To help understand this relationship further there are a couple of core texts that I would recommend for any student studying travel and tourism or person who is interested in learning more about the relationship between transport and tourism.  Transport and Tourism: Global Perspectives by Steven Page is my favourite book in this area as it is the leading, authoritative text providing a much-needed synthesis of the key, contemporary issues occurring at the intersection of transport and tourism. I also recommend  Tourism, Transport and Travel Management by M.R Dileep , which analyses the structure, functions, activities, strategies and practices of each of the sectors in the travel industry, such as airlines, airports, tour operators, travel agencies and cruises. 

Transport within the tourism industry

The key task for the tourism sector is to comprehend and present the vital importance of adequate transport links to destinations – recognising the appropriate modes of travel for the different types of journeys – and to advocate a proper understanding of those links and the value that they have to local economies among the transport policy and planning community.

A better understanding of the tourism sector must be built with those public bodies (government, local authorities and relevant agencies) responsible for transport policy and planning, and for maintaining and developing transport infrastructure. This is imperative to ensure sustainable tourism management. 

Likewise, the tourism sector must understand how the transport sector operates and to what extent it is able to influence decisions and planning. This can become rather complex when you take into consideration different transport infrastructures , rules and regulations across different geographical contexts. Some countries, for example, will rely heavily on train infrastructure, others may be reachable only by boat and some may require private charter transport for tourists to get around. 

The impacts of transport on tourism

Compared to some of our European competitors such as Switzerland , England has a lack of transport integration and this is compounded by deregulated service provision in areas outside London. This can cause problems for local attractions, accommodations and such like… because if a tourist cannot reach a destination then it I likely to thrive from tourism! 

This is an issue that has been demonstrated time and time again with regards to air transport. Many budget airlines have started up new routes where they fly into destinations that had previously had little business from tourism. This encourages the growth of tourism in the area and it is common for new businesses to open up and to be successful. Should the airline feel that said route, however, is no longer profitable, they will simply remove the route from their operations. This has been known to decimate the tourism industry of an area, which can have devastating impacts on the local economy and livelihoods of local people. 

This is an area where destination organisations can take a lead by ensuring transport is integrated into destination management planning. More can also be done to ensure that individual attractions and organisations that operate a number of sites develop travel plans and provide options to reach them by public transport.

Tourism helps support transport services and infrastructure across the country. Without tourism many areas of England would be likely to lose many of the public transport services that are currently provided and benefit residents as well as visitors.

Benefits particularly apply to remote communities with low population thresholds and in rural areas throughout the country. However, even in popular destinations such as seaside resorts or in the densely populated South East, the transport infrastructure that serves visitors provides benefits to local residents as well.

All in all, it is important to understand the relationship between transport and tourism and the benefits that tourism brings to the economy. One cannot be successful without the other!

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Chapter 7. Travel Services

Heather Knowles and Morgan Westcott

Learning Objectives

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

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

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

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

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

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

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

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

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

Components of Travel Services

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

Travel Agencies

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

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

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

Online Travel Agents (OTAs)

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

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

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

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

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

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

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

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

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

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

Tour Operators

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

Inbound, Outbound, and Receptive Tour Operators

Tour operators may be inbound, outbound, or receptive:

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

Destination Marketing Organizations

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

Spotlight On: Destination Marketing Association International

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

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

Working Together

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

Other Organizations

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

Spotlight On: Global Business Travel Association  Canada

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

Business Travel Planning and Reservations

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

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

Destination Management Companies

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

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

Travel Services in Canada and BC

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

Spotlight On: Travel CUTS Travel Agency

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

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

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

Spotlight On: Canadian Association of Tour Operators

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

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

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

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

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

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

Destination BC/HelloBC

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

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

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

Regional Destination Marketing Organizations

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

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

Take a Closer Look: BC’s Regional DMOs

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

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

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

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

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

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

Community Destination Marketing Organizations

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

Spotlight On: Tourism Tofino 

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

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

Other Systems and Organizations

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

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

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

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

Tourism Services

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

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

Consultants

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

Sector-Specific Associations

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

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

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

Tourism and Hospitality Human Resource Support

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

Training Providers

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

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

Educational Institutions

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

Spotlight On: LinkBC

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

Government Departments

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

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

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

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

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

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

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

Trends and Issues

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

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

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

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

Take a Closer Look: The Trouble with Travel Distribution

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

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

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

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

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

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

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

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

Case Study: Online Travel Agents Sue Skiplagger.com

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

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

Based on this case summary, answer the following questions:

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

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

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

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

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

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

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

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

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

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Attributions

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

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

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

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

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

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

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

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

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

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

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• Open access
• Published: 25 November 2023

Systematic review and research agenda for the tourism and hospitality sector: co-creation of customer value in the digital age

• T. D. Dang   ORCID: orcid.org/0000-0003-0930-381X 1 , 2 &
• M. T. Nguyen 1  

Future Business Journal volume  9 , Article number:  94 ( 2023 ) Cite this article

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A Correction to this article was published on 07 February 2024

This article has been updated

The tourism and hospitality industries are experiencing transformative shifts driven by the proliferation of digital technologies facilitating real-time customer communication and data collection. This evolution towards customer value co-creation demands a paradigm shift in management attitudes and the adoption of cutting-edge technologies like artificial intelligence (AI) and the Metaverse. A systematic literature review using the PRISMA method investigated the impact of customer value co-creation through the digital age on the tourism and hospitality sector. The primary objective of this review was to examine 27 relevant studies published between 2012 and 2022. Findings reveal that digital technologies, especially AI, Metaverse, and related innovations, significantly enhance value co-creation by allowing for more personalized, immersive, and efficient tourist experiences. Academic insights show the exploration of technology’s role in enhancing travel experiences and ethical concerns, while from a managerial perspective, AI and digital tools can drive industry success through improved customer interactions. As a groundwork for progressive research, the study pinpoints three pivotal focal areas for upcoming inquiries: technological, academic, and managerial. These avenues offer exciting prospects for advancing knowledge and practices, paving the way for transformative changes in the tourism and hospitality sectors.

Introduction

The tourism and hospitality industry is constantly evolving, and the digital age has brought about numerous changes in how businesses operate and interact with their customers [ 1 ]. One such change is the concept of value co-creation, which refers to the collaborative process by which value is created and shared between a business and its customers [ 2 , 3 ]. In order to facilitate the value co-creation process in tourism and hospitality, it is necessary to have adequate technologies in place to enable the participation of all stakeholders, including businesses, consumers, and others [ 4 , 5 ]. Thus, technology serves as a crucial enabler for value co-creation. In the tourism and hospitality industry, leading-edge technology can be crucial in co-creation value processes because it can facilitate the creation and exchange of value among customers and businesses [ 6 , 7 ]. For example, the development of cloud computing and virtual reality technologies has enabled new forms of collaboration and co-creation that were not possible before [ 8 , 9 , 10 ]. Recent technologies like AI, Metaverse, and robots have revolutionized tourism and hospitality [ 11 , 12 , 13 ]. These technologies are used in various ways to enhance the customer experience and drive business success. AI can personalize the customer experience using customer data and personalized recommendations [ 14 ]. It can also optimize operations by automating tasks and improving decision-making. The metaverse, or virtual reality (VR) and augmented reality (AR) technologies, are being used to offer immersive and interactive experiences to customers [ 10 , 11 ]. For example, VR and AR can create virtual tours of hotels and destinations or offer interactive experiences such as virtual cooking classes or wine tastings [ 15 ]. Robots are being used to aid and interact with customers in various settings, including hotels, restaurants, and tourist attractions. For example, robots can provide information, answer questions, and even deliver room services [ 12 , 16 ]. The COVID-19 pandemic has underscored the crucial interplay between public health, sustainable development, and digital innovations [ 17 ]. Globally, the surge in blockchain applications, particularly in the business, marketing and finance sectors, signifies the technological advancements reshaping various industries [ 18 ]. These developments, coupled with integrating digital solutions during the pandemic, highlight the pervasive role of technology across diverse sectors [ 19 , 20 , 21 ]. These insights provide a broader context for our study of the digital transformation in the tourism and hospitality sectors. Adopting new technologies such as AI, the Metaverse, blockchain and robots is helping the tourism and hospitality industry deliver customers a more personalized, convenient, and immersive experience [ 22 ]. As these technologies continue to evolve and become more prevalent, businesses in the industry need to stay up-to-date and consider how they can leverage these technologies to drive success [ 23 , 24 ].

Despite the growing body of literature on customer value co-creation in the tourism and hospitality sector, it remains scattered and fragmented [ 2 , 25 , 26 ]. To consolidate this research and provide a comprehensive summary of the current understanding of the subject, we conducted a systematic literature review using the PRISMA 2020 (“ Preferred Reporting Items for Systematic Reviews and Meta-Analyses ”) approach [ 27 , 28 ]. This systematic review aims to explore three primary areas of inquiry related to the utilization of AI and new technologies in the tourism and hospitality industry: (i) From a technology perspective, what are the main types of AI and latest technologies that have been used to enhance co-creation values in tourism and hospitality?; (ii) From an academic viewpoint—What are the future research directions in this sector?; (iii) From a managerial standpoint—How can these technologies be leveraged to enhance customer experiences and drive business success?. In essence, this study contributes valuable insights into the dynamic realm of customer value co-creation in the digital age within the tourism and hospitality sector. By addressing the research questions and identifying gaps in the literature, our systematic literature review seeks to provide novel perspectives on leveraging technology to foster industry advancements and enhance customer experiences.

The remaining parts of this article are structured in the following sections: “ Study background ” section outlines pertinent background details for our systematic literature review. In “ Methodology ” section details our research objectives, queries, and the systematic literature review protocol we used in our study design. In “ Results ” section offers the findings based on the analyzed primary research studies. Lastly, we conclude the article, discuss the outstanding work, and examine the limitations to the validity of our study in “ Discussion and implications ” section.

Study background

Amidst the COVID-19 pandemic, the tourism sector is experiencing significant transformations. Despite the substantial impact on the tourism industry, the demand for academic publications about tourism remains unabated. In this recovery phase, AI and novel technologies hold immense potential to assist the tourism and hospitality industry by tackling diverse challenges and enhancing overall efficiency. In this section, the study provides some study background for the review processes.

The relationship between tourism and hospitality

Tourism and hospitality are closely related industries, as the hospitality industry plays a crucial role in the tourism industry [ 29 ]. Academics and practitioners often examine tourism and hospitality because they are related industries [ 2 , 30 ]. Hospitality refers to providing travelers and tourists accommodation, food, and other services [ 31 ]. These can include hotels, resorts, restaurants, and other types of establishments that cater to the needs of travelers [ 32 ]. On the other hand, the tourism industry encompasses all the activities and services related to planning, promoting, and facilitating travel [ 31 ]; transportation, tour operators, travel agencies, and other businesses that help facilitate tourist travel experiences [ 33 ]. Both industries rely on each other to thrive, as travelers need places to stay and eat while on vacation, and hospitality businesses rely on tourists for their income [ 32 , 33 , 34 ].

In recent years, the tourism industry has undergone significant changes due to the increasing use of digital technologies, enabling the development of new forms of tourism, such as “smart tourism” [ 8 , 10 ]. Smart tourism refers to using digital technologies to enhance the customer experience and improve the efficiency and effectiveness of the industry [ 1 ]. These technologies, including AI and Metaverse, can be used in various aspects of the tourism industry, such as booking and reservation processes, customer service, and the management of tourist attractions [ 4 , 11 ]. The hospitality industry, which includes hotels and restaurants, is closely linked to the tourism industry and is also adopting intelligent technologies to improve the customer experience and increase efficiency [ 1 , 22 ]. Recent studies have explored the impact of these technologies on the tourism and hospitality sectors and have identified both benefits and challenges for stakeholders [ 10 , 35 , 36 ].

Customer value co-creation in tourism and hospitality

Customer value co-creation in tourism and hospitality refers to the process by which customers and businesses collaborate to create value by exchanging services, information, and experiences [ 2 , 33 ]. This process involves the customer and the business actively creating value rather than simply providing a product or service to the customer [ 37 ]. Studies have found that customer value co-creation in tourism and hospitality can increase customer satisfaction and loyalty [ 2 ]. When customers feel that they can contribute to the value of their experience, they are more likely to feel a sense of ownership and involvement, which can lead to a more positive overall evaluation of the experience [ 5 , 38 ]. In the tourism industry, customer value co-creation can increase satisfaction with the destination, trips, accommodation, services, and overall experiences [ 4 ]. These can be achieved by allowing customers to choose their room amenities or providing opportunities to interact with staff and other guests [ 5 , 39 ]. Customer value co-creation in tourism and hospitality can be a powerful solution for businesses to increase customer satisfaction and loyalty. By actively involving customers in creating value, businesses can create a more personalized and engaging experience for their customers.

AI, Metaverse, and new technologies in tourism and hospitality

The impact of AI, the Metaverse, and new technologies on the tourism and hospitality industries is an area of active research and debate [ 2 , 4 , 29 , 40 ]. First, using AI and new technology in tourism and hospitality can improve the customer experience, increase efficiency, and reduce costs [ 13 , 41 , 42 , 43 ]. For instance, chatbots and virtual assistants facilitate tasks like room bookings or restaurant reservations for customers. Concurrently, machine learning (ML) algorithms offer optimized pricing and marketing strategies and insights into customer perceptions within the tourism and hospitality sectors [ 44 , 45 , 46 , 47 ]. However, there are also concerns about the potential negative impact of AI on employment in the industry [ 48 ]. Second, The emergence of the Metaverse, a virtual shared space where people can interact in real time, can potentially revolutionize the tourism and hospitality industries [ 10 ]. For example, VR and AR experiences could allow travelers to visit and explore destinations without leaving their homes [ 15 , 49 ], while online events and social gatherings could provide new business opportunities to connect with customers [ 11 ]. However, it is unclear how the Metaverse will evolve and its long-term impact on the tourism and hospitality industries [ 4 , 10 , 11 ]. Last, other emerging technologies, such as blockchain, AI-Robotics, and the Internet of Things (IoT), can potentially transform the tourism and hospitality industries [ 18 , 45 , 48 ]. For example, blockchain could be used to secure and track the movement of travel documents [ 18 ], while IoT-enabled devices could improve the efficiency and personalization of the customer experience [ 50 ]. As with AI and the Metaverse, it is difficult to predict the exact impact of these technologies on the industry, but they are likely to play a significant role in shaping its future [ 18 , 40 ]. In the aftermath of the pandemic, the healthcare landscape within the tourism and hospitality sector is undergoing significant transformations driven by the integration of cutting-edge AI and advanced technologies [ 38 , 51 , 52 ]. These technological advancements have paved the way for personalized and seamless experiences for travelers, with AI-powered chatbots playing a pivotal role in addressing medical inquiries and innovative telemedicine solutions ensuring the well-being of tourists [ 52 , 53 ].

This study background provides essential context for the subsequent systematic literature review, as it contextualizes the field’s key concepts, frameworks, and emerging technologies. By examining these aspects, the study aims to contribute valuable insights into the post-pandemic recovery of the tourism and hospitality industry, paving the way for future research opportunities and advancements in the field.

Methodology

This study meticulously adopted a systematic literature review process grounded in a pre-defined review protocol to provide a thorough and objective appraisal [ 54 ]. This approach was geared to eliminate potential bias and uphold the integrity of study findings. The formulation of the review protocol was a collaborative effort facilitated by two researchers. This foundational document encompasses (i) Clear delineation of the study objectives, ensuring alignment with the research aim; (ii) A thorough description of the methods used for data collection and assessment, which underscores the replicability of our process; (iii) A systematic approach for synthesizing and analyzing the selected studies, promoting consistency and transparency.

Guiding the current review process was the PRISMA methodology, a renowned and universally esteemed framework that has set a gold standard for conducting systematic reviews in various scientific disciplines [ 27 , 28 ]. The commendable efficacy of PRISMA in service research substantiates its methodological robustness and reliability [ 55 ]. It is not only the rigorous nature of PRISMA but also its widespread acceptance in service research that accentuates its fittingness for this research. Given tourism and hospitality studies’ intricate and evolving nature, PRISMA is a robust compass to guide our SLR, ensuring methodological transparency and thoroughness [ 56 , 57 ]. In essence, the PRISMA approach does not merely dictate the procedural intricacies of the review but emphasizes clarity, precision, and transparency at every phase. The PRISMA methodology presents the research journey holistically, from its inception to its conclusions, providing readers with a clear and comprehensive understanding of the approach and findings [ 58 ].

Utilizing the goal-question-metrics approach [ 59 ], our study aims to analyze current scientific literature from the perspectives of technicians, researchers, and practitioners to comprehend customer value co-creation through the digital age within the Tourism and Hospitality sector. In order to accomplish this goal, we formulated the following research questions:

What are the main types of AI and new technologies used to enhance value co-creation in the tourism and hospitality industries?

What are the future research directions in customer value co-creation through AI and new technologies in the tourism and hospitality sector?

How do managers in the tourism and hospitality sector apply AI and new technologies to enhance customer co-creation value and drive business success?

The subsequent subsections will provide further details regarding our search and analysis strategies.

Search strategy and selection criteria

We collected our data by searching for papers in the Scopus and Web of Science databases, adhering to rigorous scientific standards. We included only international peer-reviewed academic journal articles, excluding publications like books, book chapters, and conference proceedings [ 60 , 61 , 62 ]. The research process covered the period from 2009 to 2022, as this timeframe aligns with the publication of the first studies on value co-creation in the tourism industry in 2009 and the first two studies on value co-creation in general in 2004 [ 63 , 64 ]. The selection of sources was based on criteria such as timelines, availability, quality, and versatility, as discussed by Dieste et al. [ 2 ]. We employed relevant keywords, synonyms, and truncations for three main concepts: tourism and hospitality, customer value co-creation, and AI and new technologies in smart tourism and hospitality. To ensure transparency and comprehensiveness, we followed the PRISMA inclusion criteria, detailed in Table 1 , and utilized topic and Boolean/phrase search modes to retrieve papers published from 2009 to 2022. The final search string underwent validation by experts to ensure accuracy and comprehensiveness:

A PRISMA diagram was produced to understand better this study’s search strategy and record selection.

Study selection and analysis procedure

The current study utilized the PRISMA framework to document our review process. One hundred two papers were retrieved during the initial search across the databases. Table 1 outlines the criteria for selecting the studies based on scope and quality. The study adhered to the PRISMA procedure (as shown in Fig.  1 ) and applied the following filters:

We identified and removed 17 duplicate records during the ‘identification’ step.

We excluded 27 publications in the ‘Screening’ step based on the title and abstract.

We excluded 31 publications based on the entire text in the eligibility step.

PRISMA flow diagram

As a result, we were left with a final collection of 27 journal articles for downloading and analysis. Two trained research assistants conducted title and abstract screenings separately, and any disagreements about inclusion were resolved by discussing them with the research coordinator until an agreement was reached. Papers not in English, papers from meetings, books, editorials, news, reports, and patents were excluded, as well as unrelated or incomplete papers and studies that did not focus on the tourism and hospitality domain. A manual search of the reference lists of each paper was conducted to identify relevant papers that were not found in the database searches. After this process, 27 papers were left for a full-text review.

This study used the Mixed Methods Appraisal Tool (MMAT) to evaluate the quality of qualitative, quantitative, and mixed methods research studies included [ 65 , 66 ]. According to the findings, the quality of the study met the standards of a systematic review. Additional information can be obtained from Additional file 1 : Appendix 1.

In this section, we will report the results of our data analysis for each research question. We will begin by describing the characteristics of the studies included in the systematic literature review, such as (1) publication authors, titles, years and journals, topics, methods, and tools used in existing studies. Then each facet was elaborated by the following questions: (i) What are the main types of AI and new technologies used to enhance value co-creation in the tourism and hospitality industries? (ii) What are the future research directions in customer value co-creation through AI and new technologies in the tourism and hospitality sector? (iii) How do managers in the tourism and hospitality sector apply AI and new technologies to enhance customer co-creation value and drive business success?

Studies demographics

Figure  2 shows the yearly publication of articles on customer co-creation of value in tourism and hospitality through AI and new technologies. The chart’s data suggests two main findings. Firstly, the research on customer value co-creation in tourism and hospitality through AI and new technologies is still in its early stages (1 paper in 2012). However, the annual number of published articles from 2017 to the present appears to be generally increasing. This trend implies that the application of value co-creation in this field is gaining academic attention and is becoming an emerging research area. Based on this trend, we anticipate seeing more studies on this topic published in the following years.

Publication Years with research methods

Regarding research type, 14 papers (52%) conducted quantitative research, employing statistical analysis, structural equation modeling, and data mining methods. Meanwhile, 11 papers (41%) conducted qualitative research using interviews, thematic analysis, and descriptive analysis. Only two papers (7%) used mixed research (combining quantitative and qualitative methods). The survey and interview methods (both individual and group) were found to be more common than other research methods. This suggests that interviews provide greater insight into participant attitudes and motivations, enhancing accuracy in quantitative and qualitative studies. Additionally, certain studies employed content analysis, big data analysis using UGC, and data from online platforms, social media, and big data.

Regarding the publishing journals, we found that 27 papers were published in 22 journals (refer to Table 2 ), where three journals had more than one paper on co-creation value through AI and new technologies in tourism and hospitality, indicating their keen interest in this topic. Most publications were in the Journal of Business Research, with four studies on co-creation value through AI and new technologies in tourism and hospitality. Two related studies were published in the Tourism Management Perspectives and Journal of Destination Marketing & Management. This distribution indicates that most current research on co-creation value through AI and new technologies in tourism and hospitality was published in journals in the tourism and hospitality management field. However, some journals in the computer and AI field have also published papers on co-creation value through AI and new technologies in tourism and hospitality, including Computers in Industry, Computers in Human Behavior, Computational Intelligence, and Neuroscience.

Regarding data analytics tools, SmartPLS, AMOS, NVivo and PROCESS tools are the 5 most popular software graphic tools used in studies, while Python and R are the two main types of programming languages used. In total, 27 studies, 14 refer to using AI applications and data analytics in this research flow. Metaverse and relative technologies such as AR and VR were included in 8 studies. Three studies used service robots to discover the value co-creation process. There are include two studies that have used chatbots and virtual assistants.

Publication years and journals

In recent systematic literature reviews focusing on general services, tourism, and hospitality, there has been a notable emphasis on traditional factors shaping customer experience [ 26 , 67 , 68 ]. However, this study uniquely positions itself by emphasizing the digital age’s profound impact on value co-creation within this sector. The subsequent part digs more into the specifics of this study, building on these parallels. The detailed findings offer nuanced insights into how value co-creation in tourism and hospitality has evolved, providing a more extensive understanding than previous works.

Result 1—technology viewpoints: What are the main types of AI and new technologies used to enhance value co-creation in the tourism and hospitality industries?

Several types of AI and new technologies have been used to enhance co-creation values in the tourism and hospitality industry. Nowadays, AI, ML, and deep learning can all be used to enhance customer value co-creation in the tourism and hospitality industry [ 42 , 69 , 70 ]. There are some AI applications identified through the review process:

First, personalization and customized recommendations: AI and ML can be used to analyze customer data, such as their past bookings, preferences, and reviews, to personalize recommendations and experiences for them [ 7 , 69 , 71 , 72 ]. Cuomo et al. examine how data analytics techniques, including AI and ML, can improve traveler experience in transportation services. Applying AI and ML can help customers discover new experiences and activities they may not have considered otherwise [ 13 ]. Relating to data mining applications, Ngamsirijit examines how data mining can be used to create value in creative tourism. Moreover, the study also discusses the need for co-creation to create a successful customer experience in creative tourism and ways data mining can enhance the customer experience [ 73 ].

Second, user-generated content and sentiment analysis: ML and Natural Language Processing (NLP) can be used to analyze user-generated content such as reviews and social media posts to understand customer needs and preferences [ 12 , 37 ]. This can help businesses identify opportunities to create customer value [ 74 ]. NLP can analyze customer reviews and feedback to understand the overall sentiment toward a hotel or destination [ 75 ]. This can help businesses identify areas for improvement and create a better customer experience [ 70 ]. In the study using NLP to analyze data from Twitter, Liu et al. examine the impact of luxury brands’ social media marketing on customer engagement. The authors discuss how big data analytics and NLP can be used to analyze customer conversations and extract valuable insights about customer preferences and behaviors [ 74 ].

Third, recent deep learning has developed novel models that create business value by forecasting some parameters and promoting better offerings to tourists [ 71 ]. Deep learning can analyze large amounts of data and make more accurate predictions or decisions [ 39 , 41 ]. For example, a deep learning model could predict the likelihood of a customer returning to a hotel based on their past bookings and interactions with the hotel [ 72 ].

Some applications of the latest technologies that have been used to enhance co-creation values in tourism and hospitality include

Firstly, Chatbots and virtual assistants can enhance customer value co-creation in the tourism and hospitality industry in several ways: (i) Improved customer service: Chatbots and virtual assistants can be used to answer customer questions, provide information, and assist with tasks such as booking a room or making a reservation [ 45 ]. These tools can save customers and staff time and improve customer experience [ 76 ]; (ii) Increased convenience: Chatbots and virtual assistants can be accessed 24/7, meaning customers can get help or assistance anytime [ 50 ]. These tools can be handy for traveling customers with questions or who need assistance outside regular business hours [ 44 ]; (iii) Personalization: Chatbots and virtual assistants can use natural language processing (NLP) to understand and respond to customer inquiries in a more personalized way [ 45 , 70 ]. This can help improve the customer experience and create a more favorable impression of the business. Moreover, this can save costs and improve customers [ 16 ].

Secondly, metaverse technologies can enhance customer value co-creation in the tourism and hospitality industry in several ways: (i) Virtual tours and experiences: Metaverse technologies can offer virtual tours and experiences to customers, allowing them to visit and explore destinations remotely [ 77 ]. This technology can be beneficial for customers who are unable to travel due to pandemics or who want to preview a destination before deciding to visit in person [ 49 ]; (ii) Virtual events: Metaverse technologies can be used to host virtual events, such as conferences, workshops, or trade shows, which can be attended by customers from anywhere in the world [ 9 ]. This can save time and money for businesses and customers and increase the reach and impact of events; (iii) Virtual customer service: Metaverse technologies can offer virtual customer service, allowing customers to interact with businesses in a virtual setting [ 25 ]. This can be especially useful for customers who prefer to communicate online or in remote areas; (iv) Virtual training and education : Metaverse technologies can offer virtual training and education to employees and customers [ 41 ]. Metaverse can be an effective and convenient way to deliver training and can save time and money for both businesses and customers [ 7 ]; (v) Virtual reality (VR) experiences: Metaverse technologies can be used to offer VR experiences to customers, allowing them to immerse themselves in virtual environments and participate in activities that would be difficult or impossible to do in the real world [ 77 ]. This can enhance the customer experience and create new business opportunities to offer unique and memorable experiences [ 71 ].

Thirdly, IoT and robots can enhance customer value co-creation in the tourism and hospitality sector in several ways: (i) One way is by providing personalized and convenient customer experiences [ 12 ]. For example, hotels can use IoT-enabled devices to allow guests to control the temperature and lighting in their rooms, as well as access hotel amenities such as room service and concierge services [ 50 ]; (ii) In addition, robots can be used to provide assistance and enhance the customer experience in various ways [ 16 , 40 ]. For example, robots can be used to deliver items to guest rooms, assist with check-in and check-out processes, and provide information and directions to guests [ 12 ]; (iii) Both IoT and robots can be used to gather customer feedback and data in real-time, which can help to improve the quality and effectiveness of tourism and hospitality services [ 76 ]. For example, hotels can use IoT-enabled devices to gather data on guest preferences and needs, which can be used to tailor services and experiences to individual customers. This can help to improve customer satisfaction and loyalty [ 76 ]. Overall, using IoT and robots in the tourism and hospitality sector can help improve the industry’s efficiency and effectiveness and enhance the customer experience.

Result 2—academic viewpoints: What are the future research directions in customer value co-creation through AI and new technologies in the tourism and hospitality sector?

From an academic perspective, there are several potential future research directions in customer value co-creation through the digital age in the tourism and hospitality sector. Some possibilities include: (1) Understanding how different technologies and platforms facilitate co-creation: Researchers could investigate how different technologies and platforms, such as social media, mobile apps, or virtual reality, enable or inhibit co-creation in the tourism and hospitality industry; (2) Investigating the impact of co-creation on business performance: Researchers could examine the relationship between co-creation and business performance in the tourism and hospitality sector and identify the factors that drive success in co-creation initiatives; (3) Investigating the impact of AI and automation on co-creation: As AI and automation technologies become more prevalent in the industry, research could focus on the impact these technologies have on co-creation and value creation, including the potential for AI to facilitate or hinder co-creation; (4) Investigating the impact of the Metaverse on customer behaviour: Research could focus on understanding how the Metaverse affects customer behaviour and decision-making, and how companies can use this information to facilitate co-creation and value creation [ 9 ]; (5) Analysing the use of social media and other digital platforms for co-creation: Researchers could study how companies in the tourism and hospitality sector use social media and other digital platforms to facilitate co-creation with customers, and the impact that these platforms have on value creation [ 7 , 45 , 78 ]. Researchers could investigate how social interactions and communities in the Metaverse enable or inhibit co-creation in the tourism and hospitality industry and the impact on customer satisfaction and loyalty; (6) Examining the ethical implications of the Metaverse and AI: Researchers could explore the ethical considerations surrounding the use of the Metaverse and AI in the tourism and hospitality sector, such as issues related to privacy and data security, and the potential for these technologies to perpetuate or exacerbate societal inequalities [ 48 , 75 , 77 ].

Result 3—Management viewpoints: How do managers in the tourism and hospitality sector apply AI and new technologies to enhance customer co-creation value and drive business success?

There are several ways managers in the tourism and hospitality industry can apply AI and new technologies to enhance customer experiences and drive business success. We suggest four main possibilities: (1) Implementing chatbots or virtual assistants to encourage customer co-creation: Managers can use chatbots or virtual assistants to provide quick and convenient customer service, helping businesses respond to customer inquiries and resolve issues more efficiently [ 76 ]. Then, encourage customer co-creation by inviting customers to participate in the creation of new experiences and products by gathering feedback and ideas through online forums and focus groups [ 45 ]. This can help build a sense of community and engagement and can also lead to the development of new, innovative products and experiences that will attract more customers [ 50 , 79 ]; (2) Leveraging personalization technologies and using predictive analytics: Managers can use AI-powered personalization technologies to analyze customer data and preferences and offer personalized recommendations and experiences [ 42 , 72 , 80 ]. This can help businesses better understand and anticipate customer needs and create more tailored and satisfying experiences that drive co-creation value. Managers can leverage AI-powered predictive analytics technologies to analyze data and predict future customer behavior or trends [ 75 ]. This can help businesses anticipate customer needs and make informed decisions about resource allocation and planning, enhancing co-creation value. Managers can use personalization technologies and predictive analytics to analyze customer feedback and identify areas for improvement [ 37 ]. These can help businesses better understand customer needs and preferences and create more satisfying and valuable experiences that drive co-creation value [ 7 , 36 , 41 ]; (3) Using the Metaverse to facilitate co-creation: Managers can leverage the Metaverse to allow customers to design and customize their own experiences, which can help create value in collaboration with customers [ 25 , 71 , 77 ]. Managers can use VR and AR technologies to create immersive and interactive customer experiences in the Metaverse [ 81 ]. This can help businesses differentiate themselves and stand out in a competitive market. Managers can use data analysis tools to understand how customers behave in the Metaverse and use this information to create more personalized and satisfying experiences [ 9 ]. Managers can leverage the Metaverse to facilitate co-creation with customers, for example, by enabling customers to design and customize their own experiences [ 49 , 81 ]. This can help businesses create value in collaboration with customers; (4) Integrating AI-robotics into operations to support value co-creation: Analyse your business processes to identify tasks that can be automated using AI-powered robotics, such as check-in and check-out, room service, or concierge services [ 12 , 82 ]. Managers can consider using AI-powered robots for tasks such as check-in and check-out or for delivering amenities to guests. Use AI and the latest technologies to streamline the booking and check-in process, making it faster and more convenient for customers [ 16 ]. This can include using virtual assistants to handle booking inquiries or facial recognition technology to allow customers to check in at their hotel simply by showing their faces. These can help businesses reduce labor costs and improve efficiency, enhancing co-creation value [ 16 ]. We summarize three viewpoints in Fig.  3 below.

Summary of value co-creation through the Digital Age in Tourism and Hospitality

Combining these three viewpoints as a research agenda for tourism and hospitality in the AI and digital age holds immense potential. It addresses critical aspects such as customer experience enhancement, leveraging customer-generated content, and exploring cutting-edge technologies to create value co-creation opportunities. Researching these areas allows the industry to stay at the forefront of the digital revolution and deliver exceptional customer experiences that drive business success in the next few years.

Discussion and implications

This study aimed to develop a systematic literature review of customer value co-creation in the hospitality and tourism industry using the PRISMA protocol [ 27 ]. The study findings highlighted that tourism and hospitality should take advantage of AI and new technologies, as it brings significant advantages. Value co-creation in the tourism and hospitality sector refers to creating value through the collaboration and participation of multiple stakeholders, including tourists, employees, and the industry [ 2 ]. AI, Metaverse, and other new technologies can significantly enhance value co-creation in this sector by enabling more personalized, immersive, and efficient tourist experiences [ 40 , 80 , 81 ].

From a technology viewpoint, the study reveals that manifestations of customer value co-creation through the digital age are related to AI and the latest technologies such as Metaverse, robots, IoT, chatbots, intelligence systems, and others that shape co-creation [ 42 ]. AI applications and new technologies can help shape customer value co-creation in this sector. AI can follow the rules, think like an expert, learn from data, and even create virtual and augmented reality experiences [ 4 , 10 ]. Chatbots, personalization, predictive analytics, and robotics are examples of how AI and technology can create unique and fun travel experiences [ 16 , 40 , 74 , 83 ].

From an academic viewpoint, researchers look at ways technology can help people enjoy their travels and stay in hotels by boosting the value co-creation process [ 2 ]. They are looking at how different technologies, like social media, can help people create value for themselves and others [ 45 , 84 ]. They are also looking at how AI and the virtual world can change people’s decisions and how companies can use this information to help people [ 77 , 80 ]. Finally, researchers are looking into the ethical issues of using technology in tourism and hospitality [ 48 , 75 , 77 ].

From the manager’s viewpoint, managers in the tourism and hospitality industry can use AI and new technologies to create better customer experiences and drive success [ 70 , 80 ]. These can include using chatbots or virtual assistants to help customers and get their feedback [ 50 , 76 ], using personalization technologies to understand customer needs [ 69 ], using the Metaverse to have customers design their own experiences [ 10 ], and using AI-robotics to automate tasks [ 16 , 82 ].

In light of the findings from this systematic literature review, policymakers in the tourism and hospitality sectors must revisit and revitalize current strategies. Embracing digital age technologies, especially AI and metaverse tools, can significantly enhance customer value co-creation. This necessitates targeted investments in technology upgradation, capacity-building, and skilling initiatives. While the initial resource allocation may appear substantial, the long-term returns regarding elevated customer satisfaction, increased tourism inflow, and industry-wide growth are undeniable. Policymakers must ensure a collaborative approach, engaging stakeholders across the value chain for streamlined adoption and implementation of these advancements.

Overall, the use of AI, Metaverse, and other new technologies can significantly enhance co-creation value in the tourism and hospitality sector by enabling more personalized, immersive, and efficient experiences for tourists and improving the efficiency and effectiveness of the industry as a whole [ 15 ].

Theoretical implications

The systematic literature review using the PRISMA method on customer value co-creation through the digital age in the tourism and hospitality sector has several theoretical implications.

First, this research paper addresses earlier suggestions that emphasize the significance of further exploring investigations on customer value co-creation in the hospitality and tourism sector [ 2 , 85 ].

Second, the review highlights the importance of adopting a customer-centric approach in the tourism and hospitality industry, in which customers’ needs and preferences are central to the design and delivery of services [ 35 , 86 ]. This shift towards customer value co-creation is driven by the increasing use of digital technologies, such as the IoT, AI, and ML, which enable real-time communication and data gathering from customers [ 1 , 40 ].

Third, the review highlights the role of digital technologies in enabling personalized and convenient customer experiences, which can help improve satisfaction and loyalty [ 87 ]. Using AI-powered chatbots and personalized recommendations based on customer data can enhance the customer experience, while using IoT-enabled devices can allow guests to control and access hotel amenities conveniently [ 12 ].

Fourth, the review suggests that adopting digital technologies in the tourism and hospitality sector can increase the industry’s efficiency and effectiveness [ 88 ]. Businesses use ML algorithms to automate tasks and analyze customer data, which can help streamline processes and identify areas for improvement [ 39 , 80 ].

Overall, the systematic literature review using the PRISMA method sheds light on adopting a customer-centric approach and leveraging digital technologies for customer value co-creation in tourism and hospitality. Over the next five years, researchers should focus on exploring the potential of emerging technologies, developing conceptual frameworks, and conducting applied research to drive meaningful transformations in the industry. By aligning strategies with these implications, organizations can thrive in the dynamic digital landscape and deliver exceptional customer experiences, ultimately contributing to their success and competitiveness in the market [ 2 , 4 , 15 , 29 , 33 , 89 ].

Practical implications

The systematic literature review using the PRISMA method on customer value co-creation through the digital age in the tourism and hospitality sector has several management implications for organizations in this industry.

First, the review suggests that adopting a customer-centric approach, in which customers’ needs and preferences are central to the design and delivery of services, is crucial for success in the digital age [ 40 , 86 ]. Therefore, managers should focus on understanding and meeting the needs and preferences of their customers and consider how digital technologies can be leveraged to enable real-time communication and data gathering from customers [ 15 , 80 ].

Second, the review highlights the importance of using digital technologies like the IoT, AI, and ML to enable personalized and convenient customer experiences [ 40 , 50 ]. Managers should consider how these technologies can enhance the customer experience and improve satisfaction and loyalty [ 36 , 39 ].

Third, the review suggests that adopting digital technologies in the tourism and hospitality sector can lead to increased efficiency and effectiveness in the industry [ 7 , 16 ]. Therefore, managers should consider how these technologies can streamline processes and identify areas for improvement [ 42 ]. Further, regarding privacy concerns, managers must spend enough resources to secure their customers’ data to help boost the customer value co-creation process [ 48 , 77 ].

Fourth, policymakers can foster an environment conducive to value co-creation by incorporating customer-centric strategies and leveraging digital technologies. Effective policies can enhance customer experiences, promote sustainable growth, and drive economic development, ensuring a thriving and competitive industry in the digital age.

The practical implications of applying AI and new technology for managerial decision-making in the tourism and hospitality industry are vast and promising [ 90 ]. Managers can navigate the dynamic digital landscape and drive meaningful co-creation with customers by embracing a customer-centric approach, leveraging personalized technologies, addressing efficiency and data security considerations, and strategically adopting AI-powered tools. By staying abreast of technological advancements and harnessing their potential, businesses can thrive in the next five years and beyond, delivering exceptional customer experiences and enhancing value co-creation in the industry.

Limitations and future research

The research, anchored in the PRISMA methodology, significantly enhances the comprehension of customer value co-creation within the digital ambit of the tourism and hospitality sectors. However, it is essential to underscore certain inherent limitations. Firstly, there might be publication and language biases, given that the criteria could inadvertently favor studies in specific languages, potentially sidelining seminal insights from non-English or lesser-known publications [ 91 ]. Secondly, the adopted search strategy, governed by the choice of keywords, databases, and inclusion/exclusion guidelines, might have omitted pertinent literature, impacting the review’s comprehensiveness [ 57 ]. Furthermore, the heterogeneous nature of the studies can challenge the synthesized results’ generalizability. Finally, the swiftly evolving domain of this research underscores the ephemeral nature of the findings.

In light of these limitations, several recommendations can guide subsequent research endeavors. Scholars are encouraged to employ a more expansive and diverse sampling of studies to curtail potential biases. With the digital technology landscape in constant flux, it becomes imperative to delve into a broader spectrum of innovations to discern their prospective roles in customer value co-creation [ 18 ]. Additionally, varied search strategies encompassing multiple databases can lend a more holistic and inclusive character to systematic reviews [ 27 ]. Moreover, future research could investigate the interplay between political dynamics and the integration of novel technologies, enriching the understanding of value co-creation in a broader socio-political context. Lastly, integrating sensitivity analyses can ascertain the findings’ robustness, ensuring the conclusions remain consistent across diverse search paradigms, thereby refining the review’s overall rigor.

In conclusion, this review highlights the pivotal role of digital technologies in customer value co-creation within the tourism and hospitality sectors. New AI, blockchain and IoT technology applications enable real-time communication and personalized experiences, enhancing customer satisfaction and loyalty. Metaverse technologies offer exciting opportunities for immersive interactions and virtual events. However, privacy and data security challenges must be addressed. This study proposed a comprehensive research agenda addressing theoretical, practical, and technological implications. Future studies should aim to bridge research gaps, investigate the impact of co-creation on various stakeholders, and explore a more comprehensive array of digital technologies in the tourism and hospitality sectors. This study’s findings provide valuable insights for fostering innovation and sustainable growth in the industry’s digital age. Despite the valuable insights gained, we acknowledge certain limitations, including potential biases in the search strategy, which underscore the need for more inclusive and diverse samples in future research.

Availability of data and materials

The review included a total of 27 studies published between 2012 and 2022.

Change history

07 february 2024.

A Correction to this paper has been published: https://doi.org/10.1186/s43093-023-00293-2

Abbreviations

• Artificial intelligence

Augmented reality

Internet of Things

Machine learning

Preferred Reporting Items for Systematic Reviews and Meta-Analyses

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DTD, conceived the research idea and designed the study in collaboration with NMT. DTD took the lead in writing the manuscript, with significant contributions from NMT. All authors reviewed and edited the manuscript to ensure accuracy and clarity. All authors read and approved the final manuscript.

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Dang, T.D., Nguyen, M.T. Systematic review and research agenda for the tourism and hospitality sector: co-creation of customer value in the digital age. Futur Bus J 9 , 94 (2023). https://doi.org/10.1186/s43093-023-00274-5

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The library collection has a limited number of current travel guides. There are older editions located on Baker Level A or B . You can do a subject search for " guidebooks " to see how many different ones we have.

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Articles and other writings about Tourism can be found in many publications. Our collection includes several journals and trade magazines which look at Tourism. Below is a short list of some of the journal titles we have in our Library's collection.   Or you can use the search box at the top of the page.

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A short definition of Travel & Tourism

A term to cover travel to places away from one’s home environment undertaken principally for leisure but also for business. Tourist activities generally involve spending money in a new location and do not involve remuneration from within the place or country visited. Definitions of tourism by international organizations such as the World Tourist Organization recognize anyone who spends at least one night but no longer than one year somewhere other than their country of residence as a tourist. Tourism is often distinguished from recreation because it takes place further from the home and is more commercialized. It overlaps with leisure , but includes business travel. In The Tourist Gaze (1991) John Urry argued persuasively that the core feature of tourism was the desire to gaze upon what was different or unusual. Much of tourism can be understood in terms of the arrangements of places and landscapes to be viewed, and the cultivation of techniques of viewing and circulating images, e.g. photography, video, postcards, etc. But tourist activities do more than please the sense of sight, and often involve multiple embodied experiences, e.g. kayaking, dining, and sunbathing. Tourism is a form of and has its origins in travel, but a distinction is often made between the two; travel is described as a more specialized, niche, or selective activity, while tourism is associated with organized popular or mass activities. In part, the difference is one of marketing or discourse.

Although tourism now includes an increasingly diverse range of activities, perhaps too many for convenient classification, it is often described as the world’s largest industry. The World Travel and Tourist Council estimates that tourism accounts for 11 per cent of world GDP and 8 per cent of all waged work (200 million employees). But tourism as it is now understood is a relatively recent phenomenon. Most historical accounts trace its origins to the Grand Tour, undertaken by elite young European men between the 17th and 19th centuries. They would travel within Europe to see and learn about cultural matters, notably the fruits of the Renaissance and Greek and Roman classical civilizations. Health spas, seaside towns, and mountain resorts also became fixtures for the wealthy traveller. The 19th century saw the development of journeys to wild places inspired by romantic ideas or picturesque or sublime landscapes: England’s Lake District was a leading attraction ( see wilderness ). The spread of road and rail travel in the 19th century allowed the urban working classes to enjoy annual trips to seaside resorts such as Long Island, New York, ushering in the first organized tourist industry. But it was not until the combination of greater affluence, more leisure time, and air travel after the Second World War that modern mass tourism took off. Until the late 20th century, however, it remained open largely to Westerners, and Europe itself accounted for the majority of international tourist journeys. The globalization of tourism in the past two or so decades has involved almost every country becoming both an origin and destination of tourist travel to some degree. Close to a billion international tourist visits are now made annually, with China established in the top five for destinations and origins, alongside the USA and European countries. Singapore, Kuala Lumpur, and Dubai also count among the top tourist urban destinations.

The geographical interest in tourism has developed strongly since the 1980s, although there are studies dating back to the 1930s. It draws upon the same range of methods and perspectives as the rest of human geography , although there are important overlaps with environmental geography (for example, in coastal and marine environment management) and a strong element of applied geography . Given that tourism hinges precisely on the differences between one place and another, it is intrinsically geographical. The main areas of research are on factors of supply and demand, but also on social, economic, and environmental impact ( see resort life-cycle model ). There are separate studies of urban and rural tourism, as well as a concern for regional differences (Hudman and Jackson 2003). The different forms of tourism and their related bodily and sensuous experiences—heritage visits, ecotourism , package holidays, adventure travel, and backpacking among them—are also well studied. In unpacking the experiences of tours, however, it becomes apparent how many of its core characteristics—difference, exoticism, cosmopolitanism , leisureliness—are increasingly found more widely and even close to home. The interests of tourist studies in mobility , pleasure, and difference are, in this regard, central to much of current human geography.

Rogers, A., Castree, N., & Kitchin, R. (2013). " Tourism ." In  A Dictionary of Human Geography . Oxford University Press. Retrieved 9 Feb. 2022

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Tourism as a subject search brings up many results. Below are a few of the narrower, more specific subject headings.

     General books on Travel and Tourism are located in the call number range G 149 through G 180 on Baker Level A . Books on specific tourism spots or tourist trade in specific countries are located with books about that country. The online catalog is your best guide for finding these items.

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• [insert name of country] description and travel To find travelogues or other travel writings, do a subject search for the country name followed by "description and travel."
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Understanding the Difference Between Tour Operators and Travel Agents

By Rebecca Somes

Tour operators and travel agents might seem similar at first glance, but they have distinct roles when it comes to planning a vacation. While they both offer some similar services, it’s helpful to know which one best fits certain needs.

What is a Tour Operator?

A tour operator handles the nitty-gritty of a holiday experience, from booking and packaging to organising accommodation, transport, meals, guides, and optional tours. They’re like the behind-the-scenes magicians who ensure everything runs smoothly once a customer steps off the plane at a destination

On the other hand, travel agents act as matchmakers, connecting customers with the perfect vacation package from various tour operators. They’re like personal travel advisors, helping navigate through different destinations, budgets, and travel preferences to find the ideal fit for a dream getaway. Once customers have made a choice, they liaise with the tour operator to ensure all requests are met, handling the paperwork and payments along the way.

In the past, travel agents were the go-to choice for booking tour packages. However, with the rise of the internet and travel technology over the last couple of decades, many people now opt to book directly with tour operators. The internet has made it easier than ever to access and book tour packages independently, reducing the need for an agent to identify available operators. Nowadays, most tour operators engage directly with clients and sell their packages, cutting out the middleman.

However, some people still prefer to rely on their trusted local or family travel agent, with whom they have built a long-standing relationship over the years.

Types of Travel Agency

In the travel industry, there’s a growing number of independent travel agents who operate without ties to a specific agency. This presents a fantastic opportunity for people looking for remote work in the travel sector.

These independent agents come in various forms. Some create bespoke itineraries tailored to each client’s preferences, while others partner with specific travel companies. Additionally, some act as resellers, offering pre-packaged tours through Host Agencies.

Regardless of their specific model, most travel agents excel at helping to plan a trip. They use their expertise to provide recommendations based on their customer’s interests, budgets, and travel requirements. The advantage of working with a travel agent lies in their insider knowledge and knack for navigating the complexities of holiday planning and booking. When it comes to travel agencies, there’s a varied range of options available to suit every preference. Here are some of the different types of travel agencies:

Online Travel Agencies (OTAs): These are websites that allow users to search and book travel-related services online. OTAs offer a wide range of options, from flights and cruises to tours and activities, all in one convenient platform.

Brick-and-Mortar Travel Agencies: These are traditional travel agencies with physical offices where customers can visit and speak with travel agents face-to-face. They provide personalized service and assistance in planning and booking travel arrangements.

Corporate Travel Agencies: Specializing in business travel, corporate travel agencies cater to the needs of companies and organizations. They manage corporate travel policies, negotiate discounts with suppliers, and help with itinerary planning and expense management.

Specialist Travel Agencies: These agencies focus on specific types of travel, such as adventure travel, luxury travel, or niche markets like eco-tourism or culinary tours. They offer expertise and tailored recommendations for travellers with particular interests or preferences.

Overall, the travel agency landscape is diverse and caters to a wide range of travellers, each with unique needs and preferences.

The Roles of Tour Operators and Travel Agents

In conclusion, while tour operators and travel agents share some similarities, they play distinct roles in the holiday planning process. Tour operators handle the logistics of a vacation, from booking and packaging to on-the-ground arrangements, ensuring a hassle free experience for travellers. On the other hand, travel agents act as intermediaries, connecting customers with the perfect holiday package from various tour operators, and offering personalized advice and assistance throughout the planning process. Despite the rise of online booking platforms and websites , many travellers still rely on trusted travel agents for their expertise and insider knowledge. Additionally, the travel agency landscape continues to evolve, with independent agents offering bespoke services and various types of agencies catering to different travel needs and preferences. Ultimately, whether booking through a tour operator or a travel agent, travellers have access to a diverse range of options to suit their individual preferences and requirements thanks to the advancements in travel technology and products .

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Travel vs. Tour — What's the Difference?

Difference Between Travel and Tour

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The 10 Best Group Travel Tour Companies for 2024

Caroline Morse Teel

Caroline Morse Teel is the Executive Editor for SmarterTravel Media. Caroline has a passion for adventure travel and has hiked to the top of Mt. Kilimanjaro and the bottom of the Grand Canyon in pursuit of a good story. Follow her around the world on Instagram @TravelWithCaroline .

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For those truly epic, once-in-a-lifetime destinations, you want to leave your itinerary to the experts. Whether your dream is to see the Big Five on an African Safari, trek tall mountains, explore European cities, or something even wilder, a group tour is the easiest way to do it.

However, picking the wrong group tour company is the quickest way to ruin your trip. Make sure you choose a tour company that aligns with your goals and travel styles. Do you want an intimate group tour or do you prefer to make lots of new friends in a big group? Does the price line up with what you like (luxury vs. budget)? Is the itinerary going to all the places you want to see? 

We’ve done the research and found the very best group travel tour companies for 2024 for every type of traveler.

Best Overall Group Travel: Exodus Adventure Travels

With trips on every continent, Exodus Adventure Travels covers anywhere on this planet that you could possibly want to go, from popular destinations like the Amalfi Coast to well off-the-beaten-path adventures like Tajikistan. This award-winning group travel company boasts thousands of repeat customers who sign up for trips year after year (97% of past participants would recommend Exodus Adventure Travels to a friend). 

These small group tours operate with only around 8-16 people and always feature experienced local leaders who can give you a unique insight into your destination. Exodus Adventure Travels caters to any type of travel style, including trips broken down by type of activity (think walking, cycling, multi-adventure, winter, or cultural) as well as type of traveler (family, age group, etc.). There are curated collections (coastal, “away from it all”, European wilderness, and trips of a lifetime) to inspire you, as well as self-guided options for when you want all the benefits of a group tour planner without the actual group. Looking for that special safari? Exodus Aventure Travels just partners with the African Wildlife Foundation to create carefully curated luxury adventures that go above and beyond the standard safari. 

Exodus Adventure Travels tours work for almost any budget, with options that range from affordable to premium. 

Top Trip: Explore under-the-radar Europe by foot on Exodus Adventure Travels’ Lakes & Mountains of Slovenia walking tour .

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Best Adventure Group Travel: World Expeditions

World Expeditions has been taking adventurous travelers to remote locations all over the world ever since its first group trek through Nepal in 1975. Today, World Expeditions offers active itineraries on every continent. Intrepid travelers can opt for trips themed around mountaineering, rafting, cycling, hiking, and more. 

World Expeditions aims to leave communities and places where they operate tours better than they found them. Trips are created using the company’s Thoughtful Travel Charter as a guideline, which emphasizes respect for the environment, sustainability, having a positive impact on local communities, protecting wildlife, and more. 

World Expeditions’ trips are capped at just 16 people to provide a good experience for participants, and there are no single supplements for solo travelers willing to share a room with someone of the same gender. 

Top Trip: Summit Africa’s tallest mountain on a fully-supported trek up Kilimanjaro on World Expeditions’ eight day trip up the beautiful Lemosho Route . 

Best Budget Group Travel: G Adventures 

For travelers on a budget, G Adventures offers cheap group tours that make dream destinations accessible to nearly anyone. (Think: sailing the Galapagos for just $1,014 , criss-crossing India’s Golden Triangle for $799 , or spending 8 days in Bali for less than $749.)

G Adventures is one of the best tour companies for solo travelers as well, as most trips don’t have a single-supplement. You can choose to share a room with another G Adventures solo traveler, or pay extra to have your own space.

G Adventures keeps costs down by opting for cheaper hotels and local meals, and making certain activities optional (for an additional cost). Pick your travel style—options range from “basic” to more luxe tours run in partnership with National Geographic. Family tours, local living tours (featuring homestays), and wellness-focused tours are also available. 

Top Trip: G Adventures’ China Express trip is a great way to see the highlights of China if you’re short on both time and budget. 

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Best Educational Group Tours: EF Go Ahead Tours

When you really want to learn about a destination, consider a group trip with EF Go Ahead Tours . EF is the world’s largest private education company, and the Go Ahead Tours arm capitalizes on the company’s relationships with local educators, historians, and tour guides to create group trips that take you deep into a destination. 

These small group tours generally cap at 38 travelers, and feature unique educational experiences. For a bucket list trip, EF Go Ahead Tour’s special event tours are particularly enticing, as they offer behind-the-scenes access to tough-to-plan trips like Oktoberfest in Munich or Cherry Blossom season in Japan. 

Intimidated by solo travel? EF Go Ahead Tours is a great option for solo travelers, since it offers designated trips for solo travelers , where everyone is traveling alone, making it less intimidating.  

Top Trip: Bring the tastes of Italy home with you on EF Go Ahead Tours’ Food & Wine: Piedmont & Tuscany tour (operated in partnership with America’s Test Kitchen), where you’ll learn how to make local dishes. 

Best Responsible Group Travel: Intrepid Travel

Looking for a responsible group travel operator that focuses on bettering the communities and destinations they visit? Intrepid Travel is the world’s largest travel B Corporation, a certification for companies doing good. 

Intrepid Travel’s tours focus on sustainability, diversity, inclusion, and sustaining communities. The company has its own charity, The Intrepid Foundation , which has donated over 10 million dollars to over 160 community organizations. 

Intrepid Travel’s small group tours attract a wide range of travelers, but they are especially great for younger travelers, as they have a large number of trips designed for people aged 18-35 . (Other trips, including family-focused trips, are geared toward any age.)

Top Trip: Experience foodie trip of a lifetime Intrepid Travel’s South Korea Real Food Adventure , which includes time in three cities and an overnight temple stay.

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Best Private Group Travel: Kensington Tours

Whether your group consists of just two people or involves taking the entire extended family, Kensington Tours will take all the hassle of planning out of the equation. This private group operator creates personalized trips and itineraries tailored to your preferences, while their experts handle all the logistics and bookings. 

Plans are entirely flexible, and can even be changed while on the trip on a whim. Need some inspiration? Browse Kensington Tours’ travel ideas , to get some ideas for your next adventure. 

Top Trip: Sail around the stunning shores of Croatia and the Dalmation Islands on a private luxury catamaran on Kensington Tours’ fully customizable tour . 

Best Polar Group Travel: Chimu Adventures

Whether you’re headed north to the Artic or south to Antarctica, Chimu Adventures has the perfect polar group trip for you. Chimu Adventures has some of the most variety for polar trips, with options to fly, cruise, or a combination of both to get to your destination. For an ultra-unique Antarctica trip, Chimu Adventures offers cruises departing from Australia or New Zealand (most Antarctica trips depart from Argentina).

Chimu Adventures is one of the cheapest group trips to Antarctica, with rates starting under $6,000.

Top Trip: If you’re pressed for time (or simply don’t have the stomach for the Drake Passage), Chimu Adventures’ Antarctica Fly Cruise will get you to the ends of the earth quickly and smoothly.

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Best Group Tours for Solo Travelers: For the Love of Travel

Group tours can be a great way to meet new people, but they can sometimes skew on the older age range. If you’re between 25-39 and a solo traveler looking to meet new people, you’ll love For the Love of Travel . All participants on the trips are between 25-39, and according to the company, 80 percent are solo travelers—so you’ll make friends fast. Hoping to meet someone who will be more than just a friend on your next trip? Trips include a balanced number of “gal and guy spots” to ensure an even balance of genders within groups (and of course, non-binary genders are always welcome). 

For the Love of Travel offers weeklong (or longer) international trips as well as shorter weekender trips to closer destinations like Mexico or Costa Rica—perfect for people without a lot of vacation time.

Top Trip: Sleep in a glass igloo under the Northern Lights, go sledding with huskies, and warm up in traditional saunas on For the Love of Travel’s Lapland tour , already booking dates for 2024.

Best Biking Tours Group Travel: DuVine Cycling

Biking through the rolling hills of Italy or across the mountain roads of Chile sounds like a dream, but the logistics seem daunting (especially if you don’t want to haul all your own stuff from point-to-point). Enter: DuVine Cycling , a luxury small group tour company that specializes in bike trips. 

With trips across Europe, Latin America, Africa, Asia, and the United States, DuVine Cycling is a cyclist’s dream. Choose from all-biking trips or mix things up with a cycle and sail bike tour or a multi-sport adventure —no matter what, everything is included, from luxury boutique accommodations to top-quality name brand bikes. 

Top Trip: DuVine’s Holland Bike Tour promises “tulips, windmills, beer, and cheese”—what more could you need?

Best Luxury Group Travel: Abercrombie & Kent

Abercrombie & Kent has been delighting discerning travelers since 1962. Today, they take travelers on unforgettable adventures across over 100 different countries and all seven continents. Although Abercrombie & Kent’s trips are pricey, they encompass once-in-a-lifetime experiences like private jet tours around the world or luxury chartered cruises .

There are trips designed for solo travelers and families , and the small group journeys max out at around 14-18 guests.

Top Trip: Swim with whale sharks in the Philippines, feed proboscis monkeys in Malaysia, and photograph wild tigers in India on Abercrombie & Kent’s Wildlife & Nature: Around the World by Private Jet trip , already booking dates into 2024.

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TRAVEL - TRIP - JOURNEY - TOUR - VOYAGE

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The professional relationship between tour guides and tour operators

Tour operators and tour guides are major stakeholders during production and operation of organized package tours. However, the relationship between them received little attention in tourism literature. This study intends to identify the dimensions of the relationship between the two parties and importance attained to different guiding roles both by tour operators and guides. It also explores the attitude gaps between tour operators and guides on various guiding attributes. The analyzed data were collected from 110 professional tour guides and 56 inbound tour operators. Numerous differences in perceptions were identified regarding importance attained to foreign language skills, group cohesion, holiday experience creation, entertainment, representation skills, contract compliance, image creation, itinerary compliance and identification with tour operators

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Understanding the Distinction: Travel, Trip, and Journey Explained

Zackary Hooper

Ever find yourself scratching your head over when to use ‘travel’, ‘trip’, or ‘journey’? Me too. In fact, these terms are commonly misused by even the most well-traveled folks among us.

Table of Contents

As an English language aficionado and travel enthusiast, I dove deep into linguistic resources to clear up this confusion once and for all. This blog will guide you through the nuances of these three words , helping you navigate your way to flawless English usage in any travel context .

Ready for departure?

Key Takeaways

• Travel refers to going to a place, especially far away.
• Trip involves traveling from one place to another, usually for a short period of time.
• Journey implies traveling from one place to another without necessarily returning.
• Proper usage of these terms is essential in effectively conveying our experiences.

Definition and Differences between Travel, Trip, and Journey

Travel is a verb that means going to a place, especially far away, while trip refers to the process of traveling from one place to another, usually for a short time. Journey, on the other hand, implies traveling from one place to another without necessarily returning.

Travel as a verb meaning to go to a place, especially far away

Travel, as a verb, emphasizes the act of moving from one location to another. This movement often involves significant distance between the two points. For instance, you might say you are traveling to Europe or Asia from America – places that are undoubtedly quite far from each other.

Notably, travel doesn’t always require a return trip; it merely notes the action of going somewhere far . Even voyages into space can be considered travel! So next time you utter “I love to travel,” note that this phrase speaks volumes about your passion for exploring distant destinations and embracing new experiences on a broader geographic scale .

Trip as the process of traveling from one place to another, usually for a short time

When we talk about a trip, we’re referring to the act of traveling from one place to another. It’s usually for a short period of time and involves moving between different locations .

Think of it as going on a vacation or taking a quick getaway. A trip can be as short as a day or extend over several days, but it generally doesn’t involve staying in one place for an extended period.

So whether you’re heading out on a road trip with friends or catching a flight to explore new cities, remember that a trip is all about the process of getting from point A to point B , enjoying the journey along the way.

Journey as traveling from one place to another, not necessarily returning

A journey is all about the experience of traveling from one place to another, without the expectation of returning . It can be a long and exciting adventure, with multiple destinations along the way.

Unlike a trip or travel, which often involves going somewhere and then coming back, a journey implies forward movement and exploration . It’s like embarking on a voyage of discovery, where you’re eager to see what lies ahead and open to new experiences.

Whether it’s backpacking through Europe or sailing around the world, a journey offers endless possibilities for exploration and self-discovery .

Common Uses and Examples of Travel, Trip, and Journey

– Travel: “I love traveling to different countries , experiencing new cultures and exploring exotic destinations.

– Trip: “We took a weekend trip to the beach, enjoying sun-kissed days and relaxing by the seaside.”

– Journey: “His journey across the desert was filled with challenges and self-discovery as he embarked on a soul-searching adventure.”

Travel: “I love to travel to different countries.”

I absolutely adore exploring different countries . Experiencing new cultures, trying unique cuisines , and immersing myself in unfamiliar landscapes is what makes travel so thrilling for me.

Whether it’s wandering through ancient ruins in Greece or hiking through the vibrant jungles of Costa Rica, I find immense joy in venturing beyond my comfort zone and discovering all that the world has to offer.

Travel opens my eyes to different perspectives and allows me to create lasting memories that I cherish forever.

Trip: “We went on a business trip to New York.”

Last week, I had the opportunity to go on a business trip to New York . It was an exciting experience that allowed me to explore the bustling city and meet with important clients . During the trip, we visited various companies , attended conferences , and even had some time to enjoy the sights and sounds of New York.

Being able to immerse myself in a different environment for a short period of time was both refreshing and educational. Overall, it was a successful trip that helped us strengthen our professional relationships and achieve our business goals.

Journey: “His journey around the world took him three years.”

I embarked on a three-year journey around the world, exploring new cultures and experiencing incredible adventures along the way. From bustling cities to remote villages, my journey allowed me to immerse myself in different landscapes and meet fascinating people from all walks of life.

It was a transformative experience that broadened my horizons and shaped my perspective on the world.

Clarifying Misuses of Travel, Trip, and Journey

Many people mistakenly use the term “travel” for short distances, but it should be reserved for going to faraway places. To understand the proper usage of these words, read on!

Incorrect uses of travel: “He traveled to the grocery store.”

Using the word “travel” to describe a short trip to the grocery store is incorrect. Travel usually refers to going to a distant place, especially far away. So, it’s important to use this term appropriately and not for everyday local trips like grocery stores.

Proper uses of the terms: “I traveled to Europe.”

I traveled to Europe for my summer vacation. It was an exciting travel experience filled with new cultures, delicious food, and breathtaking sights. The proper use of the term “travel” in this context refers to going somewhere far away , especially to a different country or continent .

In this case, I embarked on an adventure from my home country to Europe, immersing myself in each destination’s rich history and vibrant atmosphere. Traveling to Europe broadened my horizons and created memories that will last a lifetime.

Understanding the Nuances between Travel, Trip, and Journey

Travel, trip, and journey may seem similar, but they each have their own nuances. Read on to delve deeper into the distinctions between these terms and how to use them correctly in your everyday conversations.

Travel focuses on the action of going to a distant place.

Travel allows us to embark on exciting journeys to faraway destinations. It is the act of physically moving from one place to another , often to distant locations . Whether it’s exploring a new country , immersing ourselves in different cultures , or experiencing thrilling adventures , travel is all about the exhilarating action of venturing beyond our comfort zones .

So pack your bags and get ready for an incredible journey filled with unforgettable experiences!

Trip emphasizes the process of traveling and staying in a place.

A trip is all about the journey itself and the experience of being in a specific place . It focuses on the process of traveling from one location to another, while also emphasizing the time spent staying in that particular place.

Whether you’re taking a short weekend trip to a nearby city or embarking on a week-long vacation, a trip is about immersing yourself in new surroundings and enjoying everything that destination has to offer.

Journey implies a longer and more significant travel experience.

When embarking on a journey, you can expect a more extensive and meaningful travel experience . Unlike a simple trip or travel, a journey often involves exploring multiple destinations or pursuing a specific purpose .

It encompasses the idea of venturing into the unknown and embracing new challenges along the way. Whether it’s an epic road trip across several countries or a spiritual pilgrimage to sacred sites, a journey offers an opportunity for personal growth and transformation .

It allows you to immerse yourself in different cultures , navigate unfamiliar terrain, and create lasting memories. So if you’re seeking an adventure that goes beyond mere transportation from point A to point B, set out on a journey that will take you further and leave an indelible mark on your soul.

Conclusion and Importance of Using the Correct Terms

Understanding the distinctions between travel , trip, and journey is crucial in accurately conveying our experiences . By using these terms correctly, we can communicate more effectively and avoid confusion .

So whether we’re embarking on a short trip or a life-changing journey , let’s remember to use the right words to describe our adventures ! Keep exploring and keep traveling!

1. What is the difference between travel, trip, and journey?

Travel refers to the act of going from one place to another, while a trip is a specific instance of traveling for a particular purpose or destination. A journey, on the other hand, implies a longer and more meaningful experience that may involve personal growth or transformation.

2. Can you give examples of each term – travel, trip, and journey?

Sure! Travel can include activities like flying to a different country or taking a road trip across states. A trip could be going on vacation to Disneyland or visiting family over the holidays. And a journey might involve backpacking through Europe for several months or embarking on a spiritual retreat.

3. Is there any overlap between these terms?

Yes, there can be some overlap between these terms depending on context. For example, someone’s “trip” may also be considered their “journey” if it involves self-discovery or exploration. Similarly, long-term travel experiences may encompass both the notions of “travel” and “journey.”

4. How does understanding the distinction between these terms help in communication?

Understanding the distinction between travel, trip, and journey helps in effective communication as it allows us to accurately describe our experiences and intentions when discussing our travels with others. It provides clarity and avoids confusion by using appropriate terminology when sharing stories or making plans involving different types of travel experiences.

About the author

I’ve been fortunate to visit over fifty countries, each journey leaving a unique footprint on my life’s map. From bustling cities to serene nature trails, I’ve immersed myself in different cultures and experiences, constantly broadening my understanding of the world. On this site, I share my travel stories, tips, and insights, hoping to inspire others to embark on their own journeys. Join me as we uncover the beauty of our planet, one adventure at a time. Please reach out here if you need to get in touch.

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