One reason often cited for this drop is the high price of airline tickets and the fact that companies have started to find less expensive and more efficient alternative means of communication. Due to Covid-19, the need to communicate without moving has accelerated this trend. When we combine travel issues with weak economies and health concerns such as a pandemic, it is clear that the tourism and travel industry will need to find new and creative approaches. The travel and tourism industry can no longer be passive. He must stop thinking about the things that happen to the industry, and instead become the motivator for new and creative initiatives. If the travel and tourism industry is to be successful in these unusual and difficult times, it must do more than simply see itself as a victim of the economy or the harm of others; she must also examine herself to see where she too can improve.
Perhaps the biggest threat to the leisure industry (and to a lesser extent the business travel industry) is the fact that travel has turned the pleasure of traveling into a world of regulations and demands. . During the recent pandemic, former travelers too often said they were relieved that they didn’t have to board a plane or take a long road trip. in itself and quality must always take precedence over quantity.
Especially in the leisure travel industry, this lack of fun and enjoyment has meant that there are fewer and fewer reasons to want to travel and participate in the tourism experience. For example, if every mall is the same or if the same menu exists in every hotel chain, why not just stay at home? Why would anyone want to expose themselves to the dangers and hassles of travel, if the enchantment of travel is destroyed by rude and arrogant frontline personnel? These are deep questions that travel and tourism professionals must ask themselves.
To help your region or attraction bring some romance and fun back to your industry, Tourist information offers the following suggestions.
Focus on what your community has to offer that is unique. Don’t try to be everything for everyone. Represent something special. Ask yourself: What makes your community or attraction different and unique from your competition? How does your community celebrate its individuality? Were you a visitor to your community, would you remember it a few days after you left, or would that just be one more place on the map? For example, don’t just offer an outdoor experience, but personalize that experience, make your hiking trails special, or develop something special about your beaches or river experience. If, on the other hand, your community or destination is a creation of the imagination, let the imagination run wild and continually create new experiences. Try to see your community or attraction through the eyes of your customers.
-Be a little weird. If other communities are building golf courses, then build something else, think of your community or destination as another country. People don’t want the same food, language, and styles that they have in their homes. Sell not only the experience but also the memory by differentiating yourself from other destinations. Sell yourself and not someone else!
-Create fun through product development. Advertise less and offer more. Always exceed expectations and never overdo it. The best form of marketing is a good product and a good service. Provide what your promise at reasonable prices. The public understands that seasonal locations need to earn their annual salary in a matter of months. Higher prices may be acceptable, but valuation never is.
-Make sure the people who serve your customers have fun at work. If your employees hate visitors, the message they convey is one that destroys the feeling of being special. Often, managers are more interested in their own ego trips than in the vacationer’s experience. An employee who is unique, funny, or who makes people feel special is worth thousands of dollars in advertising. Every tourism manager and hotel general manager should perform every job in their industry at least once a year. Often times, tourism managers push so hard for the bottom line that their employees are also human beings with aches and pains, aspirations and needs.