This report provides the global community of hospitality professionals with critical insights into emerging trends and developments, with a particular focus on the future of business travel. Business travellers play a pivotal role within the tourism industry, contributing significantly to international travel, GDP, and business revenues.In light of recent disruptions and evolving challenges, this forward-looking study aims not only to reflect on the past but, more importantly, to anticipate future developments and uncertainties in the realm of business travel. By doing so, it offers strategic insights to help hospitality leaders navigate the ever-evolving landscape of the industry.Key findings from the Yearly Outlook include:• Recovery of International Travel: By 2024, international travel arrivals have surpassed 2019 levels by 2%, signalling a full recovery in the sector. In Amsterdam, there was a 13% decrease in business traveller numbers, offset by an increase in the average length of stay from 2.34 to 2.71 days. Notably, more business travellers opted for 3-star accommodations, marking a shift in preferences.• Future of Business Travel: The report outlines a baseline scenario that predicts a sustainable, personalised, and seamless business travel experience by 2035. This future will likely be driven by AI integration, shifts in travel patterns—such as an increase in short-haul trips, longer stays combining business and leisure—and a growing focus on sustainability.• Potential Disruptors: The study also analyses several potential disruptors to these trends. These include socio-political shifts that could reverse sustainability efforts, risks associated with AI-assisted travel, the decline of less attractive business destinations, and the impact of global geopolitical tensions.The Yearly Outlook provides practical recommendations for hospitality professionals and tourism policymakers. These recommendations focus on building resilience, anticipating changes in business travel preferences, leveraging AI and technological advancements, and promoting sustainable practices within the industry.
DOCUMENT
Purpose: This study aims to examine the impact of terrorism on risk perception and travel behaviour of the Dutch market towards Sri Lanka. Design/methodology/approach: The research process involved an online self-administered method created with one of the leading research and web-based survey tools called Qualtrics. The questionnaire was filled in by 328 respondents. Findings: Findings indicate that Sri Lankan is perceived to be a relatively safe destination. However, the likeliness of visiting the country is unlikely. The respondents with past travel experience (PTE) perceive Sri Lanka to be safer than those without PTE and are more likely to revisit. Male respondents have a higher safety perception of Sri Lanka than women. Most of the respondents see Sri Lanka as an attractive destination and would consider travelling there with children. Research limitations/implications: The majority of the respondents are female and aged between 18 to 29 years old. The majority of the respondents’ children were already 19 or older and not accompanying their parents on holiday. This study has managerial implications for Sri Lanka’s tourism board that could work on developing a marketing strategy that focusses on promoting Sri Lanka as a safe destination in combination with all the other unique selling points. Originality/value: To the best of author’s knowledge, no analysis has been so far published with a focus on the impact of terrorism on risk perception and attitudes of the Dutch tourist towards Sri Lanka. The aim of this paper is to close the existing gap in the literature and to provide valuable knowledge on the influence of terrorism on risk perception and attitudes of the Dutch tourists’ travel behaviour towards Sri Lanka as a destination.
DOCUMENT
High actual turnover rates in Dutch travel industry in combination with demographic changes in the workforce, may have consequences for economic sustainability for Dutch travel companies. A previous study has shown significant differences in the psychological contract of generations in the workplace in travel industry. This study was aimed at providing insights for creating generation-sensitive HR management. The research design included a qualitative in-depth study exploring meanings, beliefs and experiences of HR managers with three generations in the workplace. These HR managers experience differences in attitudes, values and expectations of generations and find the lower commitment and higher turnover intention of Generation Y especially problematic. Managing three generations essentially entails a differentiated style of management, taking into account generational differences.
MULTIFILE
