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Top 10 Travel and Tourism Marketing Case Studies [2024]

We are entering a time where travel is not just a leisure activity but a vital part of our global culture. Industry trends suggest that personalized experiences and digital engagement will drive tourism growth. This blog explores ten innovative travel and tourism campaigns that have set the standard for effective marketing in a rapidly changing world. These case studies showcase how embracing technological advancements, cultural insights, and sustainable practices can create unforgettable experiences and successful marketing outcomes in the tourism sector.

Related: Impact of Augmented Reality on Travel & Tourism

Case Study 1: Expedia’s Travel Yourself Interesting

Company Overview:

Expedia, founded in 1995, revolutionized the travel industry by moving travel booking online, displacing traditional high-street travel agents. However, over time, the market became commoditized, with intense competition and a focus on price and deals, which led to reduced margins and an emphasis on price comparison websites.

The primary objective was to reposition travel from being seen as a cost to be minimized to a valuable investment in personal growth and self-improvement. This shift was intended to differentiate Expedia in a market dominated by price-focused marketing and to drive traffic directly to its website and app.

The essence of the campaign was built on the idea that engaging in travel enriches one’s personality and makes them more fascinating. This concept was created through a multi-channel approach, utilizing television, online films, social media, and the hashtag #TYI on Twitter. The strategy marked a departure from the industry’s standard emphasis on deals and savings, focusing instead on the transformational experiences and psychological benefits of travel.

The campaign’s impact was significant:

• In the UK, the campaign achieved a remarkable return on investment (ROI) of £11 for every £1 spent.
• In France, the campaign yielded an ROI of €6 per €1 spent.
• Gross bookings for Expedia increased by 8% in the UK and by an impressive 33% in France.

Key Lessons:

• Breaking Category Conventions: Moving away from the conventional focus on price and deals in travel marketing can be highly effective.
• Emotional Connection: Creating a campaign that resonates emotionally with consumers, in this case by highlighting the enriching experiences of travel, can lead to significant commercial success.
• Strategic Repositioning: Reframing a product or service as an investment in oneself rather than a cost can help a brand stand out in a commoditized market.
• Insight-Driven Marketing: Building a campaign around a deep, relatable insight (“travel makes you more interesting”) can effectively engage and motivate the target audience.

Case Study 2: Icelandair’s Iceland Academy

Icelandair, the national carrier of Iceland, has played a pivotal role in promoting tourism to Iceland.

The primary objective of the “Iceland Academy” aspect of the campaign was to educate tourists about Icelandic culture, etiquette, and safety, thereby enhancing their travel experience. This initiative was part of a broader strategy to attract more visitors to Iceland and encourage responsible and sustainable tourism.

The campaign was executed through an online platform offering 14 short videos of one and a half minutes each. These tutorials covered diverse aspects of Icelandic culture, such as hot tub etiquette, local food sustainability, and glacier safety. The aim was to provide insider knowledge and tips to tourists for a safer and more enriching visit. The “Iceland Academy” participants could earn badges and even win a trip to Iceland.

• Total Views: 10M
• Increase in consideration of viewers: 30%
• Increase in search compared to non-viewers – 342%
• Educational Marketing: Providing practical, educational content can enhance the appeal of a destination and improve the visitor experience.
• Cultural Sensitivity: Highlighting local customs and etiquette helps promote respectful and responsible tourism.
• Leveraging Local Expertise: Utilizing locals and experts in campaign materials can lend authenticity and credibility.
• Interactive Engagement: Encouraging active participation (earning badges, winning trips) can increase engagement and interest.
• Sustainable Tourism Focus: Positioning a destination focusing on sustainability and respect for nature can appeal to a growing segment of environmentally-conscious travelers.

Case Study 3: Ireland Tourism’s Doors of Thrones

The campaign was led by Tourism Ireland, the organization promoting Ireland as a global travel destination. The organization collaborated with HBO and other partners to create a unique tourism experience highlighting Northern Ireland’s connection to “Game of Thrones.”

The campaign’s primary goal was to promote Northern Ireland as a travel destination by leveraging its association with “Game of Thrones.” This was achieved by transforming a natural disaster (the felling of trees during Storm Gertrude) into a creative opportunity.

The campaign centered around creating ten intricately carved wooden doors, each depicting scenes from the show’s sixth season. These doors, crafted from trees that fell during the storm at the Dark Hedges (a filming location for the show), were placed in pubs across Northern Ireland near key filming locations. The doors served as both an homage to the series and a tourist attraction.

• Generated £17 million in earned media.
• 8% increase in tourism from the previous year.
• Views – 17.5 Mn, 250,000 engagements, and a combined total reach of 126 million people.
• Creative Use of Cultural Phenomena: Leveraging popular culture can significantly boost tourism, especially when linked to globally recognized media.
• Turning Challenges into Opportunities: The campaign creatively used the aftermath of a natural disaster (fallen trees from a storm) to create a unique tourist attraction.
• Strategic Partnerships: Collaborating with HBO and other stakeholders was critical to the campaign’s success.
• Multi-Location Engagement: Placing the doors in different locations encouraged tourists to travel across Northern Ireland, distributing the economic benefits.

Case Study 4: Australia Tourism’s Come and Say G’Day Campaign

Tourism Australia, the organization responsible for promoting Australia as a global travel destination, launched the “Come and Say G’day” campaign. This initiative is part of Tourism Australia’s “There’s Nothing Like Australia” global brand platform.

The campaign’s main objective was to reignite the world’s interest in visiting Australia. It aimed to capture the imagination of potential travelers through creative and uniquely Australian elements, driving demand for travel to Australia.

The multi-channel campaign featured two CGI-animated characters. Ruby, a kangaroo souvenir, enlivened the campaign, brought to life with the voice of renowned Australian actress Rose Byrne. Complementing Ruby was Louie, a toy unicorn symbolizing international tourists, with his voice provided by the talented actor Will Arnett. The campaign included a short film, television commercials, print and high-impact out-of-home creatives, and digital and social media content. It featured a reimagined version of the iconic Australian anthem “Down Under,” performed by King Stingray, sung in both English and Yolŋu Matha. The campaign ran across 15 key international markets.

• By July 2023, international visitation to Australia rebounded to approximately 80% of the pre-COVID figures of July 2019.
• 10% uptick in global flight inquiries for Australia
• Tourism Australia developed 190 strategic partnerships, including prominent airlines and travel agents, contributing to the increase in global interest in Australian holidays.
• Leveraging Cultural Icons: Utilizing recognizable cultural symbols, like the Australian kangaroo, can effectively resonate with international audiences.
• Multi-Channel Strategy: A diverse media approach, including animated films and social media content, can broaden the reach and appeal of the campaign.
• Emotional Connection: Creating relatable and engaging characters can foster an emotional connection with potential tourists.
• Strategic Partnerships: Collaborations with various stakeholders, including airlines and travel agents, amplify the campaign’s impact.
• Adaptability Across Markets: The campaign’s success in both English and non-English speaking territories highlights the importance of adaptable marketing strategies.

Case Study 5: California’s Am I Dreaming

The main goal was to showcase California’s vast attractions and encourage tourism, particularly after the challenges posed by the COVID-19 pandemic. The campaign aimed to reinvigorate interest in travel to California by highlighting its unique and diverse destinations.

“Am I Dreaming?” was a visually captivating advertisement highlighting a wide array of California landscapes, providing a glimpse of the diverse scenery and destinations from picturesque beaches to majestic mountains and everything in between.

The campaign extended beyond the Super Bowl ad, running on linear TV, online TV, and digital platforms through the peak spring trip-planning season. It also included a social media presence, with remixed ad versions and behind-the-scenes footage.

• The pregame spot received 60 million viewers, a high percentage in the target 25-54 age demographic.
• The ad was selected as AdForum’s #1 ad worldwide.
• Leveraging Major Events: Premiering the campaign during the Super Bowl capitalized on the event’s massive viewership.
• Celebrity Involvement: Involving well-known celebrities helped increase the campaign’s reach and appeal.
• Cinematic Quality: High production value and engaging visuals can significantly enhance a tourism ad’s effectiveness.
• Multi-Platform Strategy: Extending the campaign beyond TV to digital and social media ensured broader and sustained engagement.

Related: Best AI in Travel & Hospitality Case Studies

Case Study 6: Boosting Travel to San Francisco During Golden Week

San Francisco, renowned for its iconic Golden Gate Bridge, vibrant food scene, and pleasant weather, has long been a favored destination among travelers worldwide. The San Francisco Travel Association, alongside key partners such as United Airlines, SFO Airport, Napa Valley, and Concord, aimed to capitalize on the Golden Week—a significant national holiday in China marked by a surge in international travel.

The primary objectives were threefold:

• Elevate brand awareness for United Airlines and SFO.
• Encourage Chinese tourists to book accommodations in San Francisco.
• Increase visibility for neighboring destinations like Napa and Concord.

These goals were set against evolving economic conditions and digital consumption patterns among Chinese tourists.

In response to the emergence of a new demographic of “free and independent” (FIT) travelers from China, the San Francisco Travel Association devised an innovative campaign. They collaborated with United Airlines, SFO, Napa Valley, and Concord to orchestrate the ultimate Northern California road trip experience.

The campaign’s centerpiece was a partnership with Kiki Fang, China’s top travel social influencer, boasting 6.5 million followers on Douyin. Fang’s travel vlogs, embodying the essence of San Francisco, were disseminated across popular Chinese platforms, including Weibo, Douyin, Toutiao, RED, Mafengwo, and Ctrip. These vlogs featured branded experiences designed to appeal to the target audience. They were supplemented by a performance campaign on Ctrip featuring a custom landing page, travel products, and banner ads.

The campaign yielded impressive outcomes, as highlighted below:

• Video Views: 85 Million
• Video Likes: 5 Million
• Video Comments: 103K
• Room Nights Booked: 6,870+
• Year Over Year Growth: 21%

These statistics underscore the campaign’s success in engaging Chinese FIT travelers and encouraging them to visit San Francisco and its surrounding areas.

From this campaign, several key lessons emerged:

• Influencer Impact: The significant role of a well-chosen influencer in reaching and engaging target demographics cannot be overstated. Kiki Fang’s credibility and relatability were instrumental in the campaign’s success.
• Localized Content: It is critical to tailor content to fit the target audience’s cultural and social media consumption habits. Utilizing platforms popular among Chinese travelers ensured the campaign’s visibility and engagement.
• Collaborative Marketing: The synergy between various tourism stakeholders (airlines, destinations, and influencers) can create a more compelling and holistic campaign, enhancing overall effectiveness.
• Digital Adaptation: Staying abreast of digital trends and consumption patterns is vital for engaging modern travelers, particularly those from rapidly evolving markets like China.

Case Study 7: Etihad Airways’ Single Use Plastic Free Flight

Etihad Aviation Group (EAG) embarked on a pioneering journey to address the pressing global issue of single-use plastic pollution, particularly within the aviation industry. Aligning with the UN 2030 Agenda for Sustainable Development, EAG committed to a significant environmental initiative by implementing a policy to reduce single-use plastics across its operations, setting an ambitious target to achieve an 80% reduction.

The initiative’s primary objective was to confront the environmental impact of single-use plastics in aviation, an industry notably contributing to this global concern. EAG aimed to lead by example, leveraging its policy to substantially cut down on single-use plastic consumption within its various verticals and enhance its brand affinity through demonstrating a strong commitment to sustainability and improving the overall guest experience.

Strategy and Execution:

EAG conducted a comprehensive audit to identify the key areas of single-use plastic consumption within its operations, discovering the highest usage in in-flight and customer service areas. The strategy focused on these areas, sourcing eco-friendly alternatives for over 95 different single-use plastic items, including cutlery, cups, and toothbrushes. A landmark achievement was the operation of the world’s first single-use-plastic-free flight on Earth Day from Abu Dhabi to Brisbane, symbolizing EAG’s dedication to sustainability. The event was heavily promoted through various communication channels, including social media, in-flight videos, and participation from environmental experts, media, and influencers, to generate widespread awareness and engagement.

• Achieved a 20% reduction in single-use plastics on-board flights by June.
• Aiming to eliminate over 100 tonnes of single-use plastics from onboard services by the end of the year.
• The video celebrating Earth Day captivated a 6 million-person audience and garnered more than 1.2 million views on various social media platforms.
• Generated significant media coverage, with over 60 global outlets reporting on the initiative.
• Launched an ‘eco partnership’ with Boeing to explore sustainable aviation practices further.
• Comprehensive audits are critical in identifying and addressing key areas of impact within operations.
• Forming strategic alliances and working collaboratively enhances the scope and effectiveness of efforts towards sustainability.
• Engaging narratives and the involvement of prominent figures play crucial roles in elevating awareness and motivating transformative actions.
• Achieving significant environmental goals requires a multifaceted approach, combining policy change, customer engagement, and industry collaboration.
• Sustainability initiatives can significantly enhance brand affinity and customer experience, positioning a company as a leader in responsible business practices.

Case Study 8: Swedish tourism board targets myth-seekers

In collaboration with Prime Weber Shandwick, Stockholm, Visit Sweden embarked on an innovative PR campaign designed to elevate Sweden’s profile as a travel destination. By delving into the rich tapestry of Swedish folklore and leveraging the burgeoning interest in mysticism, occult, and dark tourism, they introduced an immersive auditory experience titled “Spellbound by Sweden.” This campaign aimed to showcase the hidden drama of Sweden’s modest forests through the lens of its mythical inhabitants, providing travelers a unique cultural and emotional journey.

The campaign sought to differentiate Sweden from other nature-centric destinations by highlighting its cultural richness and mystical folklore. The objectives were to:

• Increase global awareness of Sweden as a culturally rich destination.
• Attract interest from markets with a demonstrated affinity for folklore, mysticism, and the occult, particularly focusing on the UK and US markets.
• Encourage engagement with Swedish nature through a novel, sensory-driven travel experience.
• Boost intention to travel to Sweden by captivating the imagination of potential visitors with the allure of experiencing folklore first-hand.

To achieve these objectives, Visit Sweden and Prime Weber Shandwick crafted a captivating audio story, “Kiln,” in collaboration with horror writer John Ajvide Lindqvist. This story, accessible exclusively within Sweden’s national parks, like Åsnen and Fulufjället, through Spotify, leveraged geo-locking technology to ensure an immersive on-site experience. Listeners would embark on a mystical journey through the forest, stepping into the main character’s shoes and encountering various mythological beings. This innovative use of audio storytelling was supported by a comprehensive digital strategy, engaging potential travelers on social media and the Visit Sweden website with rich content about Sweden’s mythical forest creatures and recommended visitation sites.

• Achieved a campaign reach of approximately 150 million in the UK and US markets.
• Digital content engagement significantly exceeded benchmarks, with some content experiencing up to 10 minutes of reading time.
• Successfully reached 80% of the targeted audience in the UK and US.
• Achieved a 16% rise in recognition of Sweden as a travel destination, augmented its cultural image by 14%, and increased the desire to visit by 5%.
• Innovative Storytelling: Leveraging local folklore and partnering with a renowned writer can deeply enrich the narrative and appeal of a destination.
• Emotional Engagement: Transitioning from visual to emotional storytelling, particularly through audio, can create a more intimate and immersive experience for the audience.
• Cultural Fluency: Aligning the campaign with current cultural trends and interests (e.g., the rise of #WitchTok, astrology, and dark tourism) can significantly amplify its relevance and reach.
• Media Strategy: Utilizing a geo-lock feature for content delivery not only enhances the experience but also generates PR interest, showcasing an effective use of technology in tourism marketing.
• Broader Implications: Even if a large portion of the audience may not directly experience the campaign (due to its geo-locked nature), the generated media coverage and social buzz contribute to achieving the campaign’s broader objectives.

Case Study 9: 13000 reasons to visit Northern Norway

Visit Norway, the official tourism board of Norway promotes Norway as a premier travel destination for both domestic and international tourists. By leveraging Norway’s rich cultural heritage, breathtaking landscapes, and unique experiences, Visit Norway aims to increase tourism and showcase the country’s diverse attractions.

The “13000 Reasons to Visit Northern Norway” campaign aimed to boost domestic tourism within Norway, with a specific focus on encouraging Norwegians to explore the northern regions of their country. This initiative sought to highlight Northern Norway’s unique appeal through the lens of foreign tourists, who have shared their positive experiences and the region’s captivating allure on various social media platforms.

To bring this campaign to life, Visit Norway embarked on an innovative strategy by compiling 13,000 comments from foreign tourists who had visited Northern Norway. These comments, sourced from social media, served as authentic testimonials to the region’s beauty and unique offerings. The campaign creatively utilized these comments by having them read aloud by a local comedian, effectively creating what was described as the world’s longest travel review. This not only provided a platform for showcasing genuine visitor experiences but also engaged the audience in a novel and entertaining manner.

• 72% reach of target group
• 33% increase in domestic tourism to Northern Norway was recorded.
• The campaign gained international recognition, winning the HSMAI Adrian Award for “Best in Show” and the Webby Award for “Best Use of Social Video.”
• Authentic Testimonials: Leveraging real visitor experiences and testimonials can provide compelling reasons for others to visit, showcasing the destination’s appeal through genuine and relatable content.
• Creative Engagement: Utilizing unique and entertaining methods to present information, such as having a comedian read out visitor comments, can significantly increase engagement and interest.
• Focusing on Lesser-Known Regions: Highlighting the attractions and experiences of lesser-visited areas can stimulate interest and tourism, contributing to a more balanced distribution of visitors across a country.
• Social Media as a Tool for Promotion: The effective use of social media comments and engagement in promotional campaigns can amplify reach and authenticity, connecting with potential visitors on platforms they frequently use.

Case Study 10: Bermuda Pink

Bermuda’s tourism board embarked on a strategic marketing campaign aimed at reversing a decline in visitor numbers, particularly those arriving by plane, which had seen a 6% year-over-year decrease in 2019. Recognizing Bermuda’s proximity to New York City and its stunning pink-sand beaches, the campaign sought to reinvigorate interest in the island as an ideal destination for families, friends, and couples seeking unique travel experiences.

The primary goal was to rejuvenate Bermuda’s tourism sector by showcasing the island’s unique attractions and experiences. By highlighting Bermuda’s accessibility from major cities like New York and underscoring its idyllic landscapes, the campaign aimed to educate potential travelers about the island and inspire them to make travel bookings, thereby targeting key demographic groups including families, friends, and couples.

To achieve these objectives, the campaign introduced “Bermuda Pink,” a dynamic marketing initiative that combined a digital microsite with a traditional print campaign. The strategy capitalized on content developed jointly with travel and fashion influencer Wendy Nguyen, who has a following exceeding 1.1 million on Instagram, and Meredith Andrews, a renowned local photographer and artist. The campaign content was strategically diversified into three core themes—Family, Friendship, and Romance—featuring listicles, articles, and slideshows tailored to each audience segment.

The microsite was hosted on Travel & Leisure’s website, a favorite among the target demographic, supported by sponsored social posts and traffic-driving efforts from DEPARTURES and Food & Wine. Additionally, high-impact advertorials in the print editions of Travel + Leisure and Food & Wine featured translucent acetate overlays and QR codes to direct readers to gotobermuda.com. The campaign’s launch was celebrated with an exclusive event at the distinguished Roxy Hotel in New York, drawing influencers, members of the Bermuda Tourism Authority, and a select group from The Luxury Group at Meredith.

• The microsite attracted nearly 185,000 total combined page views.
• Generated 47.4k clicks to the campaign’s content.
• Achieved an average read time of 72 seconds on the microsite, which is a +6% lift over the Meredith benchmark of 68 seconds.
• Display ads for the campaign delivered a Click-Through Rate (CTR) more than +67% above the industry benchmark.
• Wendy Nguyen’s Instagram posts related to Bermuda received a total of 58,040 likes.
• Her most popular Bermuda campaign post received over 16,000 likes, significantly higher than her general post average of around 10,000 likes per post.
• Influencer Collaboration: Partnering with influencers who have a strong, relevant following can significantly amplify a campaign’s reach and impact.
• Integrated Marketing Approach: Combining digital and print mediums, along with exclusive events, can create a comprehensive and immersive campaign experience.
• Content Tailoring: Developing content that resonates with specific target groups—families, friends, and couples—can more effectively inspire travel intentions.
• Engagement Metrics: High engagement rates, from page views to social media interactions, are crucial indicators of a campaign’s resonance with its intended audience.

Event Marketing: Exclusive events can serve as a powerful tool for generating buzz and fostering direct engagement with key influencers and potential travelers

Related: Top Instagram Marketing Tips for Tourism

The travel and tourism marketing world is as varied and vibrant as the destinations it promotes. These campaigns highlight key lessons in leveraging cultural icons, creating immersive digital experiences, and utilizing major events for promotional advantage. As the industry continues to evolve in a post-pandemic world, these insights are more relevant than ever, offering a roadmap for future marketing efforts. Whether you’re a marketer, a tourism professional, or a travel enthusiast, these case studies offer a glimpse into the art and science of turning destinations into dream vacations.

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The future of tourism: Bridging the labor gap, enhancing customer experience

As travel resumes and builds momentum, it’s becoming clear that tourism is resilient—there is an enduring desire to travel. Against all odds, international tourism rebounded in 2022: visitor numbers to Europe and the Middle East climbed to around 80 percent of 2019 levels, and the Americas recovered about 65 percent of prepandemic visitors 1 “Tourism set to return to pre-pandemic levels in some regions in 2023,” United Nations World Tourism Organization (UNWTO), January 17, 2023. —a number made more significant because it was reached without travelers from China, which had the world’s largest outbound travel market before the pandemic. 2 “ Outlook for China tourism 2023: Light at the end of the tunnel ,” McKinsey, May 9, 2023.

Recovery and growth are likely to continue. According to estimates from the World Tourism Organization (UNWTO) for 2023, international tourist arrivals could reach 80 to 95 percent of prepandemic levels depending on the extent of the economic slowdown, travel recovery in Asia–Pacific, and geopolitical tensions, among other factors. 3 “Tourism set to return to pre-pandemic levels in some regions in 2023,” United Nations World Tourism Organization (UNWTO), January 17, 2023. Similarly, the World Travel & Tourism Council (WTTC) forecasts that by the end of 2023, nearly half of the 185 countries in which the organization conducts research will have either recovered to prepandemic levels or be within 95 percent of full recovery. 4 “Global travel and tourism catapults into 2023 says WTTC,” World Travel & Tourism Council (WTTC), April 26, 2023.

Longer-term forecasts also point to optimism for the decade ahead. Travel and tourism GDP is predicted to grow, on average, at 5.8 percent a year between 2022 and 2032, outpacing the growth of the overall economy at an expected 2.7 percent a year. 5 Travel & Tourism economic impact 2022 , WTTC, August 2022.

So, is it all systems go for travel and tourism? Not really. The industry continues to face a prolonged and widespread labor shortage. After losing 62 million travel and tourism jobs in 2020, labor supply and demand remain out of balance. 6 “WTTC research reveals Travel & Tourism’s slow recovery is hitting jobs and growth worldwide,” World Travel & Tourism Council, October 6, 2021. Today, in the European Union, 11 percent of tourism jobs are likely to go unfilled; in the United States, that figure is 7 percent. 7 Travel & Tourism economic impact 2022 : Staff shortages, WTTC, August 2022.

There has been an exodus of tourism staff, particularly from customer-facing roles, to other sectors, and there is no sign that the industry will be able to bring all these people back. 8 Travel & Tourism economic impact 2022 : Staff shortages, WTTC, August 2022. Hotels, restaurants, cruises, airports, and airlines face staff shortages that can translate into operational, reputational, and financial difficulties. If unaddressed, these shortages may constrain the industry’s growth trajectory.

The current labor shortage may have its roots in factors related to the nature of work in the industry. Chronic workplace challenges, coupled with the effects of COVID-19, have culminated in an industry struggling to rebuild its workforce. Generally, tourism-related jobs are largely informal, partly due to high seasonality and weak regulation. And conditions such as excessively long working hours, low wages, a high turnover rate, and a lack of social protection tend to be most pronounced in an informal economy. Additionally, shift work, night work, and temporary or part-time employment are common in tourism.

The industry may need to revisit some fundamentals to build a far more sustainable future: either make the industry more attractive to talent (and put conditions in place to retain staff for longer periods) or improve products, services, and processes so that they complement existing staffing needs or solve existing pain points.

One solution could be to build a workforce with the mix of digital and interpersonal skills needed to keep up with travelers’ fast-changing requirements. The industry could make the most of available technology to provide customers with a digitally enhanced experience, resolve staff shortages, and improve working conditions.

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Complementing concierges with chatbots.

The pace of technological change has redefined customer expectations. Technology-driven services are often at customers’ fingertips, with no queues or waiting times. By contrast, the airport and airline disruption widely reported in the press over the summer of 2022 points to customers not receiving this same level of digital innovation when traveling.

Imagine the following travel experience: it’s 2035 and you start your long-awaited honeymoon to a tropical island. A virtual tour operator and a destination travel specialist booked your trip for you; you connected via videoconference to make your plans. Your itinerary was chosen with the support of generative AI , which analyzed your preferences, recommended personalized travel packages, and made real-time adjustments based on your feedback.

Before leaving home, you check in online and QR code your luggage. You travel to the airport by self-driving cab. After dropping off your luggage at the self-service counter, you pass through security and the biometric check. You access the premier lounge with the QR code on the airline’s loyalty card and help yourself to a glass of wine and a sandwich. After your flight, a prebooked, self-driving cab takes you to the resort. No need to check in—that was completed online ahead of time (including picking your room and making sure that the hotel’s virtual concierge arranged for red roses and a bottle of champagne to be delivered).

While your luggage is brought to the room by a baggage robot, your personal digital concierge presents the honeymoon itinerary with all the requested bookings. For the romantic dinner on the first night, you order your food via the restaurant app on the table and settle the bill likewise. So far, you’ve had very little human interaction. But at dinner, the sommelier chats with you in person about the wine. The next day, your sightseeing is made easier by the hotel app and digital guide—and you don’t get lost! With the aid of holographic technology, the virtual tour guide brings historical figures to life and takes your sightseeing experience to a whole new level. Then, as arranged, a local citizen meets you and takes you to their home to enjoy a local family dinner. The trip is seamless, there are no holdups or snags.

This scenario features less human interaction than a traditional trip—but it flows smoothly due to the underlying technology. The human interactions that do take place are authentic, meaningful, and add a special touch to the experience. This may be a far-fetched example, but the essence of the scenario is clear: use technology to ease typical travel pain points such as queues, misunderstandings, or misinformation, and elevate the quality of human interaction.

Travel with less human interaction may be considered a disruptive idea, as many travelers rely on and enjoy the human connection, the “service with a smile.” This will always be the case, but perhaps the time is right to think about bringing a digital experience into the mix. The industry may not need to depend exclusively on human beings to serve its customers. Perhaps the future of travel is physical, but digitally enhanced (and with a smile!).

Digital solutions are on the rise and can help bridge the labor gap

Digital innovation is improving customer experience across multiple industries. Car-sharing apps have overcome service-counter waiting times and endless paperwork that travelers traditionally had to cope with when renting a car. The same applies to time-consuming hotel check-in, check-out, and payment processes that can annoy weary customers. These pain points can be removed. For instance, in China, the Huazhu Hotels Group installed self-check-in kiosks that enable guests to check in or out in under 30 seconds. 9 “Huazhu Group targets lifestyle market opportunities,” ChinaTravelNews, May 27, 2021.

Technology meets hospitality

In 2019, Alibaba opened its FlyZoo Hotel in Huangzhou, described as a “290-room ultra-modern boutique, where technology meets hospitality.” 1 “Chinese e-commerce giant Alibaba has a hotel run almost entirely by robots that can serve food and fetch toiletries—take a look inside,” Business Insider, October 21, 2019; “FlyZoo Hotel: The hotel of the future or just more technology hype?,” Hotel Technology News, March 2019. The hotel was the first of its kind that instead of relying on traditional check-in and key card processes, allowed guests to manage reservations and make payments entirely from a mobile app, to check-in using self-service kiosks, and enter their rooms using facial-recognition technology.

The hotel is run almost entirely by robots that serve food and fetch toiletries and other sundries as needed. Each guest room has a voice-activated smart assistant to help guests with a variety of tasks, from adjusting the temperature, lights, curtains, and the TV to playing music and answering simple questions about the hotel and surroundings.

The hotel was developed by the company’s online travel platform, Fliggy, in tandem with Alibaba’s AI Labs and Alibaba Cloud technology with the goal of “leveraging cutting-edge tech to help transform the hospitality industry, one that keeps the sector current with the digital era we’re living in,” according to the company.

Adoption of some digitally enhanced services was accelerated during the pandemic in the quest for safer, contactless solutions. During the Winter Olympics in Beijing, a restaurant designed to keep physical contact to a minimum used a track system on the ceiling to deliver meals directly from the kitchen to the table. 10 “This Beijing Winter Games restaurant uses ceiling-based tracks,” Trendhunter, January 26, 2022. Customers around the world have become familiar with restaurants using apps to display menus, take orders, and accept payment, as well as hotels using robots to deliver luggage and room service (see sidebar “Technology meets hospitality”). Similarly, theme parks, cinemas, stadiums, and concert halls are deploying digital solutions such as facial recognition to optimize entrance control. Shanghai Disneyland, for example, offers annual pass holders the option to choose facial recognition to facilitate park entry. 11 “Facial recognition park entry,” Shanghai Disney Resort website.

Automation and digitization can also free up staff from attending to repetitive functions that could be handled more efficiently via an app and instead reserve the human touch for roles where staff can add the most value. For instance, technology can help customer-facing staff to provide a more personalized service. By accessing data analytics, frontline staff can have guests’ details and preferences at their fingertips. A trainee can become an experienced concierge in a short time, with the help of technology.

Apps and in-room tech: Unused market potential

According to Skift Research calculations, total revenue generated by guest apps and in-room technology in 2019 was approximately $293 million, including proprietary apps by hotel brands as well as third-party vendors. 1 “Hotel tech benchmark: Guest-facing technology 2022,” Skift Research, November 2022. The relatively low market penetration rate of this kind of tech points to around $2.4 billion in untapped revenue potential (exhibit).

Even though guest-facing technology is available—the kind that can facilitate contactless interactions and offer travelers convenience and personalized service—the industry is only beginning to explore its potential. A report by Skift Research shows that the hotel industry, in particular, has not tapped into tech’s potential. Only 11 percent of hotels and 25 percent of hotel rooms worldwide are supported by a hotel app or use in-room technology, and only 3 percent of hotels offer keyless entry. 12 “Hotel tech benchmark: Guest-facing technology 2022,” Skift Research, November 2022. Of the five types of technology examined (guest apps and in-room tech; virtual concierge; guest messaging and chatbots; digital check-in and kiosks; and keyless entry), all have relatively low market-penetration rates (see sidebar “Apps and in-room tech: Unused market potential”).

While apps, digitization, and new technology may be the answer to offering better customer experience, there is also the possibility that tourism may face competition from technological advances, particularly virtual experiences. Museums, attractions, and historical sites can be made interactive and, in some cases, more lifelike, through AR/VR technology that can enhance the physical travel experience by reconstructing historical places or events.

Up until now, tourism, arguably, was one of a few sectors that could not easily be replaced by tech. It was not possible to replicate the physical experience of traveling to another place. With the emerging metaverse , this might change. Travelers could potentially enjoy an event or experience from their sofa without any logistical snags, and without the commitment to traveling to another country for any length of time. For example, Google offers virtual tours of the Pyramids of Meroë in Sudan via an immersive online experience available in a range of languages. 13 Mariam Khaled Dabboussi, “Step into the Meroë pyramids with Google,” Google, May 17, 2022. And a crypto banking group, The BCB Group, has created a metaverse city that includes representations of some of the most visited destinations in the world, such as the Great Wall of China and the Statue of Liberty. According to BCB, the total cost of flights, transfers, and entry for all these landmarks would come to $7,600—while a virtual trip would cost just over $2. 14 “What impact can the Metaverse have on the travel industry?,” Middle East Economy, July 29, 2022.

The metaverse holds potential for business travel, too—the meeting, incentives, conferences, and exhibitions (MICE) sector in particular. Participants could take part in activities in the same immersive space while connecting from anywhere, dramatically reducing travel, venue, catering, and other costs. 15 “ Tourism in the metaverse: Can travel go virtual? ,” McKinsey, May 4, 2023.

The allure and convenience of such digital experiences make offering seamless, customer-centric travel and tourism in the real world all the more pressing.

Three innovations to solve hotel staffing shortages

Is the future contactless.

Given the advances in technology, and the many digital innovations and applications that already exist, there is potential for businesses across the travel and tourism spectrum to cope with labor shortages while improving customer experience. Process automation and digitization can also add to process efficiency. Taken together, a combination of outsourcing, remote work, and digital solutions can help to retain existing staff and reduce dependency on roles that employers are struggling to fill (exhibit).

Depending on the customer service approach and direct contact need, we estimate that the travel and tourism industry would be able to cope with a structural labor shortage of around 10 to 15 percent in the long run by operating more flexibly and increasing digital and automated efficiency—while offering the remaining staff an improved total work package.

Outsourcing and remote work could also help resolve the labor shortage

While COVID-19 pushed organizations in a wide variety of sectors to embrace remote work, there are many hospitality roles that rely on direct physical services that cannot be performed remotely, such as laundry, cleaning, maintenance, and facility management. If faced with staff shortages, these roles could be outsourced to third-party professional service providers, and existing staff could be reskilled to take up new positions.

In McKinsey’s experience, the total service cost of this type of work in a typical hotel can make up 10 percent of total operating costs. Most often, these roles are not guest facing. A professional and digital-based solution might become an integrated part of a third-party service for hotels looking to outsource this type of work.

One of the lessons learned in the aftermath of COVID-19 is that many tourism employees moved to similar positions in other sectors because they were disillusioned by working conditions in the industry . Specialist multisector companies have been able to shuffle their staff away from tourism to other sectors that offer steady employment or more regular working hours compared with the long hours and seasonal nature of work in tourism.

The remaining travel and tourism staff may be looking for more flexibility or the option to work from home. This can be an effective solution for retaining employees. For example, a travel agent with specific destination expertise could work from home or be consulted on an needs basis.

In instances where remote work or outsourcing is not viable, there are other solutions that the hospitality industry can explore to improve operational effectiveness as well as employee satisfaction. A more agile staffing model  can better match available labor with peaks and troughs in daily, or even hourly, demand. This could involve combining similar roles or cross-training staff so that they can switch roles. Redesigned roles could potentially improve employee satisfaction by empowering staff to explore new career paths within the hotel’s operations. Combined roles build skills across disciplines—for example, supporting a housekeeper to train and become proficient in other maintenance areas, or a front-desk associate to build managerial skills.

Where management or ownership is shared across properties, roles could be staffed to cover a network of sites, rather than individual hotels. By applying a combination of these approaches, hotels could reduce the number of staff hours needed to keep operations running at the same standard. 16 “ Three innovations to solve hotel staffing shortages ,” McKinsey, April 3, 2023.

Taken together, operational adjustments combined with greater use of technology could provide the tourism industry with a way of overcoming staffing challenges and giving customers the seamless digitally enhanced experiences they expect in other aspects of daily life.

In an industry facing a labor shortage, there are opportunities for tech innovations that can help travel and tourism businesses do more with less, while ensuring that remaining staff are engaged and motivated to stay in the industry. For travelers, this could mean fewer friendly faces, but more meaningful experiences and interactions.

Urs Binggeli is a senior expert in McKinsey’s Zurich office, Zi Chen is a capabilities and insights specialist in the Shanghai office, Steffen Köpke is a capabilities and insights expert in the Düsseldorf office, and Jackey Yu is a partner in the Hong Kong office.

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Home » Articles » Case Study: Travel and Tourism

Case Study: Travel and Tourism

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The Brand Challenge How do you convince consumers to spend significant money on something that exists only as an experience? This was the challenge of a tourist destination with a dusty reputation. The client needed to get consumers to rethink what they thought they knew about the destination and open their eyes to a whole new set of experiential possibilities. What better marketing to meet this challenge than an experiential marketing campaign?

The Campaign The campaign team brought the destination to the consumer. With a number of haulers, the team transplanted their large footprint to state fairs, local festivals, and other major events across the country to share the vacation experience firsthand. With interactive games, virtual reality rides, immersive multi-walled video displays, and multiple branded take-aways the agency set out to dismiss past stereotypes stop consumers in their tracks, and get them to reconsider their next vacation destination. And it worked. Really well. Consistently.

The Measurement Strategy Insights for this campaign couldn’t focus just on the immediate impact on consumer travel intention; we needed to have a plan that would clearly demonstrate if consumers actually visited. But how do you do this when a family may wait as long as 6 months before they actually book a trip? We asked them.

• Exit Surveys. As patrons exited the event, we surveyed them on their past experiences, past points of view, and a new view of the tourist destination.
• Post-Event Survey. Any patron to the event registered with the tour team and provided his email address. We used these email addresses to follow-up three weeks later to ask what they remember, what actions they’d taken, and what actions they planned to take.
• Follow-Up Survey. Using the same email addresses, we reached back out to patrons after six months and asked again what they remember, what they’ve done, and what they plan to do.

The results were consistently remarkable. (Hint: You can double your response rate with a survey to patrons after the event if you offer a $50 drawing. No more, no less. We tested a number of amounts and a $50 gift card was the optimal level for a gift card.)

The Results We delivered a report after each event to the agency. The agency forwarded these on to their client. The data from the exit survey showed that for most event locations, the impact was strong, with as much as 25% of event patrons experiencing a significant shift in their attitudes about the destination as a great vacation option. The post-event surveys showed that this positive shift continued with the majority (90%) of patrons three weeks and six months later. After three weeks, 10 to 15% of patrons reported they had planned a trip and 20 to 30% said they intended to take a trip. Six months after the experience 11% (consistently across events) reported that they had booked a trip to the destination for a vacation.

With an average spend of $1,100 or more per visit, it was easy to see the ROI. The typical event engaged 3,934 consumers over a week with the full immersive experience. With 11% visiting the destination at a value of $1,100 each (a client provided figure), each stop was generating upwards of $476,000 in incremental value. It was easy for everyone involved to see the value and importance of the program.

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Land use changes in the environs of Moscow

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This study illustrates the spatio-temporal dynamics of urban growth and land use changes in Samara city, Russia from 1975 to 2015. Landsat satellite imageries of five different time periods from 1975 to 2015 were acquired and quantify the changes with the help of ArcGIS 10.1 Software. By applying classification methods to the satellite images four main types of land use were extracted: water, built-up, forest and grassland. Then, the area coverage for all the land use types at different points in time were measured and coupled with population data. The results demonstrate that, over the entire study period, population was increased from 1146 thousand people to 1244 thousand from 1975 to 1990 but later on first reduce and then increase again, now 1173 thousand population. Builtup area is also change according to population. The present study revealed an increase in built-up by 37.01% from 1975 to 1995, than reduce -88.83% till 2005 and an increase by 39.16% from 2005 to 2015, along w...

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Land use/Cover Change in Russia within the context of global challenges. The paper presents the results of a research project on Land Use/Cover Change (LUCC) in Russia in relations with global problems (climate change, environment and biodiversity degradation). The research was carried out at the Faculty of Geography, Moscow State University on the basis of the combination of remote sensing and in-field data of different spatial and temporal resolution. The original methodology of present-day landscape interpretation for land cover change study has been used. In Russia the major driver of land use/land cover change is agriculture. About twenty years ago the reforms of Russian agriculture were started. Agricultural lands in many regions were dramatically impacted by changed management practices, resulted in accelerated erosion and reduced biodiversity. Between the natural factors that shape agriculture in Russia, climate is the most important one. The study of long-term and short-ter...

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The global spike in luxury handbags, shoes, and clothing sales could be coming to an end due in part to China's 'luxury shaming,' study finds

• Global luxury goods sales growth will slow in 2024, per a new Bain & Company report. 
• The report cited China's economic uncertainties and rising outbound tourism as key factors.
• "Luxury shaming" and price hikes without innovation could also contribute to sluggish sales growth.

The spike in the global sales of luxury goods could be coming to an end in 2024, and "luxury shaming" could be in part to blame.

A report published on June 18 by Bain & Company forecast that worldwide sales of personal luxury goods — which include high-end clothing, shoes, handbags, and beauty products — would grow at the slowest rate since 2020, when sales plummeted due to pandemic-related factors.

Related stories

If Bain's forecast pans out, it could be due in part to a slowdown in China. The report cited two factors in particular that are holding back sales in the Chinese market: "the revival of outbound tourism" and "weakening local demand caused by rising economic uncertainties."

As pandemic conditions have eased, more wealthy Chinese citizens have begun traveling internationally — allocating money to travel that they might otherwise have spent on luxury goods.

Additionally, economic uncertainty in China has brought about a phenomenon called "luxury shame" or "luxury shaming." With some Chinese citizens experiencing financial challenges , some higher-income people have been hesitant to flaunt their wealth with luxury goods. Bain said this phenomenon played out in the US during the Great Recession — and has impacted sales in China.

Bain partner Claudia D'Arpizio told The Associated Press that in addition to macroeconomic factors, luxury goods companies may also be to blame for the slowdown in sales.

She said some luxury goods companies have raised prices but not justified these hikes with sufficient innovation, leaving some consumers "upset and puzzled."

Watch: Why the retail industry has its eye on Gen Z

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New travel deals for Amazon Prime members on cruises, rental cars, flights and more

These savings on travel come in time for any last-minute summer vacations.

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Amazon partnered with various travel companies, including Southwest Airlines, Viator, Turo, Carnival, and others, to give Prime members early access to price cuts on travel packages, car rentals, and cruises.

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Auto supplier astemo provides case study of challenges facing industry.

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Hitachi Astemo vehicles used to demonstrate new automotive technology at a briefing on June 19 in ... [+] suburban Detroit.

Hitachi Astemo this week demonstrated the challenges facing major suppliers as the auto industry juggles with shifts to electric vehicles while continuing to maintain conventional internal combustion cars and trucks.

The company is developing products for both conventional gasoline-powered vehicles as well as electric vehicles. Hitachi Astemo is a tier one supplier, meaning it’s one of the big companies who deal directly with automakers. The company is 40% owned by Hitachi, 40% owned by Honda Motor Co., and 20% by private equity in Japan.

“Most people agree…we’re moving toward an EV future,” John Nunneley, senior vice president, design engineering at Hitatchi Engineering Americas Inc., said at a Wednesday briefing in Farmington Hills, Michigan. “Whatever the future is, we’ll be fine” as long vehicle production remains steady.

“It’s expensive to build plants” to supply EVs, he said “You hope the (EV) capacity develops.”

“The capital investments are huge” for EVs, added Rod Sharpe, senior vice president of sales and marketing.

The company supplies automotive systems under the Astemo name. Some of its products are for EVs directly. Others can be applied to both EVs and conventionally powered vehicles.

At this week’s briefing, Hitachi Astemo demonstrated various auto tech. They included a 360-degree vision camera system to support autonomous driving functions. The system processes data from as many as 10 cameras to provide a three-dimensional view of the area surrounding a vehicle.

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Hitachi Astemo said that camera placement can vary according to a vehicle’s design.

Also demonstrated at this week’s event:

—The company’s G5 semi-active suspension, which adjusts a vehicle’s ride for maximum stability. The system can control roll and pitch by independently controlling damping force to induce or resist pitch motion in turns.

—A steer-by-wire system, which replaces a steering wheel with a hand-held device in a front-seat armrest. According to the company, the device “makes turns with a natural turn of the wrist.”

“Steer-by-wire technology allows us to literally reinvent the steering function by eliminating the steering wheel altogether,” Harsha Badarinarayan, vice president of advanced engineering for Hitachi Astemo Americas, said in a statement.

The supplier also is using auto racing to extend its relationships with automakers.

Hitatchi Astemo has been involved with the Team Penske team in the IndyCar open-wheel series for more than a decade.

The company originally supplied fuel injectors and fuel pumps originally made for production vehicles for Penske race cars.

Team Penske is involved with General Motors Co., a big Hitatchi Astemo customer.

“I’m really involved with GM” in racing, said Sharpe, the senior vice president of sales and marketing for Hitachi Astemo. GM executives such as Mark Reuss, the automaker’s president, are a regular presence at races.

“Personally, that helps me,” Sharpe said. The executive serves as Hitachi Astemo’s global account manager for GM.

Roger Penske, the owner of Team Penske, also owns the IndyCar series and the Indianapolis Motor Speedway. Penske won his 20 th Indianapolis 500 as a team owner last month.

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Maui Has A Housing Crisis. But Feelings Are Mixed On Mayor’s Plan To Transition 7,000 Vacation Rentals

Studies have found the proposal could increase long-term housing stock by 13% but might wreak havoc on the tourism-driven economy.

Nearly 200 people took advantage of the first official opportunity to weigh in on Mayor Richard Bissen’s proposal to curb vacation rentals to create more housing for locals.

The Maui Planning Commission ultimately deferred action Tuesday until July 9, but not before hearing almost nine hours of emotional testimony on both sides of the issue.

There was agreement that the island is in an affordable housing crisis but not over the impact of the administration’s proposed ordinance, which would eliminate about 7,000 vacation rentals — nearly half of Maui’s inventory — by Jan. 1, 2026.

“I know there is a lot of passion behind this, which is great,” said Kim Thayer, who chairs the Planning Commission. “This is a huge, huge decision to be made for our island and for our county and for our people and for our future.”

So many people showed up to the all-day meeting wanting to testify that the Maui Fire Department had to ask people to leave the chamber room to clear the exit paths in the Wailuku county building. The county set up a viewing area on the front lawn in addition to streaming it online.

Many people said the county was just recouping lost workforce housing and the measure would create the desired long-term units. But others said break-even rents for condo owners would not be affordable, and that the ordinance would cost jobs, harm businesses, cause loss of personal income and devastate the tourist-based economy.

Bissen said the housing crisis stems from a “myriad of complex issues that have challenged our community for decades” and was exacerbated by approximately 12,000 people in 5,400 households being displaced by the Aug. 8 fires, resulting in about 4,000 people having already left Maui.

“This is a consequence we cannot and should not accept,” he said. “Our system is broken and long overdue for change.”

Bissen put forward the ordinance on May 2, the day after the Legislature passed a bill to give Hawaii’s counties more authority to regulate short-term rentals, which had strong backing from the grassroots group Lahaina Strong and others who have sought such change for years.

The proposal calls for quickly phasing out and repealing transient vacation rentals in the apartment districts that are mostly along the coast. The first 2,200, located in West Maui, would have to cease short-term operations by July 1, 2025, and the rest of the units, primarily in Kihei and Wailea, by the start of 2026.

These units are referred to as the Minatoya list, named after the late Richard Minatoya.

In 2001, when he was deputy corporation counsel for the county, Minatoya wrote a legal opinion that said exemptions for transient vacation rentals in apartment districts should include units in projects that had building permits, special management area use permits or planned development approval issued by April 20, 1989, or apartments that were operating as transient vacation rentals before March 5, 1991. These units do not need to acquire permits from the county but are required to pay the general excise tax and transient accommodations tax.

Before public testimony started, Kate Blystone, the new county planning director, told the commission that her department recommends the ordinance. Her department did take into consideration the hundreds of pages of written testimony received before the meeting.

“Making this change to the code is one way we can help address this problem more quickly while working through the real constraints to developing new housing created by our county’s lack of supporting infrastructure like water and wastewater,” Blystone wrote in a letter to the Planning Commission .

Also before public testimony, presentations in favor of the ordinance were made by Greg Post, administrative planning officer with the county’s Planning Department, and Matthew Jachowski, director of data, technology and innovation at the Council for Native Hawaiian Advancement . They highlighted the need for housing and provided information available at CNHA’s Maui Data Hub , but did not go deeply into the economic impact, which includes tens of millions of dollars in estimated lost tax revenue each year to the county.

Planning Commission Vice Chair Dale Thompson, who acknowledged he has a family-owned property on the Mintoya list, said because of the conflict he will not vote on the issue but will ask questions. After the presentations, he asked: “How many citizens of Maui will it bankrupt and how many will lose their jobs?”

Bissen said the county is working with the Hawaii Community Foundation, which is funding an economic impact study conducted by the University of Hawaii Economic Research Organization to provide an objective and educated forecast and analysis of the bill.

A UHERO blog by Justin Tyndall and Emi Kim that was posted Tuesday morning with preliminary analysis of the issue said if the ordinance passes, Maui’s long-term residential housing stock, which is now at 63,000 units, would increase by 13% and “ push down housing costs across Maui.”

Prior studies on the issue have focused on the economic toll. A 2022 white paper conducted for the Realtors Association of Maui by economist Paul Brewbaker concluded that the “hypothetical economic impacts” to Maui County would be the loss of 14,126 jobs and annual reductions of $1.67 billion in tourism money, $747.7 million in employee earnings and $137.6 million in tax revenue.

Another study recently conducted by the Travel Technology Association and Hawaii economic consultant Kloninger & Sims found that if all the units on the Minatoya list are phased out, Maui County would annually lose between $52.3 million and $91.8 million in real property, general excise and transient accommodations taxes. Its projected job losses were at 7,800, with economic output lowered by $1.3 billion.

Tasha Kama, chair of the County Council’s Housing and Land Use Committee, wants an “unbiased study” on the issue before the council needs to vote on it . She inserted a budget amendment last month to provide $300,000 for the study, which she said would likely not be completed until the end of the year.

While many in favor of the ordinance portrayed the owners and property managers of the vacation rental units as greedy outsiders who didn’t care about the people of Maui, there also were testifiers who talked about their contributions to the community, help they provided to fire survivors and personal accounts about how losing income from these units would affect them and the people they employ.

Leslie Brown, who has run the 60-unit vacation rental program at Luana Kai in Kihei for 38 years, said she has devoted half of her life to her business, which now employees four other people, including two single moms. She also employs a family cleaning company of a mom, dad and their daughter.

“All eight of us would lose our jobs,” she said.

But Shannon I’i, who lost her Lahaina home in the Aug. 8 fire, said “it is time to take back our neighborhoods.”

“Your paradise is our home, our community,” she said. “Get it straight, we do not need to rely on tourists. This has been forced down our throats for centuries and it is time to shift.”

The Minatoya list currently has 7,167 units, of which 6,172 are now taxed as a short-term rental and about 85% of owners have out-of-state mailing addresses, according to the UHERO post.

People against the ordinance cite that most of the units are small, have limited closet space and only one parking spot, don’t allow pets and are not “affordable housing” due to skyrocketing homeowner association fees, costly maintenance assessments and high mortgage payments because most of the units are oceanfront or near the coast in touristy areas.

Many testified that to break even they would need to receive monthly rents of $5,000 or more.

Of the Minatoya list properties, 51% are one-bedroom units and 72% are under 1,000 square feet, according to UHERO. Of the remaining units, 7% are studios, 39% are two-bedroom units and just 3% are three-bedroom condos.

“The small units may be unsuitable for housing large families displaced by the fires in Lahaina, many of whom would require more space,” the UHERO blog said. “However, according to U.S. Census Bureau data, half of the households in Lahaina had a household size of two or fewer people and two-thirds had three or fewer people.”

Appraised values range greatly, with the median Minatoya list property valued at $971,500, about 15% higher than median condominium units on Maui. There were 517 properties on the list appraised at under $500,000.

In April, 500 condos on Maui were on the market.

“If even a small share of the Minatoya List units ends up on the for-sale market, we would expect to see significant, possibly double-digit declines in condominium prices on Maui,” the UHERO blog said.

Bissen repeated Tuesday what he has been consistently saying: “Maui cannot build its way out of the housing crisis.”

Maui’s current construction of new residential housing is extremely low, with growth at “essentially zero” from 2018 to 2022, according to U.S. Census Bureau data. Now, much of the new construction will be to simply replace what was lost in the fires.

The eight-member Planning Commission, which currently has two vacancies and no one representing South Maui where a majority of the Minatoya list properties are located, wrapped up its daylong meeting at 8 p.m., a full 11 hours after it started. The commission plans to gather more information and reconvene in two weeks.

The commission is expected to make a recommendation that the nine-person County Council will consider when it takes up the bill, along with similar input from the Lanai and Molokai planning commissions which have yet to hear the proposal.

Civil Beat’s coverage of Maui County is supported in part by a grant from the Nuestro Futuro Foundation.

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Elektrostal Localisation : Country Russia , Oblast Moscow Oblast . Available Information : Geographical coordinates , Population, Area, Altitude, Weather and Hotel . Nearby cities and villages : Noginsk , Pavlovsky Posad and Staraya Kupavna .

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Elektrostal

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Elektrostal , city, Moscow oblast (province), western Russia . It lies 36 miles (58 km) east of Moscow city. The name, meaning “electric steel,” derives from the high-quality-steel industry established there soon after the October Revolution in 1917. During World War II , parts of the heavy-machine-building industry were relocated there from Ukraine, and Elektrostal is now a centre for the production of metallurgical equipment. Pop. (2006 est.) 146,189.

Just Published: New Case study “Making Laminating Film and Packaging Foils Fit for a Sustainable Future”

European IP Helpdesk team just published a brand-new case study showcasing the journey of  LAM’ON , a Bulgarian start-up company developing bio-based and industrially compostable laminating films and flexible packaging foils. Their products are sustainable alternatives to petroleum-based plastic solutions, still widely used in printing and packaging. After five years of Research & Development (R&D) supported by European funding through the prestigious European Innovation Council (EIC) Accelerator Grant, the company established its own manufacturing facility in Sofia, Bulgaria, in 2023. Currently, they have nine employees, with the plan to expand the team to 15 by the end of the year.

This case study demonstrates how two young women combined their efforts to transform an innovative idea into a progressive and successful start-up. It also highlights their effective management of intellectual property challenges throughout the journey. 

Read the full case study here .  Take a look at other European IP Helpdesk case studies .

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