introduction to hospitality industry essay

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What Is the Hospitality Industry? Your Complete Guide

What does hospitality mean? What is the hospitality industry, exactly? Where and how did it begin? This post answers all those questions and more as we explore the past, present, and future of hospitality. As we dive deeper into what the industry entails, you’ll discover how hospitality impacts employers, employees, economies, consumers, the environment, and so much more. Whether you’re curious about which businesses are part of the industry, what they do, or how to start a career in hospitality, you’ve come to the right place.

What is the hospitality industry? 

The hospitality industry is a massive business sector. Casting a broad umbrella, it encompasses all economic and business activities that rely upon or contribute to travel and tourism. Hospitality-focused businesses like hotels and travel agencies contribute directly by providing essential services that enable travel and tourism. Suppliers, transportation services, and catering companies may indirectly contribute by delivering the goods and services necessary to keep the industry running; however, they do not solely rely on hospitality for their revenue.

Because the hospitality industry is so expansive, it includes a diverse spectrum of companies, businesses, and experts. Even with so much variety, most hospitality businesses fall into one of four categories.

1. Travel & tourism (T&T)

Although many people think travel and tourism are synonymous with hospitality, that’s not quite the case. More accurately, T&T is a specific category within the hospitality industry. It includes airlines, shuttle services, travel agents, destination marketing organizations (DMOs) , and other businesses or services that help facilitate the physical travel necessary for tourism. Those working in T&T help drive tourists, workers, and businesses to new destinations.

2. Accommodation 

One of the largest and most diverse parts of the hospitality industry is the accommodation sector, which includes everything from lodging to event grounds and special event venues. Numerous different types of hotels and venues fall into this sector, including:

• Chain hotels
• Extended stay properties
• Boutique hotels
• Conference and convention centers
• Wedding venues
• Casinos/casino suites

3. Food & beverage (F&B)

Most hotels and resorts offer their guests some form of food or dining option. Whether operating a café, buffet breakfast, or full-service restaurant, food and beverage services are integrated directly into many hospitality-based businesses. Stand-alone F&B providers, like restaurants or food trucks, operate independently, but they also have a part to play in the local hospitality scene.

Event catering, quick-service establishments, full-service restaurants, and limited-service F&B are powerful revenue drivers contributing to the hospitality industry. In addition to serving in-house hotel guests, F&B is a critical component of meetings and events, from private parties, like birthdays or weddings, to large-scale corporate events .

4. Recreation & entertainment 

Because businesses in the hospitality industry often rely on consumers’ disposable income, they market to customers’ desire for entertainment that refreshes the mind, body, and spirit. In addition to lodging, travel services, and culinary delights, hospitality is full of indoor and outdoor recreation.

Bars, nightclubs, theaters, stadiums, museums, zoos, and other attractions often act as special event venues and tourist attractions, helping to drive a destination’s economy . Spectacular outdoor spaces, including our national and state parks , attract travelers from near and far to feed their local markets.

Whether providing a memorable meal or a relaxing day at the spa, the true purpose of hospitality is to ensure that the customer has an enjoyable experience —whatever they do.

But how did it all get started? How far back do the roots of the hospitality industry actually go? 

When did the hospitality industry begin? 

Although hospitality doesn’t have a designated start date, its traditions date back thousands of years. Ancient symbols of hospitality exist worldwide, with the oldest signs discovered in French caves dating back to 15,000 BCE . Historians and archeologists believe early humans designed the caves to welcome guests and greet visiting tribes.

Xenia, a phrase translating to “the sacred rule of hospitality,” is another early sign of the tradition. In ancient Greece, the custom expressed the law or expectation that hosts would offer protection and kindness to strangers . The Greeks understood that a satisfactory hospitality experience relied on hosts respecting their guests and vice versa. Furthermore, they believed displaying proper hospitality was “fundamental to human civilized life.” Modern hospitality may not look like it did thousands of years ago, but its purpose remains the same.

Is the hospitality industry growing?

Pre-pandemic, the hotel and motel industries (i.e., hospitality) employed approximately 173 million workers . In our primarily post-pandemic world, the hospitality industry and its partners remain massive global employers. 2022 brought 22 million new jobs to the sector, representing an almost 8% increase since 2021. In 2023, the hospitality positions accounted for one of every ten available jobs .

Although many hospitality-focused businesses (e.g., hotels and restaurants) still face staffing shortages , the industry remains one of the largest global employment sectors. From 2022-2023, the international hospitality industry’s value grew at a compound annual growth rate of 7% . The rebound illustrates consumers’ desire to travel again and return to in-person events after restrictions were lifted. Paralleling this demand increase, the World Travel and Tourism Council estimates that the hospitality industry will create 126 million more jobs by 2032 .

How does the hospitality industry impact the environment? 

In 2022, the hospitality industry was responsible for approximately 1% of global carbon emissions . Single-use plastics, high water consumption, energy usage, and excess waste are just a few ways hotels negatively affect their local environment and the overall climate.

To demonstrate a commitment to sustainability , social responsibility, and shifting consumer preferences, the industry is becoming greener through robust global initiatives and innovative day-to-day practices, like these eco-friendly hotel ideas . As consumer attitudes towards environmental conservation and sustainability strengthen, being eco-friendly is no longer optional for most businesses; it’s necessary.

Why work in hospitality? 

If you enjoy making other people happy, hospitality might be right for you. It’s an industry where employees work together to create a welcoming atmosphere, satisfy customers, impress hotel guests , and create an exceptional visitor experience. With hotel, events, dining, planning, travel, custom service, and a wide variety of other roles available, there’s an opportunity for every worker and every personality type.

Hospitality is also a dynamic, fast-paced, and ever-changing field. Just as every guest is different, so is every day working in the industry. Whether working in a hotel or nightclub, you get to encounter diverse types of people with varying backgrounds from all over the world. As you connect with various guests and strive to meet their needs, you’ll get exposed to new cultures and expand your life experience.

Additionally, hospitality offers more flexible scheduling than many other industries, as hospitality businesses often operate outside of traditional 9 a.m. to 5 p.m. office hours. Many young people flock to hotels, restaurants, and similar businesses because of the work-life balance they provide. Working in the industry also comes with a diverse range of perks, such as discounted travel, competitive pay rates, and numerous opportunities to advance your career. 

Become an expert on all things hospitality

How do you get a job in the hospitality industry?

There are many different paths you can take to begin a hospitality career. While some employees start at an entry-level position and work up the ranks, others translate their past professional experience into a hospitality-focused career. Increase your chances of building a successful career in the hospitality industry by:

1. Identifying which hospitality sector best suits you

The hospitality industry includes diverse careers and professions, making it an excellent sector for workers with various skills and personality types. Whether you’re an introvert who prefers to work alone or a bubbly, conversational individual, hospitality has something for everyone. If you want to work in a hotel, consider which department or position best fits you.

• Front desk: Front-facing, customer-focused positions, great for outgoing personality types
• Housekeeping: Back-of-the-house positions, perfect for task-oriented or meticulous employees 
• F&B: Front-facing and back-of-house positions available, often working in a busy, high-stress environment 
• Maintenance: Skill-based and goal-focused positions that require big-picture thinkers with excellent task-management skills 
• Meetings and events: A range of primarily forward-facing positions available for event planners, organizers, coordinators, and more

2. Knowing where to look 

As customer service lies at the heart of hospitality, it’s common for professionals to turn to members of their local network for references, recommendations, and referrals. Many entry-level hospitality jobs are shared through local and employee referrals, the hiring manager’s professional network, or an individual’s social media accounts.

If you already know where you want to work, get to know the people there. Introduce yourself to the management team at hotels, restaurants, and other venues that interest you. If you’re not sure where to start, there are a variety of hospitality employment resources available, including:

• Online advertisements. Online job ads are especially beneficial if you’re new to the industry or a particular destination. If you lack first-person word-of-mouth recommendations, breaking into your local industry may feel intimidating. Keep an eye out for online ads on job boards, local news sites, and search engine results to streamline your search.
• Social media pages. Follow venue Facebook pages, join local hospitality groups, and keep a close eye on the Instagram pages of the hotels or destinations where you want to work. Regularly check social media, scanning for links to external job sites or brand listings.
• Hospitality Online
• iHireHospitality  
• Hospitality Crossing
• Hospitality Confidential
• Wyndham Careers  
• Hyatt Careers
• Marriott International Careers
• Jobs at Hilton
• IHG Careers
• Accor Careers  
• OYO Careers
• Staffing agencies. Staffing and temporary work agencies are fantastic resources for helping individuals get their foot through the door. Although there are various hospitality-specific staffing agencies, like Hospitality Staffing Solutions , it’s also common for local staffing agencies to work directly with nearby hotels as they help fill entry-level positions in guest service, housekeeping, maintenance, and other departments.

3. Expanding your hospitality knowledge

Become a go-to person for all things hospitality, from industry trends to the latest marketing techniques. Stay current on the latest to remain relevant in an increasingly competitive field.

4. Keeping up with industry certifications

Having credentials can significantly impact how quickly you land your dream travel job. Show other hospitality professionals that you’re serious about a career in the industry by holding various certifications, like HubSpot Academy’s Inbound Marketing Certification , a certificate in hospitality revenue management (CRHM), or ServSafe certifications for those involved on the F&B side.

5. Determining your career path 

After exploring the wide and wonderful world of hospitality, pick a career path you’re enthusiastic about. Instead of thinking about where to start, consider where you’d like to go in the industry. Visualizing where you want to end up can help determine which steps you should take to advance your career down a path that speaks to you.

Now you know what the hospitality industry is and why it matters! 

With a better understanding of how far hospitality extends and its immense influence worldwide, it’s easy to see why the industry is growing. To learn more, join us as we examine the most significant trends impacting the hospitality industry in 2023 .

Kim Campbell

Kim is a full-time copy and content writer with many years of experience in the hospitality industry. She entered the hotel world in 2013 as a housekeeping team member and worked her way through various departments before being appointed to Director of Sales. Kim has championed numerous successful sales efforts, revenue strategies, and marketing campaigns — all of which landed her a spot on Hotel Management Magazine’s “Thirty Under 30” list.

Don’t be fooled though; she’s not all business! An avid forest forager, post-apocalyptic fiction fan, and free-sample-fiend, Kim prides herself on being well-rounded.

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• Hospitality Industry

What is the hospitality industry? All your questions answered

March 28, 2024 •

20 min reading

The hospitality industry is a large subsection within the service industry and is comprised of four main areas : Food & beverage, travel & tourism, lodging, and recreation. As examples, the F&B category includes restaurants, bars, and food trucks; travel & tourism covers different forms of transportation and travel agencies; lodging varies from hotel resorts to hostels; recreation refers to leisure activities such as sports, wellness, and entertainment. While all sectors are interconnected and reliant on each other, many of these hospitality sectors are quickly evolving due to new technologies and changing customer mindsets.

Known for being one of the main industries that is easily impacted by external forces, many questions have recently come up regarding the state of hospitality today. What trends are shaping its future? What makes it still one of the world's fastest-growing industries? How can it remain competitive? How to deal with the post-Covid staff shortages?

Read on to find out the experts' guide on what is happening in this exciting, evolving, and resilient sector.

A brief history of hospitality

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Derived from the latin word “hospes”, meaning host (one who provides lodging or entertainment for a guest or visitor), hospitality has its roots in ancient history. The ancient Greeks used the word "xenia" to define the sacred rule of hospitality: the generosity and courtesy shown to those who are far from home or associates of the person bestowing guest-friendship. Away from home, surrounded by strangers and yet feeling welcome.

Although the original concept of hospitality has remained largely unchanged since its origins (meeting travelers’ basic needs such as providing food and accommodation), the idea of building hotels for the sole purpose of hosting guests emerged alongside technological advances and better means of transportation towards the end of the 18th century. Since then, the sector been in constant expansion due to the very concept of hospitality being applicable to any sector that deals with customer service and satisfaction.

Along with the overall economy, the global hospitality industry has enjoyed a spurt of massive growth over the last decade since the end of the financial crisis. According to the World Bank , the global economy has grown at a pace of more than three percent per year up until the global pandemic hit in 2019/20. Due to pent up demand during the beginning of the COVID-19 pandemic there was an acceleration of the global economy in 2021 of 5.5 percent growth, however it is set to decelerate to 4.1 percent in 2022 and 3.2 percent in 2023, arriving back at pre-pandemic levels.

This unprecedented expansion over the last decade has benefited the hospitality and tourism industry by stimulating the world population’s travel activity, adding countless room nights in both leisure and business travel .

1. International arrivals have increased from 900 million to more than 1.3 billion over a span of just ten years.

Not only has this boosted the number of rooms on offer, but has also led to a major contribution of global employment opportunities. Covid-19 had a severe impact and international tourist arrivals according to figures from UNTWO , which after years of steady annual growth saw a staggering -73% drop in arrivals in 2020 and -71% in 2021 due to travel restrictions in response to Covid-19.

All in all 2020 is recognized as the worst year in tourism history with 1 billion fewer international arrivals and US $ 1.1 trillion in international tourism receipts. Around -74% drop according to the latest data from World Tourism Organization (UNWTO) a level of 30 years ago.

However, so far the travel industry has seen an extremely positive bounce back. New data from UNTWO found that, overall, international arrivals reached 80% of pre-pandemic levels; in the first quarter of 2023.

Tourism figures are heading in the right direction as an estimated 235 million tourists traveled internationally in the first three months, more than double the same period of 2022.

2. The World Travel and Tourism Council ( WTTC ) names the hospitality industry’s importance as a main driver in global value creation.

Recent figures published by the WTTC found that in 2022 the Travel & Tourism sector made a contribution of 7.trillion USD to the global economy, 7.6% of the global GDP and 23% below pre-pandemic levels.

3. The hospitality and travel industry accounts for one out of every ten employment opportunities.

Bringing the number of people earning their living in the sector to a remarkable 330 million in 2022.

In 2022, there were 22 million new jobs, representing a 7.9% increase on 2021, and only 11.4% below 2019.

The rise in revenue does not only benefit international companies and hotel owners, but also acts as a major factor in job creation for local populations and destinations. As of the latest data, around 173 million people were employed in the hotel and motel industry before the Covid-19 pandemic hit.

The WTTC forecast that there will be an additional 126 million jobs created between now and 2032.

4. The overall growth in the travel and tourism industry stands at +5.8% Vs. Overall GDP +2.7%.

According to the Hospitality Global Market Report 2023 the global hospitality marketgrew from $4,390.59 billion in 2022 to $4,699.57 billion in 2023 at a compound annual growth rate (CAGR) of 7.0%.

This large growth rate is in part the bounce back from global restrictions on travel. The market is expected to continue growing but at a slower rate due to the global economic situation with a Compound Annual Growth Rate (GAGR) of +5,8% forecasted between 2022 and 2032.

Image source: World Travel & Tourism Council, Travel & Tourism Economic Impact 2022

1. The global economy growth has created positive momentum in the sector by contributing to the overall income per capita.

Since 2009, the global GDP has constantly increased at an average pace of almost two percent per annum, leading to a growing demand for both international and domestic travel spending. Whilst the Covid-19 pandemic led to a shock -2.81% decline in GDP in 2020 according to Statista , 2022 figures and subsequent projections for 2023 show year-on-year growth.

2. Airfares have consistently become more affordable over the last three decades, but will this last?

Thanks to lower fuel prices, carrier competition and the rise of low-cost airlines . While these are not happy news for the airline industry, which is using ancillary fees to increase profit margins, it benefits travelers who can get more from their purchasing power. However the emerging global energy crisis could put a halt to such a trend and airlines could pass on the price hikes to the consumer, which will in turn impact consumer travel behaviour.

3. Corporate travel is yet another contributor to the healthy outlook and is projected to keep growing.

In China and India, the growth of business travel is particularly steep due to the relentless pace of economic expansion in this part of the world.

4. The health and wellness segment has boomed in recent years.

There has never been so much appetite among the public for wellness and the escapism travel can offer from life’s stresses - the pandemic taught us to slow down and not to take our health for granted.

The global consumer health and wellness market is a $1.5 trillion market growing at 5 to 10 percent a year, and, according to a recent McKinsey survey, people around the world are increasingly interested in taking care of themselves and are planning to spend more money on wellness products and services.

5. Hotel operators are seeking to expand their portfolios through targeted acquisitions of smaller regional chains.

Mergers and Acquisitions activity in hospitality has somewhat cooled over the last few years , with operators seeking to expand business in a more controlled way.

1. The threat of climate change

The threat of climate change will adversely impact many major tourist destinations. Threats resulting from climate change, safety and security issues, as well as unprecedented migration streams are tomorrow’s game changers. The main challenges for the hospitality industry are the lack of predictability and the magnitude of such events – and how fast the industry can react and adapt. Hybrid operations might be one of the hospitality 4ndustry’s possible responses to increased risks.

2. Industry consolidation

Corporate consolidation has led to increasing concentration of size and power among the top players. Hotel operators will seek to expand their portfolios through targeted acquisitions of smaller regional chains. While the ultimate goal is to create value through cross-organizational synergies, this development also comes with downsides, as the management of structures with a diverse selection of geographies and a plethora of brands generates more complexity and threatens to increase overall rigidity.

Marriott and Hilton remain the world’s most valuable hospitality brands, valued in 2023 at $53.5B and $37.99B respectively.

3. New competition from tech and digital players

Are major technology firms such as Google or Facebook threatening to replace hotel brands by offering technological solutions and creating novel markets to attract new types of customers? Thanks to their control over all types of data related to customer behavior both off- and online, tech behemoths could oust traditional incumbents into niche markets. Companies that fail to identify their niche are at risk of becoming mere revenue generators for technology companies. Some big enough brands may survive, but their business will get tougher .

4. Skilled talent shortage

As the accommodation and restaurant industry is creating jobs at the fastest rate of any sector in the economy according to the International Labor Organization, fuelling this growth with the right skilled labor is yet another concern for owners. Attracting and retaining younger generations of hospitality professionals will require a lot of flexibility and attention from hoteliers in the future.

5. Energy crisis

The global energy crisis is the perfect storm of multiple factors causing a huge surge in energy demand which the limited global resources are struggling to fulfil. Added to this is Russia’s invasion of Ukraine, one of the main suppliers to Europe. Whilst the world grapples with accelerating the development of green infrastructure, the hospitality industry has an even bigger incentive to make efforts to switch to renewable energy sources where possible, not only as our environmental social responsibility but also to reduce the reliance on particular states which fuels the weaponization of energy.

6. Supply chain issues

Supply chain issues have affected most of the world, although Europe was the hardest hit, according to data from the 2022 State of the Third-Party Logistics Industry Report by Extensiv.

These issues are ongoing and are triggered by undulating demand, price volatility and uncertainty. The hospitality industry is affected on an operational level when bottlenecks cause delays on delivering food & drink, bed linen, housekeeping products and other replenishable goods. Running out of these items means giving customers a disappointing experience and leaving a poor impression that could diminish the business’s reputation.

7. Economic downturn

According to the UNWTO Panel of Experts , the economic situation remains the main factor weighing on the effective recovery of international tourism in 2023, with high inflation and rising oil prices translating into higher transport and accommodation costs. As a result, tourists are expected to increasingly seek value for money and travel closer to home.

Is there a silver lining? Well, we know that economic downturns make way for innovation and entrepreneurship ! The public needs new solutions for new problems, so now may just be the time to start thinking of your next business venture.

Travelers' expectations have greatly evolved especially now that technology is taking center stage in every area of guest experience. As 2024 progresses, hospitality professionals are gearing up to leverage various innovations and strategies that promise to reshape customer satisfaction and industry standards. Here are hospitality trends 2024 elevating guest satisfaction and driving business growth.

1. Towards sustainable travel

The reasons we desire to travel are many and include experiencing the beautiful things the world has to offer, meeting new people, supporting local culture, etc. In fact, more than 33,000 travelers across 35 countries and territories have been surveyed in Booking.com's Sustainable Travel Report 2023 . 76% of global travelers say they want to travel sustainably over the next 12 months.

Ecotourism is all about intentionally organising travel plans in a way that doesn't harm the environment. Thankfully, sustainability is a major driving force in the hospitality industry, with hotels and restaurants welcoming eco-friendly initiatives to minimize their environmental footprint.

A growing number of hotels are rising to the challenge of running a sustainable business. Beyond plastic usage , general waste production, food waste, usage of local produce, energy and water consumption, and many other factors are to be considered for operators that are serious about their claim. Going one step further, the term sustainability is also often used not only for environmental protection but also corporations’ approach to managing their people and their finances. All across the board, resources of all kinds are being used more efficiently in the hospitality industry and while various strategies are being adopted by hotels, a paradigm shift is becoming more recognizable.

From implementing energy-efficient technologies to sourcing locally produced ingredients, businesses are prioritizing sustainability to appeal to eco-conscious travelers—which is echoed in the next point.

2. Wellness for holistic hospitality

A lot of guests today are looking for experiences that promote physical and mental well-being. Hotels that have embraced wellness travel can now cater to this demand by offering activities like yoga retreats, on-site spa treatments , fitness centers with cutting-edge equipment, and healthy dining options.

Creating a relaxing and stress-free environment through thought-out design elements can contribute to a holistic wellness encounter. Travelers return from their trip feeling refreshed, rejuvenated, and ready to take on their day-to-day life.

The wellness tourism market is projected to reach well over $1,700 billion, in accordance with Precedence Research . Even so, investing in the health niche is beneficial for guests and financially rewarding for businesses.

3. Enhanced experiences with advanced technology

The integration of artificial intelligence and other technologies is reshaping the hospitality industry. AI-powered chatbots are being employed for personalized customer service to provide instant assistance and support to guests throughout their stay. Whether it's answering inquiries, making reservations, or addressing issues, chatbots offer convenience for both guests and staff.

On the other hand, predictive analytics algorithms help with demand forecasting and pricing optimization. AI is gaining traction in the hospitality industry because of its enhanced data analytics of consumer behavior patterns and improved ability to meet client demands. Data-driven personalization enables hotels to tailor offerings and marketing messages to individual guest preferences.

Global Market Estimates predict that between 2021 and 2026, the niche will rise at a compound annual growth rate (CAGR) of approximately 10%. Robots are also making inroads into the hospitality industry in automating housekeeping tasks, food delivery, and concierge services. While robots cannot replace humans entirely, they free up hotel staff to focus on higher-level guest relations and contribute to operational efficiency.

Why contactless technology?

Contactless technology has become essential since the COVID-19 pandemic as a way to offer guests a safer, more convenient experience. These systems allow users to network with devices or complete transactions without physical contact, often achieved through short-range wireless communication, like tapping your phone to pay at a store.

Mobile check-in/out, digital room keys, and touchless payment options are now standard in most, if not all big hotel chains. This trend is expected to persist beyond 2024 as businesses prioritize contactless solutions to not only minimize the spread of germs but also meet a growing consumer preference for minimal physical contact.

Immersive virtual reality experiences

Hotels are using Virtual Reality or VR to offer immersive virtual tours so guests can preview accommodations and amenities before booking. While virtual reality offers the ultimate virtual experience, guest relations managers appreciate accessibility concerns.

For those without VR headsets, 360° videos provide a panoramic view of hotel space with just a phone or computer. Interactive floor plans also let you virtually walk through the hotel for a solid understanding of the layout. This has completely changed the way guests explore and engage with hospitality offerings.

VR-enhanced experiences, such as virtual city tours or immersive dining experiences create memorable moments for guests, too. VR technology will become more accessible in the future; therefore, its adoption in hospitality is a no-brainer.

Make each customer feel special with personalization

The global leader in employee and customer experience, Medallia Research Inc. , reports that 61% of consumers are willing to pay more for hyper-personalized experiences. Guests crave guest-centric services that cater to their every whim. This is not just about remembering names but also using guest data to anticipate preferences and offer tailored services .

Information can include previous booking history, preferred room types, special requests, dietary restrictions, leisure activities, and feedback from past stays. With collated information, hospitality teams can customize everything from room amenities to dining recommendations to boost guest satisfaction and loyalty.

Embracing experiential tourism

If you've been bitten by the travel bug and want something extraordinary, you should definitely consider experiential travel. The idea behind this travel concept is to forge a deeper connection with a given destination than can usually be had from traditional leisure holidays so guests experience it as authentically as possible.

These often involve an element of adventure, whether cultural, culinary, or spiritual; as such, tours mainly focus on less "touristy spots." For instance, after the pandemic, family ski vacations to Japan are preferable compared traditional choices like Aspen or Canada. Add-on experiences such as samurai sword-fighting or temple tours add an extra dimension to the travel experience.

Experiential tourism is now high on nearly every traveler's wish list because trips aren't restricted to international pursuits. This trend presents an opportunity for hotels to partner with local businesses and offer unique experiences like cooking classes, cultural excursions, and outdoor adventures. Such offerings create memorable and enriching guest experiences.

Integrating storytelling marketing

As the name suggests, storytelling marketing is a powerful tool for captivating audiences and creating emotional connections with brands. Hospitality businesses are now crafting authentic narratives to showcase their unique offerings, heritage, and values to resonate with guests on a deeper level. This type of marketing can also set the stage for experiential travel by providing context and inspiration for visitors.

Through captivating narratives, travelers can visualize themselves in the destination, immersing themselves in its culture, history, and natural beauty. Storytelling paints a vivid picture of the travel experience enough to spark curiosity and ignite wanderlust among potential travelers. When utilized properly, hotels and restaurants can differentiate themselves from their competitors and boost brand loyalty.

Technology integration for advanced data security

Data breaches can be devastating. Guests entrust hotels with sensitive personal information and as the hospitality industry becomes increasingly reliant on technology, data security is crucial. Hotels must implement robust cybersecurity measures to protect guest data and maintain trust.

This is where technology integration comes in; from cloud-based property management systems to smart room automation. It can ensure data security by implementing advanced encryption protocols and access controls across all integrated systems, safeguarding guest information from unauthorized access or breaches.

Further, continuous monitoring and regular updates of integrated technology systems can help detect and mitigate potential security threats. Embracing innovative technologies and staying abreast of industry trends can future-proof hotel business operations and boost guests' trust.

Commitment to net positivity

Sustainability is no longer a niche concern; it's an expectation for many travelers. Hotels that prioritize green practices like energy efficiency, water conservation, and local sourcing reduce their environmental footprint besides appealing to eco-conscious guests. The industry is moving beyond simply being sustainable to aiming for net positivity, with regenerative tourism that gives back to the environment.

Management with a vision

None of the discussed hospitality trends 2024 are possible without effective management. Leadership in the hotel industry requires a clear vision for the future, an ability to adapt to changing trends, and a commitment to continuous improvement. Hospitality leaders must invest in their own development and the teams they lead can ensure their businesses remain competitive and thrive in the years to come.

As an industry that depends on a stable environment in order to successfully operate - societal and environmental changes are having a greater impact on hospitality businesses compared to other industries. A recent global survey among CEOs by PwC has shown that heads of hospitality and leisure companies are notably less confident about their companies’ prospects for revenue growth in the near future than their counterparts in other sectors.

With disruptors in the industry, a wave of consolidation, and many external factors impacting their operations, hotel operators must find new ways to overcome these hurdles. Solutions to future challenges that companies are currently coming up with are the result of new thinking among the world’s business leaders and CEOs.

In a crowded field of competitors, hotels must find ways to distinguish themselves and position their property as distinctive destinations for customers , to develop preferences and loyalty in order to drive direct bookings. To do so, hotels must offer more highly personalized experiences that anticipate and go beyond the needs of their target customers – and count on word of mouth and allegiance to not only retain their customer base, but also grow it with more potential customers.

We have been a super good hospitality group for the last 50 years. We are not shying away from it. We are shifting and expanding the hospitality notion to Augmented Hospitality. We are being even more audacious and going one step further by saying: Since people want to be recognized, want to have something extremely personalized, why don't we try going from Augmented Hospitality to a Lifestyle Augmented Hospitality player? Sébastien Bazin, Chairman and CEO of Accor (Source: Accor TV - New Accor Strategy).

Other ways that are often discussed when dealing with the impending changes are the implementation of new technologies, training employees to move away from standard SOPs to become true high-touch experience providers and modernizing the service offering towards individualization and “lifestyle” to create true differentiation.

Fully take advantage of technology and personalization to create experiences

A generational shift towards how travelers are consuming hospitality services is making hotels evolve from being mere suppliers of accommodation to experience providers, leading to a need for outstanding customer relationships across all stages of their customer booking journeys .

Focus on talent acquisition and retention

From targeted recruitment efforts to a meaningful interview process and to the actual hiring and onboarding, organizations that are well-equipped to recruit in the era of millennials think holistically about the overall experience delivered to potential hires .

Embrace sustainability as part of your business model

As a result, a growing number of international hotel companies have developed sustainability and corporate social responsibility strategies . These initiatives can be perceived as the beginning of a paradigm shift toward a more positive and conscious form of hospitality which is highly valued among consumers today.

Reshaping the future of hospitality jobs

Over the past two decades, the hospitality industry has experienced significant growth, with international arrivals doubling from 600 million to over 1.4 billion in 2016 .

In 2023 however, in the wake of the global pandemic and facing increasing economic uncertainty hospitality has shown that it is resilient and a sector that consumers are just not willing forego entirely. Travel and tourism is an integral part of our lives therefore even as the global economy retracts the industry will always bounce back. This ability to withstand difficult times makes it a viable sector to launch a career for anyone with a hospitality mindset and appreciation for top-level service, culture, and leisure experiences.

It's clear that the industry is evolving and adapting all the time, making it a fantastic career opportunity for the problem solvers and innovators of tomorrow. Hospitality Management will provide a career rich in experiences, human connection, personal development and comes with many perks.

Employers across the board are looking for professionals with a combination of both hard and soft skills . In hospitality, developing skills such as cultural awareness, multitasking, customer service and communications is paramount to effectively deliver outstanding customer experiences.

The increasing complexity of the hospitality sector and evolution of its modus operandi - due to the expanded use of technology and data, the evolution of business models with the separation of management from operations or the ever-increasing trend of brands becoming publishers - is leading to the creation of new job profiles , such as asset managers, data scientists or content marketing specialists.

The Covid-19 crisis has underlined the global importance of the travel and tourism industry economically as well as its interconnection with other industries. From small tour operators to multinational hotel chains and major airlines, everyone in the industry has been impacted and continue to reset and recover.

To every negative repercussions of a crisis there is also some positive change that could be foreseen for the future. The World Economic Forum’s recent “Rebuilding Travel and Tourism panel” at the “Sustainable Development Impact Summit” explored the intersection of consumer consciousness, acceleration of technology and destination management and found some solutions that could have the potential to reshape the way we market, manage and plan our travel:

• Travelers are becoming more impact-conscious
• Tourists are looking for experiences in nature
• Digital solutions are improving sustainability
• Long-term progress requires cooperation

The end result is in an industry that will recover as it is an essential part of modern human lives that derive much pleasure and discovery from it. It is simultaneously undergoing huge digital transformation and other shifts to adapt to consumer sentiment, therefore a career in hospitality won't necessarily be a quiet one, but it will be an exciting adventure with a multitude of possible career paths to explore.

Keep reading

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Mar 28, 2024

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Mar 22, 2024

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Introduction to Hospitality Industry Essay

Introduction to Hospitality 201.1.3 Relationship Between the Hospitality Industry and Tourism Scope of the Hospitality Industry “Guests” means those who are away from their homes and it therefore, has generated a perception that the hospitality industry should include or overlap with the tourism industry to a certain extent. Without a clear definition about the scope of the hospitality industry, some suggested that it should not only cover all lodging and food service operations but other tourism related operations, such as airlines and theme parks. Besides, there were also some who considered putting hospitality and tourism into one industry. One example of categorization is shown in Figure 1.2. Figure 1.2– Scope of the Hospitality and Tourism Industry Hospitality and Tourism Industry Examples: •Cruises •Airlines •Rails Examples: •Hotels •Motels •Service apartments Examples: •Restaurants •Cafés •Bars Examples: •Attractions •Parks •Gaming facilities Lodging Food Service Travel Recreation“Lodging and food service are the cores under the scope of hospitality industry.”Introduction to Hospitality Industry Essay

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Introduction to Hospitality 21Unlike tourism, hospitality, however, serves both tourist and non-tourist needs. To enhance your understanding of the relationship between the hospitality and tourism industry, complete Activity 1.6. ACTIVITY 1.6The following diagram shows the relationship between the hospitality and tourism industry. Can you think of more services with examples to add to the diagram？Hospitality Industry Hospitality Industry Tourism Industry Introduction to Hospitality Industry Essay

Introduction to Hospitality 22In Activity 1.6 we learned the hospitality industry is a part of a wider group of economic activities called tourism. In addition, not all hospitality businesses are profit-making business. In this Unit, we have learned that there are two main business sectors in the hospitality industry: z Accommodation – To provide accommodation (and usually food and drink) to people who for whatever reason are away from home z Food and beverage – To provide food and beverage to local, commuting, transient customers and tourists These two sectors will be covered in more detail in Units 2 and 3 respectively. As we have seen, the hospitality industry includes hotels and restaurants, as well as many other types of organizations or institutions that offer food, drink, shelter and other related services. These products and services are offered not only to people away from home, but also to local customers. A manager in the hospitality industry, therefore, must keep in mind the following three objectives: 1.Making the customers feel welcome personally; 2.Making things work for the customers; and 3.Making sure that the operation will continue to provide service and meet its budget. 1.1.4 Career Prospect of the Hospitality Industry There are always some pros and cons for working in the hospitality industry. The concern whether a position suits to you or not is mainly dependent on your own character and personal interest. Some general views, both positive and negative, about the career prospects of hospitality industry are summarized below as reference for those who may have intentions to join this unique and challenging industry.

Introduction to Hospitality 231.Positive Views a) Variety of Career Choices Due to the booming development of the hospitality and tourism industry, many new hotels and restaurants are opened for catering the needs of both the visitors and locals. It facilitates a huge demand of labor in the market, especially in some developing countries. Career choices are not limited to Hong Kong but other countries offered by international chains. And the job natures are broad, ranging from different back-of-the-house to front-of-the-house positions in the hospitality industry. Some positions that can be selected by graduates with their certificates or diplomas relating to hospitality are highlighted in Table 1.1 below: Accommodation Sector Food Service Sector Other Related Sectors •Front desk receptionist •Room attendant •Telephone operator •Reservation •Concierge •Bellman/Doorman •Business center associate •Waiter / waitress •Host / hostess •Cashier •Food runner/Busser •Bartender •Apprentice •Commis •Banquet server •Tour guide •Tour escort •Travel agent •Theme park crew •Event sales •Other“customer service” positions Table 1.1－Career Opportunities of Graduates Studying Hospitality Programs

Introduction to Hospitality 24b) Opportunities to Meet People with Different Backgrounds As mentioned earlier that the success of a hospitality service highly depends on the human contact between staff and customers. Having a chance to work in the industry, particularly in some front line positions means that there would be many opportunities for one to meet and communicate with people with different backgrounds and cultures. For example, a hotel receptionist can perceive his/her position as a tourist ambassador, which can be enjoyable and challenging. The job satisfaction through winning customers’ smiles, as well as its’ interactive nature make hospitality industry attractive to youngsters with an out-going character. ACTIVITY 1.7－Your Preferred Job in the Hospitality Industry Instructions: ­Work as a group of 4 to 5. ­Suggest 2 different positions in the hospitality industry, which you and your classmates would have interest to experience in the future. ­State the advantages that can be provided for choosing the selected positions as your future careers. ­What are the requirements or disadvantages of the selected positions? ­Among the 2 choices, which one is more preferable and suitable to you? ­Share and compare your results with other groups in the class.Introduction to Hospitality Industry Essay

Introduction to Hospitality 25c) Long-Term Career Development It is common that most people have to start their careers from the entry-level. However, the career paths are always quite clear for employees and there are always opportunities for them to get promoted and proceed to management levels based on their experience and performance. Successful stories are numerous in this sector and someone starting from room attendant can finally turn into the general manager of a hotel. Figure 1.3 shows a sample career path provided to employees by a famous fast food chain available in Hong Kong. Figure 1.3－Sample Career Path in a Fast Food Chain Crew Trainer Team Leader Operations Consultant / Senior Operations Operations Manager Training Manager Trainee Training Consultant / Senior Training Entry Level Top Management Level Manager Trainee Second Assistant Manager First Assistant Manager Store Manager Middle Management Level

Introduction to Hospitality 26d) Fringe Benefits Enjoyed by Employees Different from other business and service operations, staff working in hotels and food service operations can usually enjoy some other benefits in addition to the basic salaries, annual bonus and insurance coverage. For example, hotel and restaurant staff are normally provided with 2 duty meals in their work days. Some hotel staff are also allowed to enjoy a discount rate or associate rate for booking rooms, which can be even applied to hotel outlets under the same brand all over the world. 2.Negative Views a) Long and Non-Regular Working Hours Shift works are very common in food and beverage and accommodation sectors.Introduction to Hospitality Industry Essay Despite of morning and evening shifts, some positions require staff to work overnight, such as night auditors in the front desk and security officers. As there are no such things of public holidays, staff are always required to work on weekends or special days, such as Christmas and Easter, etc. “Long working hours” seem to be the implicit norm of many positions in the hospitality industry. Over-time works due to the shortage of labors and peak seasons of businesses are frequent to both operational staff and managers. The concerns about the bad effects on one’s health and family life lead to people’s hesitation in joining the industry. b) Work Under Pressure In most situations, staff are expected to provide “quick” and “high quality” services without keeping their customers from waiting. The pressure of maintaining the service efficiency and consistency, especially in peak seasons could be tremendous.

Hospitality Industry: History & Origin

The hospitality industry.

The hospitality industry consists of businesses focused on customer service, including overnight accommodations, such as hotels and motels; travel and tourism, such as tours and cruises; and food, drink, and entertainment provisions. By definition, hospitality is the friendly receiving or treatment of guests, certainly an area where hotels, restaurants, and other places you encounter on your travels aspire to excel.

A Brief History of the Industry

The earliest accommodations were generally family-owned, with families providing not only lodging but also food and drink for weary travelers. The early days of leisurely travel were generally reserved for royalty and the very wealthy, although some travels were taken as a part of an education process or religious requirement. In fact, European monasteries were frequently used for lodging during the Middle Ages. These basic trends continued for some time, until modern transportation lowered the cost of travel enough to fit the within the budget of the less wealthy. Introduction to Hospitality Industry Essay

The word ‘hospitality’ was used before the word ‘tourism.’ Tourism was used to describe individuals traveling away from home beginning in the 1700s. The industrial revolution in England, along with the creation of more modern modes of transportation such as steamships and railways, made traveling easier and more common.

By the middle of the 1700s, the term hotel came to be used for lodging in Europe, replacing the old idea of inns or taverns there. However, lodging facilities in America were gaining popularity as inns. The first known travel agency, started by Thomas Cook in England, appeared in the mid-1800s and offered a package that included railway tickets and an accompanying tour book. A few years prior, the modern hotel industry got going in the United States, with the opening of The City Hotel in New York in 1794.

Hospitality Industry: Products & Characteristics

Hospitality

Katie and Jane are heading out on a girls’ trip to Charleston, South Carolina, for the weekend. The hotel room is booked, entertainment has been planned, and restaurants have been lined up for taste-testing some of the Charleston’s best dishes. Without trying to, the girls have made plans for three of the hospitality industry’s most important sectors: lodging, food and beverage, and entertainment.

What Is the Hospitality Industry?

The hospitality industry is one of the most diverse and varied industries in the world, employing millions of people and accounting for trillions of dollars in revenue every year. Not only is it a great career choice for many, but it also encompasses many sectors we engage with on a daily basis.

According to the Bureau of Labor Statistics, the hospitality industry is part of the larger service-providing industry. It is heavily based on customer satisfaction and meeting the needs and desires of both individuals and families, typically more in a leisure capacity than a formal, business one.

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Characteristics

The hospitality industry boasts many characteristics that help set it apart from other businesses. For example:

• Reliance on disposable income and leisure time: The hospitality industry is not typically focused on providing basic human needs, but on providing services to people with extra time and cash on their hands.
• Focused on intangible products: Hospitality is not like a new shirt you purchased at an outlet mall. It’s not something you can touch, feel, or wear. The hospitality industry sells an experience or a feeling that is desirable.
• The hospitality industry is perishable , meaning that an experience will not last and the next experience will not be like the last: Once a hospitality feature is consumed, it is gone.
• The industry never sleeps: The nature of the hospitality industry is 24-hours-a-day, seven-day-a-week. This includes employees’ availability and operations, from lodging to transportation to entertainment. Introduction to Hospitality Industry Essay
• Heavily dependent on customer satisfaction : While an unhappy customer may continue to shop at their local grocery store, an unhappy guest in the hospitality industry may never return to consume that sector’s products or services.

Hospitality Industry: Skills, Competition & Turnover

Hospitality Industry Employment

The hospitality industry , also known as the service industry, covers a broad range of fields, but there are commonalities in hiring and employment across the board. Because the industry is customer focused and service focused, it has its own unique hiring situations. For instance, the recruitment in the hospitality industry is always fast paced. Everyone is looking for the best employees who will provide exceptional service to customers. Many employees work face-to-face with customers on a daily basis, so they need to have outstanding personalities and the ability to deal with people. Introduction to Hospitality Industry Essay

Another challenge the hospitality industry faces is the seasonality of business. Hiring the right amount of workers for busy times and providing consistent work during slow periods can be difficult. We will take a look at these challenges, as well as skills employees need, competitiveness in hiring, and challenges of turnover.

Skills for the Hospitality Industry

As we have discussed, the hospitality industry is unique in that it has a high level of customer contact and many varied roles. Each position requires certain job-related skills, but the industry as a whole has skills that are needed regardless of the position.

First, personality is a must in the industry. This industry, as a service industry, needs people who are friendly and ready to provide great service. Most hospitality businesses want all of their employees to possess enthusiastic personalities, whether the employees deal with customers on a daily basis or not.

Next, a skill that is needed is flexibility. Jobs in the hospitality industry are not nine to five. Hotels are open round the clock, restaurants stay open late and are open every day of the week, and airlines have flights taking off all the time. To accommodate these schedules, it is essential that these employees are flexible and willing to work nights, weekends, and holidays.

Lastly, a common skill needed in the hospitality industry is the ability to multitask. Most positions in the industry require handling many things at once in a fast-paced environment. For instance, servers have to be able to serve many tables at once, front desk clerks have to be able to check people in and answer phones, and flight attendants have to be able to watch out for the safety of everyone on the plane at all times.Introduction to Hospitality Industry Essay

Introduction to Hospitality Industry

It is trusted that cordiality industry influences the world to go around. Maybe, that is a touch of a misrepresentation, yet it can’t be denied that the cordiality business assumes a basic job in world business, travel and history. It is an administration industry that has incorporates a wide range of parts of business including lodging, eateries, travels, amusement parks and different sections identified with the travel industry. A large number of the diverse branches are interrelated specifically impact one another.

The achievement or disappointment of one branch straightforwardly impacts the disappointment of each other.

An immense segment of the neighborliness business is lodging, to be specific inns and resorts. At its most fundamental propose, inns give a perfect spot to explorers to rest, or as industry insiders will say – heads in beds. Past the fundamental need however, numerous inns regularly give the setting to high end food, world occasions, exceptional occasions, conferences and business bargain.

As the cordiality business incorporates numerous kinds of organizations, and inside every business, a wide range of positions with shifting scales, it’s anything but an over articulation to state that there is something for each one.

Section level position for the most part requires no formal training, while proficient positions normally will require an advanced education. The neighborliness business is one of the most established on the planet, and one that keeps on developing, enhance and profit new chances.

Cordiality Industry in Canada, USA and South

CANADA: Canada’s cordiality industry is consistent in its income and has been for quite a long time.

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There has been no genuine development or decay. The cordiality business really utilizes more than 600,000 individuals cross Canada, acquiring more than 78 billion in income. Canada’s biggest draw is its normal sights. With spots like Niagara Falls and other characteristic meander, individuals come to encounter Canada’s inclination. Skiing and shopping on French-propelled boulevards are likewise famous attractions, yet nature is number one.

USA AND SOUTH: Both America and south are additionally developing consistently in neighborliness industry. As American the travel industry is substantial industry thus, it gives friendliness industry a huge part of income and salaries as individuals visit to see common miracles, urban areas, memorable tourist spots and amusement scenes. The American inn and cabin affiliation is an industry exchange bunch with a huge number of individuals including inn brands, the board organizations and industry accomplices and providers buckling down for the accomplishment of neighborliness industry in America. Additionally South piece of world is likewise advancing quickly in friendliness industry.

Sorts of Lodging Establishments

Hotel or an occasion convenience is a sort of private settlement. Individuals who travel and avoid home for over multi day need stopping for rest, rest, cover, sustenance, wellbeing, cover from cold temperatures or downpour, stockpiling of gear and access to normal family unit capacities. Cabin is done in inn, motel, inn, hotel or, a private home in a tent, troop/camper. Lodgings might act naturally providing food, in which case no nourishment is given, yet cooking offices are accessible.

Distinctive Types of Lodging Faclities

• HOTELS: These are multistoried cabin offices which can run in size from 20 to 100s of rooms. Lodgings are normally found in vast urban areas and regularly an extensive bit of their visitors are business explorers and vacationers. There can be bars, eateries, pools and rec center offices accessible in inns. Parking area is typically accessible. A lodging could conceivably be an individual from chain task.
• MOTELS: Motels are little one story structures that are normally found on feeder expressways and streets. Parking garage is given straightforwardly outside visitor’s room and these are for the most part separately claimed properties.
• MOTOR INNS: These are regularly situated close major parkways and the interstate expressway framework. These are for the most part airplane terminal take into account a little gathering and tradition business. It is normally a piece of chain, for example, comfort motel. These range in range from two to six stories and frequently have an eatery and bar.
• RESORTS: Resorts may look like inns or engine hotel the thing that matters is that these are for the most part situated at shorelines or close mountain and offer their visitors recreational exercises. They might be open just in season and some late spring hotels are open entire year with indoor pools and huge amusement.
• PRIVATELY OWED HOUSING; Privately owed lodging includes visitor houses, condominiums and time– shares. These are normally exclusive homes where the proprietors lease singular rooms to guests for the most part shower are share with family or other visitor.

Characteristics of Lodging by Size and Services

Measure is a basic, technique for further grouping cabin offices.

• Little: up to 100 rooms.
• MEDIUM: 100 to 200 rooms.
• MEDIUM LARGE: 200 to 500 rooms.
• Substantial: more than 500 rooms.

The measure of these offices has no effect to its quality as Gritti Palace in Venice, Italy has just 99 rooms however is one of the best inns in world.

Administrations of hotel offices as a rule rely on its evaluations and charging rates. In the event that a lodging or motel is five stars, it will give all the best offices than the 4 or 3 star inn. So also the cost of offices assumes a noteworthy job in administrations. In some cabin offices there are additional charges for unique or additional administrations.

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Introduction to the hospitality industry

The Hospitality industry is the industry that is responsible for providing primarily food services and accommodations in places such as hotels, resorts, conference centers and theme or amusement parks. The catering industry, which overlaps with the hospitality industry, primarily provides food services to institutions (such as schools, hospitals, or governmental operations), private industry (such as corporate cafeterias or motion picture studios), and private parties. And also in a much boarder view, non-commercial institutional provide food and lodging.

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Chapter 1. History and Overview

Learning Objectives

• Specify the commonly understood definitions of tourism and tourist
• Classify tourism into distinct industry groups using North American Industry Classification Standards (NAICS)
• Define hospitality  
• Gain knowledge about the origins of the tourism industry
• Provide an overview of the economic, social, and environmental impacts of tourism worldwide
• Understand the history of tourism development in Canada and British Columbia
• Analyze the value of tourism in Canada and British Columbia
• Identify key industry associations and understand their mandates

What Is Tourism?

Before engaging in a study of tourism , let’s have a closer look at what this term means.

Definition of Tourism

There are a number of ways tourism can be defined, and for this reason, the United Nations World Tourism Organization (UNWTO)  embarked on a project from 2005 to 2007 to create a common glossary of terms for tourism. It defines tourism as follows:

Tourism is a social, cultural and economic phenomenon which entails the movement of people to countries or places outside their usual environment for personal or business/professional purposes. These people are called visitors (which may be either tourists or excursionists; residents or non-residents) and tourism has to do with their activities, some of which imply tourism expenditure ( United Nations World Tourism Organization , 2008).

Using this definition, we can see that tourism is the movement of people for a number of purposes (whether business or pleasure).

Definition of Tourist

Building on the definition of tourism, a commonly accepted description of a  tourist is “someone who travels at least 80 km from his or her home for at least 24 hours, for business or leisure or other reasons” (LinkBC, 2008, p.8). The United Nations World Tourism Organization (1995) helps us break down this definition further by stating tourists can be:

• Domestic (residents of a given country travelling only within that country)
• Inbound (non-residents travelling in a given country)
• Outbound (residents of one country travelling in another country)

The scope of tourism, therefore, is broad and encompasses a number of activities.

Spotlight On: United Nations World Tourism Organization (UNWTO)

UNWTO is the United Nations agency responsible “for the promotion of responsible, sustainable and universally accessible tourism” (UNWTO, 2014b). Its membership includes 156 countries and over 400 affiliates such as private companies and non-governmental organizations. It promotes tourism as a way of developing communities while encouraging ethical behaviour to mitigate negative impacts. For more information, visit the UNWTO website : http://www2.unwto.org/.

NAICS: The North American Industry Classification System

Given the sheer size of the tourism industry, it can be helpful to break it down into broad industry groups using a common classification system. The North American Industry Classification System (NAICS) was jointly created by the Canadian, US, and Mexican governments to ensure common analysis across all three countries (British Columbia Ministry of Jobs, Tourism and Skills Training, 2013a). The tourism-related groupings created using NAICS are (in alphabetical order):

• Accommodation
• Food and beverage services (commonly known as “F & B”)
• Recreation and entertainment
• Transportation
• Travel services

These industry groups are based on the similarity of the “labour processes and inputs” used for each (Government of Canada, 2013). For instance, the types of employees and resources required to run an accommodation business — whether it be a hotel, motel, or even a campground — are quite similar. All these businesses need staff to check in guests, provide housekeeping, employ maintenance workers, and provide a place for people to sleep. As such, they can be grouped together under the heading of accommodation. The same is true of the other four groupings, and the rest of this text explores these  industry groups, and other aspects of tourism, in more detail. 

The Hospitality Industry

When looking at tourism it’s important to consider the term  hospitality . Some define hospitality as “t he business of helping people to feel welcome and relaxed and to enjoy themselves” (Discover Hospitality, 2015, ¶ 3). Simply put, the hospitality industry is the combination of the accommodation and food and beverage groupings, collectively making up the largest segment of the industry. You’ll learn more about accommodations and F & B in Chapter 3 and Chapter 4, respectively. 

Before we seek to understand the five industry groupings in more detail, it’s important to have an overview of the history and impacts of tourism to date.

Global Overview

Origins of tourism.

Travel for leisure purposes has evolved from an experience reserved for very few people into something enjoyed by many. Historically, the ability to travel was reserved for royalty and the upper classes. From ancient Roman times through to the 17th century, young men of high standing were encouraged to travel through Europe on a “grand tour” (Chaney, 2000). Through the Middle Ages, many societies encouraged the practice of religious pilgrimage, as reflected in Chaucer’s Canterbury Tales and other literature.

The word hospitality  predates the use of the word tourism , and first appeared in the 14th century. It is derived from the Latin hospes , which encompasses the words guest, host , and foreigner (Latdict, 2014). The word tourist  appeared in print much later, in 1772 (Griffiths and Griffiths, 1772). William Theobald suggests that the word  tour  comes from Greek and Latin words for circle and turn, and that tourism and tourist  represent the activities of   circling away from home, and then returning (Theobald, 1998).

Tourism Becomes Business

Cox & Kings, the first known travel agency, was founded in 1758 when Richard Cox became official travel agent of the British Royal Armed Forces (Cox & Kings, 2014).  Almost 100 years later, in June 1841, Thomas Cook opened the first leisure travel agency, designed to help Britons improve their lives by seeing the world and participating in the temperance movement. In 1845, he ran his first commercial packaged tour, complete with cost-effective railway tickets and a printed guide (Thomas Cook, 2014).

The continued popularity of rail travel and the emergence of the automobile presented additional milestones in the development of tourism. In fact, a long journey taken by Karl Benz’s wife in 1886 served to kick off interest in auto travel and helped to publicize his budding car company, which would one day become Mercedes Benz (Auer, 2006). We take a closer look at the importance of car travel later this chapter, and of transportation to the tourism industry in Chapter 2.

Fast forward to 1952 with the first commercial air flights from London, England, to Johannesburg, South Africa, and Colombo, Sri Lanka (Flightglobal, 2002) and the dawn of the jet age, which many herald as the start of the modern tourism industry. The 1950s also saw the creation of Club Méditérannée (Gyr, 2010) and similar club holiday destinations, the precursor of today’s all-inclusive resorts.

The decade that followed is considered to have been a significant period in tourism development, as more travel companies came onto the scene, increasing competition for customers and moving toward “mass tourism, introducing new destinations and modes of holidaying” (Gyr, 2010, p. 32).

Industry growth has been interrupted at several key points in history, including World War I, the Great Depression, and World War II. At the start of this century, global events thrust international travel into decline including the September 11, 2001, attack on the World Trade Center in New York City (known as 9/11), the war in Iraq, perceived threat of future terrorist attacks, and health scares including SARS, BSE (bovine spongiform encephalopathy), and West Nile virus (Government of Canada, 2006).

At the same time, the industry began a massive technological shift as increased internet use revolutionized travel services. Through the 2000s, online travel bookings grew exponentially, and by 2014 global leader Expedia had expanded to include brands such as Hotels.com, the Hotwire Group, trivago, and Expedia CruiseShip Centers, earning revenues of over $4.7 million (Expedia Inc., 2013).

A more in-depth exploration of the impact of the online marketplace, and other trends in global tourism, is provided in Chapter 14. But as you can already see, the impacts of the global tourism industry today are impressive and far reaching. Let’s have a closer look at some of these outcomes.

Tourism Impacts

Tourism impacts can be grouped into three main categories: economic, social, and environmental. These impacts are analyzed using data gathered by businesses, governments, and industry organizations.

Economic Impacts

According to a UNWTO report, in 2011, “international tourism receipts exceeded US$1 trillion for the first time” (UNWTO, 2012). UNWTO Secretary-General Taleb Rifai stated this excess of $1 trillion was especially important news given the global economic crisis of 2008, as tourism could help rebuild still-struggling economies, because it is a key export and labour intensive (UNWTO, 2012). 

Tourism around the world is now worth over $1 trillion annually, and it’s a growing industry almost everywhere. Regions with the highest growth in terms of tourism dollars earned are the Americas, Europe, Asia and the Pacific, and Africa. Only the Middle East posted negative growth at the time of the report (UNWTO, 2012).

While North and South America are growing the fastest, Europe continues to lead the way in terms of overall percentage of dollars earned (UNWTO, 2012):

• Europe (45%)
• Asia and the Pacific (28%)
• North and South America (19%)
• Middle East (4%)

Global industry growth and high receipts are expected to continue. In its August 2014 expenditure barometer, the UNWTO found worldwide visitation had increased by 22 million people in the first half of the year over the previous year, to reach 517 million visits (UNWTO, 2014a). As well, the UNWTO’s  Tourism 2020 Vision predicts that  international arrivals will reach nearly 1.6 billion by 2020 . Read more about the Tourism 2020 Vision : http://www.e-unwto.org/doi/abs/10.18111/9789284403394

Social Impacts

In addition to the economic benefits of tourism development, positive social impacts include an increase in amenities (e.g., parks, recreation facilities), investment in arts and culture, celebration of First Nations people, and community pride. When developed conscientiously, tourism can, and does, contribute to a positive quality of life for residents.

However, as identified by the United Nations Environment Programme (UNEP, 2003a), negative social impacts of tourism can include:

• Change or loss of indigenous identity and values
• Culture clashes
• Physical causes of social stress (increased demand for resources)
• Ethical issues (such as an increase in sex tourism or the exploitation of child workers)

Some of these issues are explored in further detail in Chapter 12, which examines the development of Aboriginal tourism in British Columbia.

Environmental Impacts

Tourism relies on, and greatly impacts, the natural environment in which it operates. Even though many areas of the world are conserved in the form of parks and protected areas, tourism development can have severe negative impacts. According to UNEP (2003b), these can include:

• Depletion of natural resources (water, forests, etc.)
• Pollution (air pollution, noise, sewage, waste and littering)
• Physical impacts (construction activities, marina development, trampling, loss of biodiversity)

The environmental impacts of tourism can reach outside local areas and have an effect on the global ecosystem. One example is increased air travel, which is a major contributor to climate change. Chapter 10 looks at the environmental impacts of tourism in more detail.

Whether positive or negative, tourism is a force for change around the world, and the industry is transforming at a staggering rate. But before we delve deeper into our understanding of tourism, let’s take a look at the development of the sector in our own backyard.

Canada Overview

Origins of tourism in canada.

Tourism has long been a source of economic development for our country. Some argue that as early as 1534 the explorers of the day, such as Jacques Cartier, were Canada’s first tourists (Dawson, 2004), but most agree the major developments in Canada’s tourism industry followed milestones in the transportation sector: by rail, by car, and eventually, in the skies.

Railway Travel: The Ties That Bind

The dawn of the railway age in Canada came midway through the 19th century. The first railway was launched in 1836 (Library and Archives Canada, n.d.), and by the onset of World War I in 1914, four railways dominated the Canadian landscape: Canadian Pacific Railway (CPR), Canadian Northern Railway (CNOR), the Grand Trunk Railway (GTR), and the Grand Trunk Pacific (GTP). Unfortunately, their rapid expansion soon brought the last three into near bankruptcy (Library and Archives Canada, n.d.).

In 1923, these three rail companies were amalgamated into the Canadian National Railway (CNR), and together with the CPR, these trans-continentals dominated the Canadian travel landscape until other forms of transportation became more popular. In 1978, with declining interest in rail travel, the CPR and CNR were forced to combine their passenger services to form VIA Rail (Library and Archives Canada, n.d.).

The Rise of the Automobile

The rising popularity of car travel was partially to blame for the decline in rail travel, although it took time to develop. When the first cross-country road trip took place in 1912, there were only 16 kilometres of paved road across Canada (MacEachern, 2012). Cars were initially considered a nuisance, and the National Parks Branch banned entry to automobiles, but later slowly began to embrace them. By the 1930s, some parks, such as Cape Breton Highlands National Park, were actually created to provide visitors with scenic drives (MacEachern, 2012).

It would take decades before a coast-to-coast highway was created, with the Trans-Canada Highway officially opening in Revelstoke in 1962. When it was fully completed in 1970, it was the longest national highway in the world, spanning one-fifth of the globe (MacEachern, 2012).

Early Tourism Promotion

As early as 1892, enterprising Canadians like the Brewsters became the country’s first tour operators, leading guests through areas such as Banff National Park (Brewster Travel Canada, 2014). Communities across Canada developed their own marketing strategies as transportation development took hold. For instance, the town of Maisonneuve in Quebec launched a campaign from 1907 to 1915 calling itself “Le Pittsburg du Canada.” And by 1935 Quebec was spending $250,000 promoting tourism, with Ontario, New Brunswick, and Nova Scotia also enjoying established provincial tourism bureaus (Dawson, 2004).

National Airlines

Our national airline, Air Canada, was formed in 1937 as Trans-Canada Air Lines. In many ways, Air Canada was a world leader in passenger aviation, introducing the world’s first computerized reservations system in 1963 ( Globe and Mail , 2014). Through the 1950s and 1960s, reduced airfares saw increased mass travel. Competitors including Canadian Pacific (which became Canadian Airlines in 1987) began to launch international flights during this time to Australia, Japan, and South America ( Canadian Geographic, 2000). By 2000, Air Canada was facing financial peril and forced to restructure. A numbered company, owned in part by Air Canada, purchased 82% of Canadian Airline’s shares, with the result of Air Canada becoming the country’s only national airline ( Canadian Geographic, 2000).

Parks and Protected Areas

A look at the evolution of tourism in Canada would be incomplete without a quick study of our national parks and protected areas. The official conserving of our natural spaces began around the same time as the railway boom, and in 1885 Banff was established as Canada’s first national park. By 1911, the Dominion Forest Reserves and Parks Act created the Dominion Parks Branch, the first of its kind in the world (Shoalts, 2011).

The systemic conservation and celebration of Canada’s parks over the next century would help shape Canada’s identity, both at home and abroad. Through the 1930s, conservation officers and interpreters were hired to enhance visitor experiences. By 1970, the National Park System Plan divided Canada into 39 regions, with the goal of preserving each distinct ecosystem for future generations. In 1987, the country’s first national marine park was established in Ontario, and in the 20 years that followed, 10 new national parks and marine conservation areas were created (Shoalts, 2011).

The role of parks and protected areas in tourism is explored in greater detail in Chapter 5 (recreation) and Chapter 10 (environmental stewardship).

Global Shock and Industry Decline

As with the global industry, Canada’s tourism industry was impacted by world events such as the Great Depression and the World Wars.

More recently, global events such as 9/11, the SARS outbreak, and the war in Iraq took their toll on tourism receipts. Worldwide arrivals to Canada dropped 1% to 694 million in 2003, after three years of stagnant growth. In 2005, spending reached $61.4 billion with domestic travel accounting for 71% (Government of Canada, 2006).

Tourism in Canada Today

In 2011, tourism created $78.8 billion in total economic activity and 603,400 jobs. Tourism accounted for more of Canada’s gross domestic product (GDP) than agriculture, forestry, and fisheries combined (Tourism Industry Association of Canada, 2014).

Spotlight On: The Tourism Industry Association of Canada (TIAC)

Founded in 1930 and based in Ottawa, the Tourism Industry Association of Canada (TIAC) is the national private-sector advocate for the industry. Its goal is to support policies and programs that help the industry grow, while representing over 400 members including airports, concert halls, festivals and events, travel services providers, and businesses of all sizes. For more information, visit the Tourism Industry Association of Canada’s website : http://tiac.travel/About.html

Unfortunately, while overall receipts from tourism appear healthy, and globally the industry is growing, according to a recent report, Canada’s historic reliance on the US market (which traditionally accounts for 75% of our market) is troubling. Because three out of every four international visitors to Canada originates in the United States, the 55% decline in that market since 2000 is being very strongly felt here. Many feel the decline in American visitors to Canada can be attributed to tighter passport and border regulations, the economic downturn (including the 2008 global economic crisis), and a stronger Canadian dollar (TIAC, 2014).

Despite disappointing numbers from the United States, Canada continues to see strong visitation from the United Kingdom, France, Germany, Australia, and China. In 2011, we welcomed 3,180,262 tourists from our top 15 inbound countries (excluding the United States). Canadians travelling domestically accounted for 80% of tourism revenues in the country, and TIAC suggested that a focus on rebounding US visitation would help grow the industry (TIAC, 2014).

Spotlight On: The Canadian Tourism Commission

Housed in Vancouver, Destination Canada , previously the Canadian Tourism Commission (CTC), is responsible for promoting Canada in several foreign markets: Australia, Brazil, China, France, Germany, India, Japan, Mexico, South Korea, the United Kingdom, and the United States. It works with private companies, travel services providers, meeting professionals, and government organizations to help leverage Canada’s tourism brand,  Canada. Keep Exploring . It also conducts research and has a significant image library (Canadian Tourism Commission, 2014). For more information, visit  Destination Canada website : http://en.destinationcanada.com/about-ctc.

As organizations like TIAC work to confront barriers to travel, the Canadian Tourism Commission (CTC) is active abroad, encouraging more visitors to explore our country. In Chapter 8, we’ll delve more into the challenges and triumphs of selling tourism at home and abroad.

The great news for British Columbia is that once in Canada, most international visitors tend to remain in the province they landed in, and BC is one of three provinces that receives the bulk of this traffic (TIAC, 2012). In fact, BC’s tourism industry is one of the healthiest in Canada today. Let’s have a look at how our provincial industry was established and where it stands now.

British Columbia Overview

Origins of tourism in bc.

As with the history of tourism in Canada, it’s often stated that the first tourists to BC were explorers. In 1778, Captain James Cook touched down on Vancouver Island, followed by James Douglas in 1842, a British agent who had been sent to find new headquarters for the Hudson’s Bay Company, ultimately choosing Victoria. Through the 1860s, BC’s gold rush attracted prospectors from around the world, with towns and economies springing up along the trail (PricewaterhouseCoopers, 2009).

Railway Travel: Full Steam Ahead!

The development of BC’s tourism industry began in earnest in the late 1800s when the CPR built accommodation properties along itsnewly completed trans-Canada route, capturing revenues from overnight stays to help alleviate their increasing corporate debt. Following the 1886 construction of small lodges at stops in Field, Rogers Pass, and Fraser Canyon, the CPR opened the Hotel Vancouver in May 1887 (Dawson, 2004).

As opposed to Atlantic Canada, where tourism promotion centred around attracting hunters and fishermen for a temporary infusion of cash, in British Columbia tourism was seen as a way to lure farmers and settlers to stay in the new province. Industry associations began to form quickly: the Tourist Association of Victoria (TAV) in February 1902, and the Vancouver Tourist Association in June of the same year (Dawson, 2004).

Many of the campaigns struck by these and other organizations between 1890 and 1930 centred on the province’s natural assets, as people sought to escape modern convenience and enjoy the environment. A collaborative group called the Pacific Northwest Travel Association (BC, Washington, and Oregon) promoted “The Pacific Northwest: The World’s Greatest Out of Doors,” calling BC “The Switzerland of North America.” Promotions like these seemed to have had an effect: in 1928, over 370,000 tourists visited Victoria, spending over $3.5 million (Dawson, 2004).

The Great Depression and World War II

As the world’s economy was sent into peril during the Great Depression in the 1930s, tourism was seen as an economic solution. A newly renamed Greater Victoria Publicity Bureau touted a “100 for 1” multiplier effect of tourism spending, with visitor revenues accounting for around 13.5% of BC’s income in 1930. By 1935, an organization known as the TTDA (Tourist Trade Development Association of Victoria and Vancouver Island) looked to create a more stable industry through strategies to increase visitors’ length of stay (Dawson, 2004).

In 1937, the provincial Bureau of Industrial and Tourist Development (BITD) was formed through special legislation with a goal of increasing tourist traffic. By 1938, the organization changed its name to the British Columbia Government Travel Bureau (BCGTB) and was granted a budget increase to $105,000. This was soon followed by an expansion of the BC Tourist Council designed to solicit input from across the province. And in 1939, Vancouver welcomed the King and Queen of England and celebrated the opening of the Lions Gate Bridge, activities that reportedly bolstered tourism numbers (Dawson, 2004).

The December 1941 Japanese attack on Pearl Harbor in Hawaii had negative repercussions for tourism on the Pacific Rim and was responsible for an era of decreased visitation to British Columbia, despite attempts by some to market the region as exciting. From 1939 to 1943, US visits to Vancouver (measured at the border) dropped from over 307,000 to approximately 183,600. Just two years later, however, that number jumped to 369,250, the result of campaigns like the 1943 initiative aimed at Americans that marketed BC as “comrades in war” (Dawson, 2004).

Post-War Rebound

We, with all due modesty, cannot help but claim that we are entering British Columbia’s half-century, and cannot help but observe that B.C. also stands for BOOM COUNTRY. – Phil Gagliardi, BC Minister of Highways, 1955 (Dawson, 2004, p.190)

A burst of post-war spending began in 1946, and although short-lived, was supported by steady government investment in marketing throughout the 1950s. As tourism grew in BC, however, so did competition for US dollars from Mexico, the Caribbean, and Europe. The decade that followed saw an emphasis on promoting BC’s history, its “Britishness,” and a commodification of Aboriginal culture. The BCGTB began marketing efforts to extend the travel season, encouraging travel in September, prime fishing season. It also tried to push visitors to specific areas, including the Lower Fraser Valley, the Okanagan-Fraser Canyon Loop, and the Kamloops-Cariboo region (Dawson, 2004).

In 1954, Vancouver hosted the British Empire Games, investing in the construction of Empire Stadium. A few years later, an increased emphasis on events and convention business saw the Greater Vancouver Tourist Association change its name in 1962 to the Greater Vancouver Visitors and Convention Bureau (PricewaterhouseCoopers, 2009).

The ski industry was also on the rise: in 1961, the lodge and chairlift on Tod Mountain (now Sun Peaks) opened, and Whistler followed suit five years later (PricewaterhouseCoopers, 2009). Ski partners became pioneers of collaborative marketing in the province with the foundation of the Ski Marketing Advisory Committee (SMAC) supported by Tod Mountain and Big White, evolving into today’s Canada’s West Ski Area Association (Magnes, 2010). This pioneer spirit was evident across the ski sector: the entire sport of heliskiing was invented by Hans Gosmer of BC’s Canadian Mountain Holidays, and today the province holds 90% of the world’s heliskiing market share (McLeish, 2014).

The concept of collaboration extended throughout the province as innovative funding structures saw the cost of marketing programs shared between government and industry in BC. These programs were distributed through regional channels (originally eight regions in the province), and considered “the most constructive and forward looking plan of its kind in Canada” (Dawson 2004, p.194).

Tourism in BC continued to grow through the 1970s. In 1971, the Hotel Room Tax Act was introduced, allowing for a 5% tax to be collected on room nights with the funds collected to be put toward marketing and development. By 1978, construction had begun on Whistler Village, with Blackcomb Mountain opening two years later (PricewaterhouseCoopers, 2009). Funding programs in the late 1970s and early 1980s such as the Canada BC Tourism Agreement (CBCTA) and Travel Industry Development Subsidiary Agreement (TIDSA) allowed communities to invest in projects that would make them more attractive tourism destinations. In the mountain community of Kimberley, for instance, the following improvements were implemented through a $3.1 million forgivable loan: a new road to the ski resort, a covered tennis court, a mountain lodge, an alpine slide, and nine more holes for the golf course (e-Know, 2011).

Around the same time, the “Super, Natural British Columbia” brand was introduced, and a formal bid was approved for Vancouver to host a fair then known as Transpo 86 (later Expo 86). Tourism in the province was about to truly take off.

Expo 86 and Beyond

By the time the world fair Expo 86 came to a close in October 1986, it had played host to 20,111,578 guests. Infrastructure developments, including rapid rail, airport improvements, a new trade and convention centre at Canada Place (with a cruise ship terminal), and hotel construction, had positioned the city and the province for further growth (PricewaterhouseCooopers, 2009). The construction and opening of the Coquihalla Highway through to 1990 enhanced the travel experience and reduced travel times to vast sections of the province (Magnes, 2010).

Take a Closer Look: The Value of Tourism

Tourism Vancouver Island, with the support of many partners, has created a website that directly addresses the value of tourism in the region. The site looks at the economics of tourism, social benefits of tourism, and a “what’s your role?” feature that helps users understand where they fit in. Explore the Tourism Vancouver Island website : http://valueoftourism.ca/.

By 2000, Vancouver International Airport (YVR) was named number one in the world by the International Air Transport Association’s survey of international passengers. Five years later, the airport welcomed a record 16.4 million passengers (PricewaterhouseCoopers, 2009).

Going for Gold

In 2003, the International Olympic Committee named Vancouver/Whistler as the host city for the 2010 Olympic and Paralympic Winter Games. Infrastructure development followed, including the expansion of the Sea-to-Sky Highway, the creation of Vancouver Convention Centre West, and the construction of the Canada Line, a rapid transport line connecting the airport with the city’s downtown.

As BC prepared to host the Games, its international reputation continued to grow. Vancouver was voted “Best City in the Americas” by Condé Nast Traveller magazine three years in a row. Kelowna was named “Best Canadian Golf City” by Canada’s largest golf magazine, and BC was named the “Best Golf Destination in North America” by the International Association of Golf Tour Operators. Kamloops, known as Canada’s Tournament City, hosted over 100 sports tournaments that same year, and nearby Sun Peaks Resort was named the “Best Family Resort in North America” by the Great Skiing and Snowboarding Guide in 2008 (PricewaterhouseCoopers, 2009).

By the time the Vancouver 2010 Olympic and Paralympic Games took place, over 80 participating countries, 6,000 athletes, and 3 billion viewers put British Columbia on centre stage.

Spotlight On: Destination British Columbia

Destination BC is a Crown corporation founded in November 2012 by the Government of British Columbia. Its mandate includes marketing the province as a tourist destination (at home and around the world), promoting the development and growth of the industry, providing advice and recommendations to the tourism minister on related matters, and enhancing public awareness of tourism and its economic value to British Columbia (Province of British Columbia, 2013b).

Tourism in BC Today

Building on the momentum generated by hosting the 2010 Winter Olympic Games, tourism in BC remains big business. In 2012, the industry generated $13.5 billion in revenue.

The provincial industry is made up of over 18,000 businesses, the majority of which are SMEs (small to medium enterprises), and together they employ approximately 127,300 people (Tourism Industry Association of BC, 2014). It may surprise you to learn that in British Columbia, tourism provides more jobs than high tech, oil and gas, mining, and forestry (Porges, 2014).

Spotlight On: The Tourism Industry Association of BC

Founded in 1993 as the Council of Tourism Associations, today the Tourism Industry Association of BC (TIABC) is a not-for-profit trade association comprising members from private sector tourism businesses, industry associations, and destination marketing organizations (DMOs). Its goal is to ensure the best working environment for a competitive tourism industry. It hosts industry networking events and engages in advocacy efforts as “the voice of the BC tourism industry.” Students are encouraged to join TIABC to take advantage of their connections and receive a discount at numerous industry events. For more information, visit the Tourism Industry Association of BC’s website : http://www.tiabc.ca/student-membership

One of the challenges for BC’s tourism industry, it has long been argued, is fragmentation. Back in September 1933, an article in the Victoria Daily Times argued for more coordination across organizations in order to capitalize on what they saw as Canada’s “largest dividend payer” (Dawson, 2004). Today, more than 80 years later, you will often hear BC tourism professionals say the same thing.

On the other hand, some experts believe that the industry is simply a model of diversity, acknowledging that tourism is a compilation of a multitude of businesses, services, organizations, and communities. They see the ways in which these components are working together toward success, rather than focusing on friction between the groups.

Many communities are placing a renewed focus on educating the general public and other businesses about the value of tourism and the ways in which stakeholders work together. The following case study highlights this in more detail:

Take a Closer Look: Tourism Pays in Richmond, BC

The community of Richmond, BC, brings to life the far-reaching positive economic effects of tourism in action. Watch the short video called “Tourism Pays” to see what we mean!: http://vimeo.com/31624689

Throughout the rest of this textbook, you’ll have a chance to learn more about the history and current outlook for tourism in BC, with in-depth coverage of some of the triumphs and challenges we’ve faced as an industry. You will also learn about the Canadian and global contexts of the tourism industry’s development.

As we’ve seen in this chapter, tourism is a complex set of industries including accommodation, recreation and entertainment, food and beverage services, transportation, and travel services. It encompasses domestic, inbound, and outbound travel for business, leisure, or other purposes. And because of this large scope, tourism development requires participation from all walks of life, including private business, governmental agencies, educational institutions, communities, and citizens.

Recognizing the diverse nature of the industry and the significant contributions tourism makes toward economic and social value for British Columbians is important. There remains a great deal of work to better educate members of the tourism industry, other sectors, and the public about the ways tourism contributes to our province.

Given this opportunity for greater awareness, it is hoped that students like you will help share this information as you learn more about the sector. So let’s begin our exploration in Chapter 2 with a closer look at a critical sector: transportation.

• British Columbia Government Travel Bureau ( BCGTB) : the first recognized provincial government organization responsible for the tourism marketing of British Columbia
• Canadian Pacific Railway (CPR) : a national railway company widely regarded as establishing tourism in Canada and BC in the late 1800s and early 1900s
• Destination BC: the provincial destination marketing organization (DMO) responsible for tourism marketing and development in BC, formerly known as Tourism BC
• Destination Canada: the national government Crown corporation responsible for marketing Canada abroad, formerly known as the Canadian Tourism Commission (CTC)
• Destination marketing organization (DMO):  also known as a destination management organization; includes national tourism boards, state/provincial tourism offices, and community convention and visitor bureaus
• Diversity: a term used by some in the industry to describe the makeup of the industry in a positive way; acknowledging that tourism is a diverse compilation of a multitude of businesses, services, organizations, and communities
• Fragmentation: a phenomenon observed by some industry insiders whereby the tourism industry is unable to work together toward common marketing and lobbying (policy-setting) objectives
• Hospitality:  the accommodations and food and beverage industry groupings
• North American Industry Classification System (NAICS) : a way to group tourism activities based on similarities in business practices, primarily used for statistical analysis
• Tourism:  the business of attracting and serving the needs of people travelling and staying outside their home communities for business and pleasure
• Tourism Industry Association of BC ( TIABC) : a membership-based advocacy group formerly known as the Council of Tourism Associations of BC (COTA)
• Tourism Industry Association of Canada (TIAC): the national industry advocacy group
• Tourist:  someone who travels at least 80 kilometres from his or her home for at least 24 hours, for business or pleasure or other reasons; can be further classified as domestic, inbound, or outbound
• United Nations World Tourism Organization (UNWTO) : UN agency responsible for promoting responsible, sustainable, and universally accessible tourism worldwide
• List the three types of tourist and provide an example of each.
• What is the UNWTO? Visit its website, and name one recent project or study the organization has undertaken.
• List the five industry groups according to the North American Industry Classification System (NAICS). Using your  understanding of tourism as an industry, create your own definition and classification of tourism. What did you add? What did you take out? Why?
• In 2011, how much money was generated by tourism worldwide? What percentage of this money was collected in Europe? Where was the least amount of money collected?
• According to UNEP, what are the four types of negative environmental tourism impact? For each of these, list an example in your own community.
• What major transportation developments gave rise to the tourism industry in Canada?
• Historically, what percentage of international visitors to Canada are from the United States? Why is this an important issue today?
• Name three key events in the history of BC tourism that resonate with you. Why do you find these events of interest?
• Watch the video in the “Take a Closer Look” feature on Richmond. Now think about the value of tourism in your community. How might this be communicated to local residents? List two ways you will contribute to communicating the value of tourism this semester. 
• Choose one article or document from the reference list below and read it in detail. Report back to the class about what you’ve learned.

Case Study: Tourism – Canada’s Surprise Blind Spot

In a 2014 episode of the Voice of Canadian Business , the Canadian Chamber of Commerce’s podcast, host Mary Anne Carter sat down with Greg Klassen, the CTC’s president and CEO, and Michele Saran, executive director of Business Events Canada. Their discussion highlighted the reasons Canada is struggling to remain competitive within the sector, and underscores the role and impact Canada’s tourism industry has on the economy.Listen to the 14-minute podcast on tourism in Canada and answer the following questions: www.chamber.ca/media/pictures-videos/140407-podcast-tourism/

• Why are governments around the world starting to invest in tourism infrastructure? What does this mean for the competitive environment for Canada’s tourism product?
• How do we compare to the United States as a destination for business travel?
• According to Greg, why is the $200 million investment in Brand USA a “double-edged sword” for tourism in Canada? What is beneficial about this? Why does it make things more difficult?
• What is the relationship between tourism and people’s understanding of a country’s image?
• What ranking is Canada’s brand? What other industries are affected by this brand?
• Describe one activity the CTC participates in to sell Canadian tourism product abroad.
• Name two “sectors of excellence” for Canada. Why is the CTC focussing their business events sales strategies on these industries?
• What does the CTC consider to be the benefits of Vancouver hosting the 2014 and 2015 TED conferences?

Brewster Travel Canada. (2014). About Us – Brewster History . Retrieved from http://www.brewster.ca/corporate/about-brewster/brewster-history/

British Columbia Ministry of Jobs, Tourism and Skills Training . (2013a). BC Stats: Industry Classification . Retrieved from http://www.bcstats.gov.bc.ca/StatisticsBySubject/BusinessIndustry/IndustryClassification.aspx

British Columbia Ministry of Jobs, Tourism and Skills Training. (2013b). Bill 3 – 2013: Destination BC Corp Act . Retrieved from https://www.leg.bc.ca/39th5th/1st_read/gov03-1.htm

Canadian Geographic . (2000, September). Flying through time: Canadian aviation history . Retrieved from http://www.canadiangeographic.ca/magazine/so00/aviation_history.asp

Canadian Tourism Commission. (2014). About the CTC. Retrieved from http://en-corporate.canada.travel/about-ctc

Chaney, Edward. (2000). The evolution of the grand tour: Anglo-Italian cultural relations since the Renaissance . Portland OR: Routledge.

Cox & Kings. (2014). About us – History. Retrieved from http://www.coxandkings.co.uk/aboutus-history

Dawson, Michael. (2004). Selling British Columbia: Tourism and consumer culture, 1890-1970 . Vancouver, BC: UBC Press.

Discover Hospitality. (2015). What is hospitality? Retrieved from http://discoverhospitality.com.au/what-is-hospitality/

e-Know. (2011, November). Ogilvie’s past in lock step with last 50 years of Kimberley’s history. Retrieved from www.e-know.ca/news/ogilvie’s-past-in-lock-step-with-last-50-years-of-kimberley’s-history/

Expedia, Inc. (2013). Expedia: Annual report 2013. [PDF] Retrieved from http://files.shareholder.com/downloads/EXPE/3546131959x0x750253/48AF365A-F894-4E9C-8F4A-8AB11FEE8D2A/EXPE_2013_Annual_Report.PDF

Flightglobal. (2002). Sixty years of the jet age. Retrieved from http://www.flightglobal.com/features/jet-age/

Globe and Mail, The. (2014, March 28). Ten things you don’t know about Air Canada. Retrieved from http://www.theglobeandmail.com/life/travel/travel-news/10-things-you-likely-dont-know-about-air-canada/article17725796/?page=all

Government of Canada. (2006). Building a national tourism strategy. [PDF] Retrieved from https://www.ic.gc.ca/eic/site/034.nsf/vwapj/tourism_e.pdf/$FILE/tourism_e.pdf

Government of Canada. (2013, July 5). Appendix E: Tourism industries in the human resource module . Retrieved from http://www.statcan.gc.ca/pub/13-604-m/2013072/appe-anne-eng.htm

Griffiths, Ralph, Griffiths, G. E. (1772). Pennant’s tour in Scotland in 1769. The Monthly Review; or, Literary Journal XLVI : 150 . Retrieved from Google Books . 

Gyr, Ueli. (2010, December 3). The history of tourism: Structures on the path to modernity. European History Online (EHO). Retrieved from http://ieg-ego.eu/en/threads/europe-on-the-road/the-history-of-tourism

Latin definition for hospes, hospitis. (2014).In Latdict – Latin Dictionary and Grammar Resources .  Retrieved from http://www.latin-dictionary.net/definition/22344/hospes-hospitis

Library and Archives Canada. (n.d.). Ties that bind: Essay.   A brief history of railways in Canada.  Retrieved from http://www.collectionscanada.gc.ca/trains/021006-1000-e.html

LinkBC. (2008). Transforming communities through tourism: A handbook for community tourism champions. [PDF] Retrieved from http://linkbc.ca/siteFiles/85/files/TCTT.pdf

MacEachern, A. (2012, August 17). Goin’ down the road: The story of the first cross-Canada car trip. The Globe and Mail . Retrieved from http://www.theglobeandmail.com/news/national/goin-down-the-road-the-story-of-the-first-cross-canada-car-trip/article4487425/

McLeish. (2014, July 23). History of heliskiing in Canada. Retrieved from www.lastfrontierheli.com/news/1607/history-of-heliskiing-in-canada/

Magnes, W. (2010, May 26). The evolution of British Columbia’s tourism regions: 1970-2010 [PDF] . Retrieved from http://linkbc.ca/siteFiles/85/files/LinkBCMagnesPaper2011.pdf

Porges, R. (2014, September). Tell me something I don’t know: Promoting the value of tourism. Tourism Drives the Provincial Economy . Presentation hosted by the Tourism Industry Association of BC, Vancouver, BC.

PricewaterhouseCooopers, LLC. (2009). Opportunity BC 2020: Tourism sector. [PDF] Prepared for the BC Business Council. Retrieved from http://www.bcbc.com/content/558/2020_200910_Mansfield_Tourism.pdf

Shoalts, A. (2011, April). How our national parks evolved: From Grey Owl to Chrétien and beyond, 100 years of Parks Canada.   Canadian Geographic . Retrieved from http://www.canadiangeographic.ca/magazine/apr11/national_parks_evolution.asp

Theobald, William F. (1998).  Global Tourism (2nd ed.). Oxford, England: Butterworth–Heinemann, pp. 6-7.

Thomas Cook Group of Companies. (2014). Thomas Cook history. Retrieved from http://www.thomascook.com/thomas-cook-history/

Tourism Industry Association of BC. (2014). Value of tourism toolkit: Why focus on the value of tourism?  Retrieved from http://www.tiabc.ca/value-of-tourism-toolkit

Tourism Industry Association of Canada. (2014, October 14). Travel industry poised to boost Canadian exports: US market and border efficiencies central to growth potential . Retrieved from http://tiac.travel/cgi/page.cgi/_zine.html/TopStories/Travel_Industry_Poised_to_Boost_Canadian_Exports_US_Market_and_Border_Efficiencies_Central_to_Growth_Potential

Tourism Industry Association of Canada, HLT Advisory. (2012). The Canadian tourism industry: A special report [PDF] . Retrieved from http://www.hlta.ca/reports/The_Canadian_Tourism_Industry_-_A_Special_Report_Web_Optimized_.pdf

United Nations and World Tourism Organization. (1995). Recommendations on tourism statistics. [PDF] Retrieved from http://unstats.un.org/unsd/newsletter/unsd_workshops/tourism/st_esa_stat_ser_M_83.pdf

United Nations Environment Programme. (2003a). Negatives Socio-cultural impacts from tourism . Retrieved from http://www.unep.org/resourceefficiency/Business/SectoralActivities/Tourism/FactsandFiguresaboutTourism/ImpactsofTourism/Socio-CulturalImpacts/NegativeSocio-CulturalImpactsFromTourism/tabid/78781/Default.aspx

United Nations Environment Programme. (2003b). Tourism’s three main impact areas. Retrieved from http://www.unep.org/resourceefficiency/Business/SectoralActivities/Tourism/TheTourismandEnvironmentProgramme/FactsandFiguresaboutTourism/ImpactsofTourism/EnvironmentalImpacts/TourismsThreeMainImpactAreas/tabid/78776/Default.aspx

United Nations World Tourism Organization. (2008). Understanding tourism: Basic glossary . Retrieved from http://media.unwto.org/en/content/understanding-tourism-basic-glossary

United Nations World Tourism Organization. (2012, May 7). International tourism receipts surpass US$ 1 trillion in 2011. Retrieved from http://media.unwto.org/en/press-release/2012-05-07/international-tourism-receipts-surpass-us-1-trillion-2011

United Nations World Tourism Organization. (2014a). UNWTO world tourism barometer, 12 [PDF] (1). Retrieved from http://dtxtq4w60xqpw.cloudfront.net/sites/all/files/pdf/unwto_barom14_04_august_excerpt_0.pdf

United Nations World Tourism Organization. (2014b). Who we are. Retrieved from http://www2.unwto.org/content/who-we-are-0

Attributions

Figure 1.1  Selkirk College and Nelson  by LinkBC  is used under a  CC-BY 2.0  license.

Figure 1.2   Capilano University’s Team   by LinkBC  is used under a  CC-BY 2.0  license.

Figure 1.3   Vancouver Island University   by LinkBC  is used under a  CC-BY 2.0  license.

Figure 1.4  Canadian Pacific 4-4-0 A-2-m No 136  by  Peter Broster  is used under a  CC-BY 2.0  license.

Figure 1.5   Vancouver Island University   by LinkBC  is used under a  CC-BY 2.0  license.

Figure 1.6   Switzerland vs. Canada   by s.yume  is used under a  CC-BY 2.0  license.

Figure 1.7   CTC’s Boardroom   by LinkBC  is used under a  CC-BY 2.0  license.

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

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Hospitality Experience: An Introduction to Hospitality Management

Journal of Tourism Futures

ISSN : 2055-5911

Article publication date: 16 March 2015

• Hospitality management
• Service quality
• Guest experience
• Service stylesHospitality Experience: an Introduction to Hospitality Management

Lashley, C. (2015), "Hospitality Experience: An Introduction to Hospitality Management", Journal of Tourism Futures , Vol. 1 No. 2, pp. 160-161. https://doi.org/10.1108/JTF-12-2014-0008

Emerald Group Publishing Limited

Copyright © 2015, Conrad Lashley

This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial & non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Frans Melissen, Jean‐Pierre van der Rest, Stan Jospehi and Rob Blomme, Noordhoff Uitgevers bv Groningen/Houten 2014,

Keywords: Hospitality management, Tourism, Leadership, Service quality, Guest experience, Service styles

This is a first rate introductory text to hospitality, and the management of hospitality experiences. Indeed it is, in my view, the best book to be published aimed at providing an introduction to the sector and the management issues relevant to it. The content of the book is well informed and informing. It is academic in tone and thought, yet presented in a way that never looses sight of the needs of its target readership. This review first comments on the overall layout and presentation of the book, and then goes on to explore the contents of the text.

The layout of each chapter is interesting and visually engaging – appropriate as an introductory text. Key points opposite sections of text aid easy discovery, lists of sections in each chapter, a brief overview of each chapter, helpful diagrams and pictures where appropriate, case studies give concrete examples, and a chapter summary, all aid student comprehension. The “Food for thought” sections, concluding each chapter, assist with revision and review, as do the suggestions for discussion/presentation topics that both students and lecturers can employ. Most importantly, this edited text is delivered in a clear and consistent style appropriate for an introductory level.

The concept of hospitality and hospitableness is well handled. It addresses the contemporary debates that hospitality is used as a word to describe a variety of sectors initially motivated by a public relations need to cloud over the commercial nature of hotels, restaurants, and bars. That said, it is a little vague about the nature of genuine hospitality and the potential array of motives for offering hospitality to others. This really has to be at the heart of an understanding of hospitality experiences and the recruitment, retention, and rewarding of those who create the guest experiences that are the foundation of any competitive advantage. This aside, I particularly like the anonymous quote (p. 12) that says, “Hospitality is about making your guests feel at home, even though you wish they were.”

Adding value to the customer experience introduces some useful insights into the basic concepts associated with service presentation and delivery. It is a worthy introduction for students in that it helps to develop an understanding of some of the difficulties associated with defining the nature of the guest experience that are essentially intangible, and dependent on a “unique” encounter for each guest. A potential flaw in this chapter is that it tends to consider all host/guest as uniform when the occasions that guest use any one facility may change their expectations and assessment of what has been successful or not.

The chapter describing the hospitality experience is first rate and comprehensive in that it explores the delivery of host/guest experiences that extend beyond obvious sectors where provision of accommodation and/or food and/or drink is the primary business activity. The definition of the sector needs also to consider some of the small firm providers operating bed and breakfast accommodation, or a guest house, where the domestic and commercial aspects of hospitality and hospitableness overlap. Also, we must not forget that there are considerable career opportunities for graduates in sectors such as, industrial catering, school meals services, and hospital catering; to name but a few.

The chapter recognizes hospitality as a metaphor for receiving people into non‐hospitality industry spaces. Table 4.1 provides a really good example of the extensiveness of the application of the guest/host metaphor. One shortcoming is that it misses hospitality where it is secondary activity in the public sector and the workplace. Perhaps it needs an appreciation of the metaphor being essentially about hosts welcoming guest into their space; whatever that might be?

The future of hospitality needs to be considered both in the immediate and in its metaphorical setting. The immediate industry has been undergoing a worldwide trend of McDonaldization, whereby, labor cost reduction through the increased use of technology, decreasing service levels, and increasing customer self‐service are applied across all sectors of the immediate hospitality industry. More recently, however, here have been some adverse customer reactions to this trend that has resulted in some organizations returning to service personalization as a way of gaining competitive advantage. On the more metaphorical level, it is debatable whether the wider application of hospitality experiences as a service strategy will survive beyond the life of a short‐term fad. It is highly likely, in my view, to be yet another “flash in panaceas” – a good idea, suggesting some genuine benefits but which will not survive short‐termism and the pre‐dominant drive for profit.

Designing the guest experience is interesting and comprehensive in content. I particularly like the section on segmentation because it does touch base with differentiation formats and dimensions. It might perhaps have provided a few more concrete examples of occasionality segmentation so as to reinforce what is a powerful concept for hospitality management teams, and their definitions of the customer experiences.

Service quality management is a key issue for all those being developed to work as managers in the sector. This chapter sets out a valuable introduction to the issues and is appropriate for the students at an introductory level. It could be a little more analytical about the difficulties facing managers in a context where the guest encounter is intangible, though also involving tangible physical items such as room decor, food and drink quality, and facilities function. While the tangibles can be subject to tight specifications, the intangibles present some genuine difficulties. At root there has to be an active concern by business owners to operate with accountabilities that actively audit customer satisfaction/dissatisfaction.

Competencies and leadership, interesting chapter well written and provides a nice discussion of different theories of leadership and the variety of models to explain leadership styles and approaches. That said, the chapter does not make much of the potential overlap between management fit with service styles. The nature of the guest encounter requires different performance from employees and thereby differences in the style that best fits with the management of staff. For example, the uniformity required of McDonalds Restaurants allows less scope for participative management than in a more relationship dependent service offer, say as in a Sheraton hotel.

While the forgoing has made some critical comments, these do not detract from my overall assessment that this is a first‐rate book, well written, and presented in a manner that is highly appropriate as an introductory text.

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Hospitality Experience: An Introduction to Hospitality Management

2015, Journal of Tourism Futures

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70 Hospitality Management Essay Topic Ideas & Examples

🏆 best hospitality management topic ideas & essay examples, ⭐ good essay topics on hospitality management, 🥇 interesting topics to write about hospitality management.

• Recruitment and Selection in Hospitality Management The process involves reviewing the job and needs for the job identifies the existing gaps in the organization and the need for them to fill.
• Facilities Management Concept in the Hospitality Sector Imperatively, managers and stakeholders in the hospitality sector need to engage in initiatives that improve the general outlook of the establishments and augment the overall experiences of clients. We will write a custom essay specifically for you by our professional experts 808 writers online Learn More
• Strategic Management in Hospitality Essay The mission will explain the role that the industry is likely to play in the market. Through this, the company believes that it will be able to achieve what it wants to be in the […]
• Total Quality Management in the Hospitality Industry TQM can be lucratively implemented in management of hotels by first recognizing customers as the most essential component of a transaction. The thriving realization of TQM in an organization by an executive can be evaluated […]
• Property Management Systems in Hospitality Industry The overall structure of a hotel determines the management’s capability, the integration of technology in management of the hotel and the distribution of data in the hotel.
• Hospitality Management: Food & Beverage Service The art of catering goes beyond providing food and beverages and extends to the ambience of the eating place and the quality of service received.
• Strategic HR Management in the Hospitality Industry Strategic Human Resource Management, on the other hand, is the systematic implementation of processes and activities to formulate policies that will govern the administration of workers in a firm.
• The Role of Capacity Management in Hospitality With this in mind, the essay seeks to address the question of whether the role of capacity management in hospitality is to match supply with demand or to match demand with supply.
• Personal Development in Hospitality Management Most employers in the hospitality sector feel that several skills in the sector should have been taught in the academic institutions at undergraduate levels and that there is an immediate need for hospitality education to […]
• Leadership Management in the Hospitality Industry And the last principle was that management should cooperate with workers in sharing work whereby managers ought to use scientific principles in management to come up with tasks to be performed by workers.
• The Hospitality Industry Strategic Human Resource Management The objective of the assignment is to explore the challenges facing the hospitality industry as well as how the HR officials can overcome the challenges.
• The Remarkable Service’ Principle in Hospitality Management It is the role of the management to ensure that the quality of services is maintained within their organisations. The reason is that they would be encouraged to return to the hotel in the future.
• Hospitality Operations and Revenue Management They engaged the services of a professional chef and managing director, in addition, to constituting a professional board of directors to steer the affairs of the business.
• Contemporary Tourism and Hospitality Management I have always enjoyed visiting other countries, and Europe remains one of my favorite destinations since I see it as a small corner of the planet connecting a great variety of cultures.
• Talent Management in the Hospitality Sector Whelan and Carcary suggest that the concept of talent and knowledge are related and, in turn, knowledge management can benefit from the principles of talent management. Consequently, knowledge loss is likely to result in a […]
• Hospitality Management: Term Definition This implies that companies need to have a direction against which they are moving and it is the task of the management operations function to ensure this occurs.
• Sustainable Hospitality Management The paper will clear some concepts of Hospitality Management and Sustainable Hospitality Management, Assessment of Operational Efficiency of Hospitality Organizations, Critical analysis of Hospitality Parameters, Critical evaluation of Principles and Procedures Involved in Environmental Management […]
• Hospitality Management: Trends and Issues However, from a systems perspective, and in the broadest and most realistic terms, the consumption process includes more than the actual use of goods and services and the activities of household consumers.
• Service 2020: Hospitality and Tourism Management Technology will change the view of service management and customer relations. This end of the market will be driven by technology, performance, and design.
• Swissotel Sydney Hotel’s Revenue and Hospitality Management The paper analyzes the extant academic literature on revenue and hospitality management in order to develop five tactics that can be used by a revenue manager of Swissotel Sydney for improving the company’s bottom line. […]
• Hospitality Management Education and Career Moreover, the relation between the claim and the evidence Valachis introduces in his article is not strengthened; one can notice that the evidence is not integrated with the author’s own ideas, so, the use of […]
• Miami Hospitality Industry: Marketing and Management The hospitality industry in this country has been expanding due to the increasing number of tourists coming to the region. The second factor is the strategy that the firm will use in this highly competitive […]
• Hospitality Management: Arabian Desert Resort In addition, it is the role of the sales manager to improve the facilities, maintain awareness of factors, which affect the hotel, and to gain a deeper perceptive of the needs and feelings of the […]
• Hospitality Strategic Management and Marketing The school puts an underscore on the importance of an entity with regard to the context in which the entity operates.asserts that the environment is essential as it is referred to while testing the viability […]
• Hospitality Quality Management The standards in hotel management that could be established include the standards related to house-keeping of the hotel.”The main responsibilities of the house-keeping department lie in the need to ‘provide clean and serviced bedrooms on […]
• Hospitality Management: Hotel Beau Rivage Weggis, Switzerland In the report below, the writer has endeavoured to use placement experience gained while at the Hotel Beau Rivage Weggis, classroom knowledge, and available literature related to management practices in the hotel and hospitality industry.
• Human Resource Management: Tourism and Hospitality Industry To recognise the variety both of the diversity of sub-industries and kinds of careers the tourism and hospitality sector in Australia is likely to create, this paper cannot take into account all of these elements […]
• HR Management in the Hospitality: Recruitment Process The head of the IT department should also be in a position to provide growth strategies to general management, provide expertise in the field of technology for the benefit of the company, particularly for business […]
• Hospitality Management: Aramark and NAMA Aramark is widely recognized as a multinational corporation that partners with companies and institutions in meeting the daily basic needs of their employees and customers.
• Marriott International Hospitality Company Management The supply chain adopted in the United Kingdom is slightly different with the structure that the company adopts in other nations; in the United states, the focus is mostly on domestic suppliers while the international […]
• The Key Skills Needed for a Graduate Career in The Hospitality Industry
• The Mediating Role of Organizational Citizenship Behavior in the Hospitality Industry
• The Policies Implemented in Hospitality Industry
• The Impact of Generation Y and Z on The Hospitality Industry
• Hospitality Management in Food and Beverage Industry
• Tourism and Hospitality Management: Starbucks
• Data Analysis for Hospitality Management
• Business Relationships in Hospitality Management
• Hospitality Management Information System
• Differences and Similarities Between Hospitality and Hospitality Management
• Financial Ratios From Income Statements From Hospitality Management
• Hospitality Management Performance PFP Means
• Generating Grounded Theory for Tourism and Hospitality Management
• Hospitality Management: Ancient Times to the Present
• Correlations of Hospitality Management and Business Risk
• Hospitality Management: Conflict Management in a Restaurant
• Hotel and Hospitality Management: Chinese Resort Hotel Industry
• Integrating CSR With Hospitality Management Programmes in Higher Education
• Hospitality Management: Service Innovation Analysis
• International Hospitality Management and Leadership Education Overview
• The Relationships Between International Tourism and Hospitality Management
• Factors Affecting the Growth of the Hospitality and Tourism Industry
• Marketing for Tourism and Hospitality Management
• Social and Cultural Perspective in Hospitality Management
• Tourism and Hospitality Management in Bangladesh
• Hospitality Operations and Management Analysis
• Crisis Management and the Most Important Factors in the Hospitality Industry
• Collaboration, Management Contract, and Franchising in the Hospitality and Tourism Industry
• The Relationships Between Hospitality Services Management and Satisfactory Services
• Current and Future Trends in Hospitality and Management
• Emotional Intelligence and Tacit Knowledge Management in Hospitality
• Facility and Risk Management: Hospitality Operation
• Global Hospitality Industry and Human Resource Management
• Similarities of Hospitality and Tourism Management
• Hospitality Crisis Management Practices
• Human Resources Management Issues in Hospitality & Tourism Industry
• International Hotel Management: Hospitality and Leisure
• Leadership and Management Style in Hospitality Industry
• Management Methods and Concepts for Building Competitive Advantage in Hospitality Companies
• Managing Across Cultures Hospitality and Tourism Management
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