Tourism Research Methodologies

After two years of engaging deeply with the subject, I'm thrilled to finally publish a study that I hope will make tourism businesses pause and re-evaluate their response to climate change! "Future-Proofing Tourism" - published as a collaboration among Regenerative Travel, Aurora Collective and Climate Conscious Travel - offers actionable insights and strategies on climate adaptation and community resilience for travel businesses, as well as key recommendations for DMOs and policymakers. 👉 It’s abundantly clear by now that the tourism sector is highly vulnerable to climate impacts. This year again, we've seen extreme weather events like floods, cyclones, droughts and heatwaves, and erratic weather patterns, disrupt tourism across the globe. 👉 As natural, cultural and community assets get impacted, tourism destinations become less appealing to travellers. Businesses need to understand the climate risks facing them, and build resilience in their supply chains, itineraries, assets and target markets. This is not just about survival, but also about unlocking new opportunities. 👉 Local communities are essential as guardians of their living culture and natural resources. They’ve contributed the least to planet-warming emissions, yet are the most vulnerable to climate impacts. A climate justice approach can enable businesses to truly centre local communities through more equitable and less extractive tourism models. 👉 Against this background, we analysed 30 case studies of tourism businesses adapting to the impacts of a warming planet. These span 6 destinations (Maldives, Kerala, Peruvian Andes, Swiss Alps, Bangkok and Amsterdam) across coastal, mountainous and urban terrains. 👉 The paper offers a climate adaptation framework and key strategies for tourism businesses of all shapes and sizes - including tour operators, hotels and community-run initiatives. These strategies will enable businesses to secure their revenue models through resilient tourism products, targeted communication approaches, and close partnerships with local communities and the wider industry. Download the report here —> https://lnkd.in/dZg6atV3 I’m deeply grateful to my co-author O'Shannon Burns for helping me turn my academic research into a valuable resource for the industry, and to Amanda Ho and her team for anchoring this white paper. My whole-hearted gratitude also to my research advisors Michaela Thompson and Richard Wetzler, as well as my fellow DCE capstonians at Harvard University for supporting this journey. And to everyone who generously shared their valuable insights and resources for this research. #climateadaptation #climatechangeandtourism #sustainabletourism #tourismadaptation #tourismwhitepaper #tourismresearch #climateresilienceintourism

Most destinations don’t have a marketing problem. They have an attention problem. If I became the Director of Marketing for a destination tomorrow, I wouldn’t tweak a few things. I’d burn the playbook and rebuild from zero. DMO marketing is too safe, too slow, too predictable, and totally out of sync with how people travel today. Before anything else, this should be number one, but it’s not even on the list. It’s an automatic. I’d start with the team. I’d learn who I’m working with, what drives them, and what they’re best at. I’d build a family culture, not a corporate one. A team that trusts each other moves like one unit. That’s the real engine behind everything else. Then I’d do this: 1️⃣ Build a storytelling machine. Most DMOs push promos, not stories. I’d build a content engine that shows real people, real flavors, real emotion. People don’t love places because of brochures. They love them because of how they feel. 2️⃣ Turn the destination into a media brand. Think like a creator, not a committee. Daily short videos, raw moments, behind the scenes. Stop whispering. Start broadcasting. 3️⃣ Own the story before OTAs do. If a traveler’s first touch is a third party, the DMO already lost. Show up first. Be louder. Be real. 4️⃣ Activate local voices. Locals beat influencers every time. Build an ambassador program. Turn locals into storytellers. 5️⃣ Invest in media libraries. Every strong destination needs content on demand. Drone shots, vertical clips, photos, emotional soundbites. Stop begging. Own it. 6️⃣ Post daily. Not weekly. Not monthly. Daily. Marketing a destination isn’t a campaign. It’s a conversation. And conversations don’t happen once a week. 7️⃣ Master platform psychology. What works on Instagram won’t work on LinkedIn. TikTok isn’t YouTube. Speak the native language of every platform. 8️⃣ Use emotion, not just strategy. Travel is a feeling. It’s desire, belonging, curiosity, status. Win hearts first, wallets second. 9️⃣ Make the data sexy. Data isn’t paperwork. It’s power. It shows trends early and makes every dollar hit harder. You can’t grow what you don’t measure. 🔟 Think lifetime, not one trip. Every traveler is a future guest, fan, and megaphone. Build retention, not just reach. This isn’t about being louder. It’s about being sharper, faster, more human. If DMOs want to win, they need to act less like governments and more like media companies. Attention is the new currency. Destinations that get it will own the future. --- If you like the way I look at the world of hospitality, let’s chat: scott@mrscotteddy.com

How MakeMyTrip Quietly Built a $1B Travel Empire Through 11 Acquisitions Today, MakeMyTrip (MMT) controls 53.8% of India’s online travel market — from flights to hotels, buses, and B2B travel. MMT didn’t just grow. It built a dominant travel ecosystem by treating acquisitions as infrastructure. Since 2012, MMT has deployed over $300M across 10+ deals — not to chase vanity metrics, but to engineer category control. Here’s what that looked like: 1. ibibo Group (Goibibo + redBus): The Power Combo → Merged air, hotel, and bus into one travel super-platform → Hotels & Packages now drive $520.4M — 53% of revenue → redBus holds 75%+ share in online bus ticketing → Integration pains were real: $272M goodwill impairment → But no other player came close to replicating the scale 2. Corporate Travel: Quest2Travel + Happay → Built a high-margin B2B engine → Now serving 59,000+ SMEs and 450+ large corporates → Segment growing 30–40% YoY with rising contribution → Tighter integration of bookings + expense = reduced churn 3. Ground Transport: redBus + Savaari Car Rentals → Expanded from bus to intercity car rentals → Bus revenue jumped 28.8% YoY to $119.4M → Savaari unlocks an $8B+ offline market ripe for digitization → Together, they increase customer lifetime value 4. Quiet Wins: HolidayIQ, Simplotel, Bitla Software → Enhanced trust, conversions, and supplier efficiency → These backend plays widened margins without headlines 5. Fintech Layer: BookMyForex + TripMoney → Turned travel into a financial experience → Added prepaid cards, forex, and remittance as sticky revenue layers → Core to MMT’s travel-fintech super-app strategy The FY25 Scoreboard: → $978.3M revenue | $178.2M net profit → $9.8B gross bookings → 68M MAUs, 420M app downloads → Covers 3,250+ cities. Serves 30% of all domestic flyers. What’s Next? → CEO Rajesh Magow: “Next wave of growth = corporate, intercity, and homestays.” → Homestays in 1,250+ cities already live → Corporate travel unit poised to surpass mid-single digit share in coming quarters MMT didn’t just buy companies. It bought verticals, monetisation rails, and market dominance. It was the strategy #makemytrip #travel #startup

Fly the Friendly Skies (or Why I Love Aircraft Leasing) Airlines have shifted their model over the years from owning their fleet to a more efficient asset-lite leasing model. Commercial airlines globally lease 50%+ of its fleet. Owning aircraft is highly capital intensive; airlines prefer operating efficiency, so leasing is optimal. The best run hotel company is Marriott; they don’t own hotels; investors own the actual properties. Marriott flags the hotel, manages the reservation system, provides staffing, F&B, delivers service with a smile. Airlines have copied the asset-lite Marriott model. Fixed cost for new narrowbody plane is ~$60M and for widebody ~$120M per plane. The primary capital source is from fund managers like Marathon that are in active in this business investing capital to lend/lease to credit-worthy borrowers, it’s a win-win. Marathon’s Asset Based Lending business provides capital to support all three major segments of the transportation marketplace: aviation, maritime and ground logistics. Airbus and Boeing maintain duopoly pricing power as the two main manufacturers for commercial aviation industry. There are ~13,000 Airbus & 13,000 Boeing planes in operation today with ~53% of the world’s commercial aircraft fleet on lease (~14,000 aircraft leased). Leasing requires capital and so much more: a dedicated aircraft leasing team with the requisite expertise, technical analysis to keep mechanical inspections/records up to date, lease modeling analysis with depreciation schedules for each aircraft/engine type, the ability to source-lease aircraft to the commercial carriers, and asset-portfolio aircraft management (Marathon’s established presence in the space with 160+ Boeing and Airbus aircraft). Last year, the global order book for the airline industry was ~3,100 aircraft (2023). Leasing is now capturing a greater percentage of the order book, equating to 75-80% of aggregate new deliveries. As you can see in the chart below, there is a shortage of aircraft. Prior to COVID, the order book was 3-years lag, whereas a lessor purchasing 100 Airbus 320 Neo’s or Boeing 737-800 MAXs would take 3-years to receive delivery. Manufacturing delays and supply chain bottlenecks exacerbated this timeframe. The order book has grown, it now takes 10-years to receive delivery with ~8,600 Airbus and ~6,200 Boeing on back order. This represents a huge opportunity for those of us in the aircraft leasing business. It’s not for the faint hearted: 500+ aircraft was seized in Russia, a write-down for those exposed, others lost out during COVID lock-down when a few airlines filed for BK. I am proud of our team and rigor, Marathon Asset Management was smart not to take these risks, but this was an expensive lesson for many. It is critical to know every trick in the book before entering into purchase-sale-leasing agreements. Air travel is back to record levels, in the U.S. and globally. I love to travel, and I love the aircraft leasing business.

Proud to have written a chapter with Dr Sophie Coulon titled “The role of technology in creating inclusive tourism experiences: A case study of Vacayit’s audio guide application” in the newly published Handbook of Accessible Tourism. https://lnkd.in/d-Epbbax. 💛 Congratulations to the editorial team Nigel Halpern, Jillian Rickly, Brian Garrod and Marcus Hansen. The handbook features 35 chapters from 69 researchers and practitioners worldwide, with a foreword by Igor Stefanovic. I’ve often heard it said that we can’t effectively teach accessible tourism because “there isn’t enough literature.” This handbook proves the opposite. It highlights how accessible tourism has developed as a field, presents real examples of inclusive destinations and technologies and explores design approaches and training that position accessibility as central to tourism practice. This gives educators, students, industry and policymakers the evidence, frameworks and guidance needed to see accessibility not as an add-on but as a fundamental part of the visitor experience. ID 1: A bright blue book cover titled Handbook of Accessible Tourism, edited by Nigel Halpern, Jillian Rickly, Brian Garrod and Marcus Hansen, published by De Gruyter Studies in Tourism. ID 2: A screenshot of Chapter 20 titled “The role of technology in creating inclusive tourism experiences: A case study of Vacayit’s audio guide application” by Hailey Brown and Dr Sophie Coulon. #AccessibleTourism #HandbookOfAccessibleTourism #Technology #TourismTech #TravelTech

I’ve been into hotel finance for almost 10+ years now. I’ve learned that what’s left unsaid by your guests often impacts your bottom line the most. Sure, you’ve got rave reviews from happy travelers, and yes, complaint-handling protocols are in place. But what about the guests who leave with a polite smile yet never return? 𝟭. 𝗥𝗲𝗽𝗲𝗮𝘁 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗟𝗼𝘀𝘀: Returning guests are 60%-70% more profitable than new ones. But if their dissatisfaction remains unvoiced, you may never know why they didn’t come back. 𝟮. 𝗥𝗲𝗳𝗲𝗿𝗿𝗮𝗹 𝗗𝗲𝗰𝗹𝗶𝗻𝗲: A guest who doesn’t complain might not be angry—but they also aren’t recommending your property to friends or family. 𝟯. 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝗶𝗲𝘀: Issues like slow room service or poor amenities that go unreported stay unaddressed. Unsolved problems can cost more over time, both financially and reputationally. 𝟰. 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗟𝗲𝗮𝗸𝗮𝗴𝗲: A seemingly "happy" guest may quietly book elsewhere next time, even if your rates are competitive. 𝟱. 𝗠𝗶𝘀𝘀𝗲𝗱 𝗨𝗽𝘀𝗲𝗹𝗹𝗶𝗻𝗴 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀: Unspoken discomfort (like noisy rooms or bland food) can discourage guests from spending more on upgrades or F&B services. But how do you identify these silent signals? 𝟭. 𝗗𝗲𝗲𝗽-𝗱𝗶𝘃𝗲 𝗦𝘂𝗿𝘃𝗲𝘆𝘀 𝘁𝗵𝗮𝘁 𝗚𝗼 𝗕𝗲𝘆𝗼𝗻𝗱 𝗕𝗮𝘀𝗶𝗰𝘀 - Ask open-ended questions like: “𝙒𝙝𝙖𝙩’𝙨 𝙤𝙣𝙚 𝙩𝙝𝙞𝙣𝙜 𝙩𝙝𝙖𝙩 𝙘𝙤𝙪𝙡𝙙 𝙝𝙖𝙫𝙚 𝙢𝙖𝙙𝙚 𝙮𝙤𝙪𝙧 𝙨𝙩𝙖𝙮 𝙚𝙫𝙚𝙣 𝙗𝙚𝙩𝙩𝙚𝙧?” 𝟮. 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝗮𝗹 𝗗𝗮𝘁𝗮 𝗧𝗿𝗮𝗰𝗸𝗶𝗻𝗴 - Patterns like short booking durations or lower in-house spending can signal dissatisfaction. 𝟯. 𝗘𝗺𝗽𝗼𝘄𝗲𝗿 𝗬𝗼𝘂𝗿 𝗙𝗿𝗼𝗻𝘁𝗹𝗶𝗻𝗲 𝗦𝘁𝗮𝗳𝗳 - Train them to observe non-verbal cues and proactively check in: “𝙃𝙤𝙬’𝙨 𝙮𝙤𝙪𝙧 𝙧𝙤𝙤𝙢? 𝙄𝙨 𝙩𝙝𝙚𝙧𝙚 𝙖𝙣𝙮𝙩𝙝𝙞𝙣𝙜 𝙬𝙚 𝙘𝙖𝙣 𝙞𝙢𝙥𝙧𝙤𝙫𝙚?” 𝟰. 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗔𝗻𝗼𝗻𝘆𝗺𝗼𝘂𝘀 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - QR codes or anonymous forms allow shy guests to express concerns without confrontation. 𝟱. 𝗠𝗼𝗻𝗶𝘁𝗼𝗿 𝗢𝗻𝗹𝗶𝗻𝗲 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝘆 𝗣𝗼𝘀𝘁-𝗦𝘁𝗮𝘆 - A lack of reviews could be as telling as negative ones. 𝟲. 𝗦𝗶𝗹𝗲𝗻𝘁 𝗱𝗶𝘀𝘀𝗮𝘁𝗶𝘀𝗳𝗮𝗰𝘁𝗶𝗼𝗻 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗮 𝘀𝗲𝗿𝘃𝗶𝗰𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺—𝗶𝘁’𝘀 𝗮 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗔 𝟱% 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗲 𝗶𝗻 𝗴𝘂𝗲𝘀𝘁 𝗿𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗰𝗮𝗻 𝗯𝗼𝗼𝘀𝘁 𝗽𝗿𝗼𝗳𝗶𝘁𝘀 𝗯𝘆 𝟮𝟱%-𝟵𝟱%. - Catching and resolving hidden pain points early reduces the cost of negative guest experiences and their long-term ripple effects. If you want to unlock your hotel’s full revenue potential, listen closely to what’s not being said. The best time to address silent dissatisfaction is before it leaves your property. Every smile, every stay, and every “thank you” has a story. Make sure you know all of it.

Just returned from Goa after spending a week there. And tbh, I saw in real that Goa isn’t facing a tourism slowdown. It’s staring at a ₹45,000 crore economic crisis. ↳Foreign tourist numbers have crashed by 82% since 2019. ↳Tourism contributes ₹36,566 Cr to Goa’s ₹91K Cr GDP. ↳12 lakh+ tourism linked jobs are at risk. ↳And a chunk of that is vanishing fast. All of this… because tourists can’t get a decent, affordable ride. Local taxi monopolies are charging ₹1,000 for a ₹200 trip. That’s a 400% markup. So instead of coming to Goa, people are going to Thailand, Vietnam, Bali, where transport is smoother and 60% cheaper. But here’s the good news, there’s a game-changing fix on the table, Draft Transport Guidelines 2025. → Affordable ride-hailing (Uber/Ola-type) across Goa This could be Goa’s comeback moment. Or India’s, honestly. Goa could unlock a ₹45,000 crore boost over the next 5 years just by fixing transport. This isn’t a taxis vs tech fight. It’s growth vs stagnation. Survival vs opportunity. States like Kerala, Maharashtra, and TN are watching. Because if Goa figures this out, it becomes India’s tourism blueprint. And if not? Well… it becomes a case study in what not to do. Should we protect old systems or build for what tourists actually need today?

TSA Breaks Travel Records Amid Economic Turbulence On Sunday, July 7th, TSA officers screened a record-breaking 3,013,413 travelers at checkpoints nationwide, surpassing the previous record set on June 23, 2024. I, fortunately, was not one of them. I love to travel, but it already feels like DFW is busy as ever and the thought of a record crowd gives me anxiety. I'll find out soon, I guess, as I am off to Havas Edge this weekend. Nevertheless, this surge in travel is remarkable, especially considering the current economic climate. Despite signs of a slowing economy, such as a forecasted GDP growth deceleration to 0.7% in 2024, persistent inflation, and geopolitical tensions, travel numbers are on the rise. Consumer spending, which has been resilient, is now facing headwinds due to dwindling pandemic-era savings and increased debt burdens. The Federal Reserve's measures to combat inflation by maintaining higher interest rates have also strained consumer finances, yet many Americans continue to prioritize travel. This apparent paradox can be attributed to several factors. One significant reason is the bifurcation of wealth in the U.S. The affluent segment of the population, less affected by economic fluctuations, continues to travel extensively. The other is that many people purchase travel well in advance, so it's possible that these travel plans were made before the surge in economic concerns. Behavioral economics offers additional insights. In times of economic uncertainty, people often prioritize experiences over material goods. Travel provides a sense of escapism and fulfillment that buying things cannot match. This trend highlights a shift in consumer behavior towards valuing memorable experiences, even when economic conditions are challenging. The hedonic treadmill suggests that people quickly return to a relatively stable level of happiness despite major positive or negative events or life changes. Travel, with its novel experiences, provides temporary boosts in happiness that consumers seek repeatedly. Prospect theory indicates that people fear losses more than they value gains. During economic uncertainty, people might prefer to spend on travel, perceiving it as a 'sure gain' in happiness rather than saving money that might be eroded by inflation or other economic factors. Mental accounting shows that people categorize and treat money differently depending on its source and intended use. Funds set aside for vacation might not be readily repurposed for other expenses, thus sustaining travel spending even when other discretionary spending declines. At Havas Edge, we understand the importance of connecting with consumers during these dynamic times. By understanding why people make certain choices, we help brands deliver value and stay relevant. #TravelBoom #TSARecords #EconomicTrends #BehavioralEconomics

I am pleased to unveil the EHL 𝘐𝘯𝘴𝘪𝘨𝘩𝘵𝘴 𝘙𝘦𝘱𝘰𝘳𝘵: 𝘏𝘰𝘴𝘱𝘪𝘵𝘢𝘭𝘪𝘵𝘺 𝘖𝘶𝘵𝘭𝘰𝘰𝘬 2025, our latest industry report - a comprehensive analysis of the key #trends that will shape the future of our sector. This publication reflects months of dedicated research and collaboration by our faculty and industry experts, providing actionable insights for navigating a rapidly evolving landscape. The report outlines five key trends driving transformation across our sector: 🔹 Integrating technology while preserving human connection 🔹 Fostering cross-industry collaboration for personalized guest experiences 🔹 Redefining the workplace with a focus on well-being and talent development 🔹 Meeting the growing demand for rejuvenating, transformative travel 🔹 Embedding sustainability as a core value across the entire value chain This report reflects our commitment to #innovation, #sustainability, and human-centered #leadership in hospitality. I would like to thank everyone who contributed to this publication, and in particular EHL Professors Dr. Isabella Blengini, Dr. Stefano BORZILLO, Dr. Valentina Clergue, Dr. Meng-Mei (Maggie) Chen, Dr. Reza Etemad-Sajadi, Dr. Matthias Fuchs, Dr. Florent Girardin, Dr. Carlos Martin-Rios, Ian Millar, as well as Dr. Ming T. (Chairwoman of the EHL Asia Advisory Board), Satya Anand, Susie Ellis, Bernold O. Schroeder (EHL International Advisory Board Members), and Friederike Grupp (Head of Sustainability at Hotelplan Group) for sharing their expertise and insights. Your dedication has been invaluable in shaping this comprehensive analysis. I invite you to explore the findings and join us in building a future where hospitality continues to thrive through resilience, collaboration, and forward-thinking leadership. Read the full report here https://lnkd.in/dv7SJYx6 #HospitalityInnovation #FutureOfHospitality #TransformativeTravel

📚 Types of Data Collection in Qualitative Research By. Prof. Islam Elgammal Qualitative research uses various data collection methods to explore depth, meaning, and human experiences. Each method serves a different purpose depending on the research question, participants, and context. 1. Interviews (Individual) When to Use: When you want detailed personal experiences, opinions, and stories. Example: Interviewing tourists to explore their emotional connection with a cultural festival. ✅ Best for in-depth understanding. 2. Focus Groups When to Use: When you want to capture group interactions, shared norms, and diverse views. Example: Discussing sustainability challenges with a group of hotel managers. ✅ Best for dynamic discussions and different perspectives. 3. Observations When to Use: When you want to study behavior in natural settings without interference. Example: Observing how visitors behave at eco-tourism sites. ✅ Best for real-time behaviors and social contexts. 4. Document and Archival Analysis When to Use: When analyzing existing records, media, or historical documents. Example: Reviewing tourism promotional materials to understand cultural narratives. ✅ Best for historical, policy, or communication studies. 5. Ethnography When to Use: When you need deep immersion into a culture or community over time. Example: Living within a rural village to study traditions and local tourism practices. ✅ Best for long-term cultural insights. 6. Case Studies When to Use: When you want an intensive, detailed study of a particular case (person, organization, event). Example: Studying a village that won the Best Tourism Villages award by UN Tourism. ✅ Best for unique, complex, or rare cases. 7. Visual Methods (Photos, Videos, Drawings) When to Use: When participants express experiences better through images or creative forms. Example: Asking visitors to share photos that represent their rural tourism experience. ✅ Best for capturing emotions, symbols, and abstract ideas. 🌟 Quick Tips: Choose Interviews for deep personal stories. Choose Focus Groups for multiple perspectives. Choose Observations for real-life behavior. Choose Documents for historical and media analysis. Choose Ethnography for cultural immersion. Choose Case Study for intensive single cases. Choose Visual Methods for creative expressions.