hospitality and tourism chapter 2

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• DECA Practice Test: Travel and Tourism Marketing

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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 not just the movement of people for a number of purposes (whether business or pleasure), but the overall agglomeration of activities, services, and involved sectors that make up the unique tourist experience.

Tourism, Travel, and Hospitality: What are the Differences?

It is common to confuse the terms tourism, travel, and hospitality or to define them as the same thing. While tourism is the all-encompassing umbrella term for the activities and industry that create the tourist experience, the UNWTO (2020) defines travel as the activity of moving between different locations often for any purpose but more so for leisure and recreation (Hall & Page, 2006). On the other hand, hospitality can be defined as “the business of helping people to feel welcome and relaxed and to enjoy themselves” (Discover Hospitality, 2015, p. 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 (Go2HR, 2020). You’ll learn more about accommodations and F & B in Chapter 3 and Chapter 4 , respectively.

Definition of Tourist and Excursionist

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)

Excursionists on the other hand are considered same-day visitors (UNWTO, 2020). Sometimes referred to as “day trippers.” Understandably, not every visitor stays in a destination overnight. It is common for travellers to spend a few hours or less to do sightseeing, visit attractions, dine at a local restaurant, then leave at the end of the day.

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

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 159 countries and over 500 affiliates such as private companies, research and educational institutions, 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 .

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 (also commonly known as sectors) 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.

It is typical for the entire tourist experience to involve more than one sector. The combination of sectors that supply and distribute the needed tourism products, services, and activities within the tourism system is called the Tourism Supply Chain. Often, these chains of sectors and activities are dependent upon each other’s delivery of products and services. Let’s look at a simple example below that describes the involved and sometimes overlapping sectoral chains in the tourism experience:

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

Long Descriptions

Figure 1.2 long description: Diagram showing the tourism supply chain. This includes the phases of travel and the sectors and activities involved during each phase.

There are three travel phases: pre-departure, during travel, and post-departure.

Pre-departure, tourists use the travel services and transportation sectors.

During travel, tourists use the travel services, accommodations, food and beverage, recreation and entertainment, and transportation sectors.

Post-departure, tourists use the transportation sector.

[Return to Figure 1.2]

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Book Title: Introduction to Tourism and Hospitality in BC – 2nd Edition

Authors: Morgan Westcott and Wendy Anderson, Eds

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Book Description: This textbook is an introduction to the tourism and hospitality industry in British Columbia, and is written with a first year college and university audience in mind. It is a collaborative work with input from educators, industry leaders, employers, and past graduates of BC’s tourism and hospitality management programs. All chapters have been reviewed by experts in the field. Each chapter is organized thematically moving from a global, then national, and finally provincial context. Chapters contain "Spotlight On" boxes that highlight an organization, business, or other key component and "Take a Closer Look" features that encourage further reading on particular subjects. There are also interactive H5P activities throughout the book. And key terms, exercises and case studies can be found at the end of each chapter.

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Book description.

This textbook is an introduction to the tourism and hospitality industry in British Columbia, and is written with a first year college and university audience in mind. It is a collaborative work with input from educators, industry leaders, employers, and past graduates of BC’s tourism and hospitality management programs. All chapters have been reviewed by experts in the field. Each chapter is organized thematically moving from a global, then national, and finally provincial context. Chapters contain “Spotlight On” boxes that highlight an organization, business, or other key component and “Take a Closer Look” features that encourage further reading on particular subjects. There are also interactive H5P activities throughout the book. And key terms, exercises and case studies can be found at the end of each chapter.

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This book was cloned from a source that is no longer available. The source URL was https://pressbooks.bccampus.ca/introtourismedits . This book may differ from the original.

Introduction to Tourism and Hospitality in BC - 2nd Edition Copyright © 2015, 2020, 2021 by Morgan Westcott and Wendy Anderson, Eds is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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Introduction to Tourism and Hospitality in BC

(6 reviews)

Morgan Westcott, LinkBC

Geoffrey Bird, Royal Roads University

Peter Briscoe, Vancouver Island University

Copyright Year: 2015

Last Update: 2020

Publisher: BCcampus

Language: English

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Learn more about reviews.

Reviewed by Anita Zatori, Associate Professor, Radford University on 11/12/23

Overall, the textbook is well-written and it provides an effective glossary. Despite its few limitations in respect of the covered topics (discussed below), it represents a great source for teaching and researching academicians and undergraduate... read more

Comprehensiveness rating: 5 see less

Overall, the textbook is well-written and it provides an effective glossary. Despite its few limitations in respect of the covered topics (discussed below), it represents a great source for teaching and researching academicians and undergraduate and graduate students.

Content Accuracy rating: 5

The e-book has a diverse range of authors, including seasoned academics and industry experts, enriching its overall value and providing a comprehensive perspective on the subject.

Relevance/Longevity rating: 5

The textbook is incorporating a multitude of reference sources from the last five years, keeping the content fresh and relevant.

Clarity rating: 5

The clarity and readability of the textbook is great.

Consistency rating: 5

The terminology throughout the text is consistent.

Modularity rating: 5

I did not notice any problems with the modularity of text or visual elements.

Organization/Structure/Flow rating: 4

The topics within the chapters are presented in a logical and clear fashion for most of times. However, I noticed some minor discrepancies in same chapters and the flow of some topics.

Interface rating: 5

The navigation between the chapters is easy.

Grammatical Errors rating: 5

The text does not contain grammatical errors.

Cultural Relevance rating: 5

The content of the textbook is highly relevant to the cultural heritage of the region. The textbook dedicates a separate chapter on Indigenous Tourism.

In its 600+ pages and 14 chapters, this textbook discusses the global and regional facets of tourism, particularly within the context of British Columbia, Canada. Offering valuable insights into the regional and local dynamics of Canadian and British Columbian tourism, the book, while rich in content, may have limitations as a textbook due to its focused approach. However, it proves to be an invaluable resource for those researching Indigenous Tourism and the socio-cultural impacts of travel. The textbook provides a detailed overview of the system of tourism from transportation, through hospitality and to the travel industry. While it covers various essential areas of tourism, it falls short on discussing general tourism theory and also on dedicating a specific chapter to Destination Management. Despite this, it compensates by providing a lot of useful information for prospective graduates, such as the insightful Chapter 13 on career building. I really liked that the book has so many case studies and links to interactive “check your knowledge” blocks throughout the chapters, and it’s incorporating a multitude of reference sources from the last five years, keeping the content fresh and relevant. The e-book has a diverse range of authors, including seasoned academics and industry experts, enriching its overall value and providing a comprehensive perspective on the subject. Overall, the textbook is well-written and represents a great source for teaching and researching academicians and undergraduate and graduate students.

Reviewed by Jangwoo Jo, Assistant Professor, Metropolitan State University of Denver on 3/22/23

The textbook covers a wide range of topics, from industry overviews to accommodations, food and beverage, recreation and entertainment, transportation, and travel services. This broad coverage ensures that readers gain a holistic understanding of... read more

Comprehensiveness rating: 4 see less

The textbook covers a wide range of topics, from industry overviews to accommodations, food and beverage, recreation and entertainment, transportation, and travel services. This broad coverage ensures that readers gain a holistic understanding of the tourism and hospitality landscape in British Columbia. However, the textbook's primary focus is on the tourism and hospitality industry in British Columbia. Consequently, readers from other regions or countries may find the content less applicable to their local circumstances. This narrow focus could limit the book's comprehensiveness for those looking for a more global perspective.

The authors have rigorously researched the content, ensuring that the information presented is accurate and up-to-date. The 2nd edition includes recent developments in the industry, such as advances in technology, sustainability practices, and cultural tourism trends. Nonetheless, the rapidly evolving nature of the tourism and hospitality industry means that some information may become outdated relatively quickly. Readers and instructors should be aware of this and seek to supplement their knowledge with more current resources when necessary.

Relevance/Longevity rating: 4

The textbook maintains a strong focus on contemporary issues, such as the importance of sustainability and the impact of technology on the industry. By addressing these topics, the book remains highly relevant to the current landscape of tourism and hospitality. While the book covers essential topics and trends in the industry, it may not address all niche areas or emerging trends in-depth. As a result, readers might need to consult additional resources to gain a complete understanding of specific areas of interest.

The content is written in a clear and accessible manner, with each section organized in a logical sequence. The language is concise and easy to understand, making it suitable for readers with varying levels of experience. Although the textbook is generally clear and accessible, some readers may find certain sections or concepts more challenging to grasp. Instructors may need to provide additional support or clarification in these instances.

The book maintains a consistent format throughout, with each chapter following a similar structure. This consistency aids in the comprehension and retention of the material, but some readers may find that the level of detail provided in specific sections or examples is not always uniform. This could result in minor inconsistencies that may affect the learning experience.

The textbook is divided into six parts, covering essential topics such as industry overview, accommodations, food and beverage, recreation and entertainment, transportation, and travel services, each focusing on a specific aspect of the industry. This modular organization allows readers to easily navigate the content and focus on topics that are most relevant to their needs. However, some chapters or sections might be too interconnected, making it difficult for readers to study specific topics in isolation.

The book's structure is logical and well-organized, with chapters grouped into thematic sections. This organization makes it easy for readers to locate specific information and follow the progression of concepts. However, some readers may prefer a more chronological or thematic structure that better highlights the connections between different aspects of the industry.

Interface rating: 4

The textbook is visually appealing, with a clean layout and appropriate use of images, charts, and tables. The interface enhances the overall learning experience and aids in the comprehension of complex ideas. Although the book has a visually appealing layout, some readers may find that the font size, color choices, or graphical elements make it difficult to read or engage with the content effectively.

The book is well-written and professionally edited, with no noticeable grammatical errors. The language is clear and concise, ensuring that the content is easily understood.

The authors have made an effort to include diverse perspectives in the book, such as the inclusion of indigenous tourism and its cultural significance. This cultural inclusivity enriches the content and showcases the unique aspects of British Columbia as a destination.

One of the standout features of this edition is its focus on sustainability and responsible tourism. With a rapidly changing global climate, the book emphasizes the need for sustainable practices within the industry and offers relevant case studies and examples from the British Columbia context. The authors also explore the impact of technology on tourism and hospitality, highlighting the role of digital marketing, social media, and data analytics in shaping consumer experiences and business strategies.

Another strength of this textbook is its integration of practical insights from industry professionals. Real-life examples, interviews, and case studies offer valuable perspectives and bring theoretical concepts to life. Furthermore, the inclusion of indigenous tourism and its cultural significance adds depth and diversity to the content, showcasing the uniqueness of British Columbia as a destination.

While the book is an excellent resource overall, it is worth noting that it is specifically tailored to the British Columbia context. As such, readers from other regions or countries might find it less applicable to their local circumstances. Nonetheless, many of the concepts, best practices, and case studies can still serve as valuable points of reference for those looking to understand and adapt these ideas in their own markets.

In conclusion, Introduction to Tourism and Hospitality in BC, 2nd Edition is a valuable and engaging resource for anyone seeking to understand the fundamentals of the industry within the British Columbia context. The authors' commitment to addressing sustainability, technology, and cultural diversity makes it a highly relevant and informative textbook for today's tourism and hospitality professionals. With its blend of theoretical frameworks, practical insights, and engaging content, this book is highly recommended for students, educators, and industry practitioners alike.

Reviewed by Krista Marvel, Tourism and Hospitality Lecturer, University of Southern Maine on 2/21/21

This high-quality text serves as an excellent introduction to the BC tourism industry. It covers a wide variety of topics related to hospitality, travel, and tourism. I found the chapter on Indigenous Tourism to be particularly interesting. read more

This high-quality text serves as an excellent introduction to the BC tourism industry. It covers a wide variety of topics related to hospitality, travel, and tourism. I found the chapter on Indigenous Tourism to be particularly interesting.

Content Accuracy rating: 4

Much of the information is relevant only to the Canadian tourism industry, and British Columbia in particular. If you are looking for an introductory text on US or North American tourism and hospitality, this is not it.

The content is up to date in some areas. I particularly appreciated the inclusion of COVID-19 and its impact on Canadian tourism. However, there are some portions of the book that could use updating; for example, fuel prices are from 2013 and information on cruise ship waste disposal systems from 2008.

The text is organized and the topics flow nicely. The key terms listed at the end of each chapter is a good addition and the hyperlinks in the Take a Closer Look boxes are an excellent way to bring in additional content without distracting the reader.

Good consistency overall.

Modularity rating: 4

Portions of this textbook could easily be used to supplement other course materials, although much of the text is unique to British Columbian tourism.

Organization/Structure/Flow rating: 5

Topics clearly outlined in each chapter and chapters are arranged in a logical order. The text is easy to read and any technical jargon is clearly defined in the key terms and/or glossary.

No issues with the text interface. It is not as professional-looking as some textbooks, but for an open access resource, it is fine.

Free from noticeable errors.

Cultural Relevance rating: 4

It is suitable for use in British Columbia. I would have liked to see more depth in the chapter on global tourism, and maybe an additional summary chapter on tourism in the other Canadian providences.

This text has been developed by many hospitality professionals, and so has benefitted from their diverse experiences and voices. The scope of the text is suitable for an introductory text, however, use of this text is limited to studies of British Columbian tourism. That being said, I applaud the writers of this text and hope that their example will inspire US hospitality educators to create a similar product.

Reviewed by Daniel Bowan, Assistant Professor, Colorado State University - Pueblo on 12/23/19

The book did a good job of tackling a rather broad subject with comprehensiveness. read more

The book did a good job of tackling a rather broad subject with comprehensiveness.

The book was accurate, but a bit outdated in a rapidly evolving field.

Relevance/Longevity rating: 3

For an introductory book, a large focus on region and thus this limits this books relevance outside of British Columbia.

Clear, organized, and well-written.

Consistency rating: 4

Overall, good consistency.

Sufficient.

Good organization, the chapter learning objectives, and end of chapter exercises were very helpful and useful.

Font and online presentation was good, but could have been better.

Well written textbook.

This is a well researched and well put together book. The main critique is its utility outside of British Columbia. The organization and overall content is strong, however the rather large emphasis on a specific region limits this books relevance to tourism courses outside the geographic region.

Reviewed by Linda Oakleaf, Assistant Professor, Missouri Western State University on 5/21/18

This serves as a comprehensive view of tourism in British Columbia. Along the way, the text can serve as a solid introduction to tourism concepts more generally (e.g., what is tourism, travel and transport, hospitality services, marketing, etc.)... read more

This serves as a comprehensive view of tourism in British Columbia. Along the way, the text can serve as a solid introduction to tourism concepts more generally (e.g., what is tourism, travel and transport, hospitality services, marketing, etc.) The chapter on Aboriginal Tourism is particularly helpful.

The content is accurate and well sourced. The good use of sources to support the text helps greatly with the text's accuracy.

The content is up-to-date. It will need frequent updates, but this is not unique to this particular work. Tourism, marketing, and the ways in which people consume tourism products are constantly changing. The chapter on upcoming trends will obviously need updates from time to time, but other parts of the text can be updated without too much effort. Some of the case studies will also need to be refreshed so that they don't seem dated.

The book is clearly written in a way that will be accessible to most undergraduates. Although the text introduces terms that are relevant to the topic, each section includes a list of key terms to help students navigate this. These are also assembled into a glossary at the end. The jargon and special vocabulary that is used is necessary to understanding the topics under discussion.

The book seems consistent in tone. Each chapter has a similar look to it, making it easier for students to navigate.

Although not long for a printed work, the chapters seem a little long for an online text, which can sometimes benefit from shorter sections. It would be relatively easy to break readings out by subheadings if one wished to do so. The chapters are in a logical sequence, but if a professor wished to have students read them in a different order, this should not cause much trouble in terms of comprehension.

The chapters in the text are presented in a logical sequence. My only bone to pick is that the chapter on Aboriginal Tourism did not seem to flow well. This is partly because it is the only specific type of tourism that was specifically addressed with its own chapter. The topic is necessary and important. I am glad the chapter is there. However, since it is the only chapter of its type, it ends up feeling somewhat like an orphan in terms of the flow of the text.

The book works fine in terms of interface. I had no problems with navigation. The images were all clear. The text itself was formatted in a way that would be helpful for students, to highlight for them material that they should study. The format for the text was consistent throughout.

I did not find any grammatical errors.

The text seemed to be culturally sensitive. The photographs in the text rarely featured people at all, but when they did they reflected some diversity. The case studies could have been better used to highlight issues of diversity.

The text makes good use of case studies. The visual cues within the text serve as signposts for students. The text is clear and understandable. It covers important introductory concepts about tourism, in addition to concepts related specific to tourism in British Columbia, Canada. The chapter, Aboriginal Tourism, included material that is sometimes hard to find in other texts and thus was particularly valuable. This is a good textbook.

Reviewed by Mark Beattie, Clinacl Assistant Professor, Washington State University on 6/20/17

The text offers a wide variety of topics for an introductory course. Some chapters I found to be quite unique such as: Aboriginal Tourism and Environmental Stewardship. Excellent additions to a survey course! While the text is intended to be... read more

The text offers a wide variety of topics for an introductory course. Some chapters I found to be quite unique such as: Aboriginal Tourism and Environmental Stewardship. Excellent additions to a survey course! While the text is intended to be focused on British Columbia, it does limit itself by only offering an introduction and closing chapter with a larger context. Bottom line: for what the course covers, it is comprehensive. There is a glossary, but the text lacks an index.

I am not familiar enough with hospitality and tourism in British Columbia to assess the accuracy of all topics. What I can observe are the selection of authors are well-recognized as subject matter experts and the chapters are cited and documented thoroughly. Having toured in BC myself, the text enhanced my understanding of the Provence.

This text is focused narrowly on the British Columbia and as such limits its relevancy to those interested in study of the region. I reviewed both the printed copy and the online version of the textbook and noted there were several revisions and updates in the online version. This implies the authors’ commitment to the longevity by keeping content current.

The text has a nice layout to each of the chapters which adds to the clarity. These comments will flow through to the next section on consistency, so I am reviewing these in tandem. Each chapter begins with Learning Objectives, contains “Spotlight on” and “Take a closer look” inserts, and ends with Key Terms, Exercises and a Case Study. Finally, there is a complete bibliography for each chapter. From both a teaching and student perspective, having clear consistent content facilitates the learning process.

Following my previous comments on clarity, the construction of each chapter includes headings followed by concise topics. Photos, web links, and tables support further research by the students without creating distractions. In other words, the student will know what to expect each time they encounter a “Take a closer look” insert and can return to the main reading once they have discovered a bit more about the topic.

Each chapter is designed to stand on its own merit. I would open with the Ch. 1: History and Overview and conclude with Ch. 14: Back to the Big Picture chapters as the text is constructed. Outside of these bookends, I would feel flexible to mix and match the chapters in any sequence. While they can be presented independently, they are outlined to be presented in a nice flow in how it is presently designed.

This is truly the textbook’s strong point. It is organized with flexibility in mind, yet flows nicely start to finish. Each chapter is organized in the same fashion, making it consistent and provides smooth transitions between topics. This is important for both students and instructors.

I checked several links as I went through the various chapters. All that I checked worked and many had evidence of recent updates. The links in the featured boxes “Spotlight on” and Take a closer look” all were well placed and could take the reader out and back into the main body of the text without distractions. In this section, I would like to share my review of the exercises and case studies found at the end of each chapter. These are well-suited to discussions and activities in either a face-to-face or online course. I would find them particularly useful in a hybrid or “flipped” course delivery where the expectation would be that the student has come into the class meeting prepared to tackle activities and discussions using these tools.

The text is written in British English as it is a Canadian focused text. Given this, the grammar and spelling were consistent throughout the text and I noted few, if any, errors. It was easy to read without distractions of editing.

I am so happy to see the chapters on Environmental Stewardship and Aboriginal Tourism. These are fantastic examples of cultural relevancy and are a pleasant surprise to find in a survey course text. Well played! I found these chapters in particular to be very interesting and entices me to take advantage of some of the eco-tourism and visits to our First Nations to the north.

I selected this text to review as it was the only one available for Hospitality Business Management. I hope this will inspire others to model this kind of production for other courses relevant to our field. Hats off to BC for being an early adopter!

Table of Contents

• Chapter 1. History and Overview
• Chapter 2. Transportation
• Chapter 3. Accommodation
• Chapter 4. Food and Beverage Services
• Chapter 5. Recreation
• Chapter 6. Entertainment
• Chapter 7. Travel Services
• Chapter 8. Services Marketing
• Chapter 9. Customer Service
• Chapter 10. Environmental Stewardship
• Chapter 11. Risk Management and Legal Liability
• Chapter 12. Aboriginal Tourism
• Chapter 13. Careers and Work Experience
• Chapter 14. Back to the Big Picture: Globalization and Trends

Ancillary Material

About the book.

This textbook is an introduction to the tourism and hospitality industry in British Columbia, and is written with a first year college and university audience in mind. It is a collaborative work with input from educators, industry leaders, employers, and past graduates of BC's tourism and hospitality management programs. All chapters have been reviewed by experts in the field.

Each chapter is organized thematically moving from a global, then national and finally provincial context. Some chapters are quite global in focus while others concentrate primarily on British Columbia. Chapter content is based on available data and research, and input from collaborators.

Each chapter features “Spotlight On” text boxes that highlight an organization, business, or other key component of the chapter's theme. “Take a Closer Look” features encourage students to do further reading on particular subjects.

At the end of each chapter, key terms are presented in alphabetical order to help students gain confidence with terminology. These are followed by chapter exercises and a case study for in-depth exploration of the subject matter. Key terms are summarized in a Glossary at the end of the textbook.

About the Contributors

Morgan Westcott served as project manager and lead author for this textbook and is responsible for Chapters 1, 2, and 7. A graduate of the BCIT tourism marketing program, Morgan holds a B.A. in English, an M.A. in tourism management. She has management-level experience in cultural tourism, food and beverage operations, and special events.

Morgan is the general manager for LinkBC: the tourism and hospitality education network. She oversees operations, staff, and strategic direction and ensures delivery of signature events including the Student Case Competition and Student-Industry Rendezvous.

Morgan has been an instructor at Capilano University and Royal Roads University and has served as an author on the revised British Columbia Tourism 11 and 12 curriculum. She lives in East Vancouver with her husband, Matt; daughter, Fraser; and son, Douglas.

Geoffrey Bird is associate professor of the School of Tourism and Hospitality Management and the program head for the Master of Arts in Tourism Management at Royal Roads University. His research interests include heritage tourism, remembrance tourism, community development, poverty alleviation, sustainable tourism, cultural landscapes, tourism HRD policy and practice, and the visitor experience. Geoff has worked on three CIDA-funded tourism training projects in Vietnam and Malaysia. While living in Kuala Lumpur, he was president of the Malaysia Canada Business Council.

Prior to working at Royal Roads, Geoff spent seven years with the Ministry of Advanced Education coordinating the public postsecondary tourism and hospitality programs. He managed the international implementation of the SuperHost programs at Tourism British Columbia and American Express as well as operating his own tour business. He also served as convenor of the tourism management diploma and degree programs at Capilano University for seven years. He has a Ph.D. from the University of Brighton where he studied the relationship between battlefield tourism and remembrance. He also holds an M.Sc. in training from the University of Leicester, where he studied tourism education policy and planning. His B.A. Honours degree in international development, with a minor in French literature, is from the University of Guelph

When not immersed in the world of tourism and education, Geoff’s leisure repertoire includes kayaking and skiing. He continues to enjoy the opportunity to travel for pleasure and for research purposes, particularly in North America, Europe, and Vietnam.

Peter Briscoe  has taught hospitality, tourism, and event management at the postsecondary level for over two decades, with faculty appointments at Okanagan University College, College of New Caledonia, Thompson Rivers University, and Vancouver Island University, where he is currently the chair of the bachelor of hospitality management program and the wine business program. He holds a master’s of business administration degree from Southern Cross University, specializing in hotel and tourism management, and he is an approved tutor for the Wine and Spirit Educational Trust. His research interests have led him to international destinations in North America, Europe, and the Pacific. He is particularly interested in food, wine, and events and their role in shaping cultures and societies, and the continually changing nature of the hospitality experience.

Previous to working in academia, Peter held various management positions in hotels and food service organizations. His passion is people and their success, and he prides himself in expecting the best from both himself and others. He currently resides on Gabriola Island with his wife Lynda, where they enjoy time with friends and family, particularly their grandchildren.

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Chapter 16 Hospitality and Tourism

Learning objectives.

• Understand what tourism is: definition, components, and importance.
• Understand the economic, social, and environmental benefits and costs of tourism.
• Define hospitality and the pineapple tradition.
• Identify the types of hotel categories and how they are determined.
• Examine the different categories of food service operations.
• Understand the different types of events, meetings, and conventions.

The tourism industry is often cited as the largest industry in the world, contributing 10 percent of the world’s GDP. In 2016 there were over 1.2 billion international tourists: that’s a substantial economic impact and movement of goods and services! [1] Tourism is also considered an export and is unique in that the consumers come to the product where it is consumed on-site. Before we dig any deeper, let’s explore what the term “tourism” means.

Definition of Tourism

There are a number of ways tourism can be defined. 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:

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. [2]

In other words, tourism is the movement of people for a number of purposes (whether business or pleasure). It is important to understand the various groups and constituencies involved in this movement. Of course it includes the tourist, but also the vast array of businesses providing goods and services for the tourist, the government and political structure of a destination, and the local residents of the destination community itself. Each of these components are necessary parts of a successful tourism destination and operate within private and public sectors, the built environment, and the natural environment. All these come together to create the processes, activities, and outcomes of tourism.

If it all seems a little overwhelming, it might be helpful to break tourism down into broad industry groups, each of which will be covered in this chapter:

Accommodation and Lodging

• Food and Beverage Services (F & B)

Recreation and Entertainment

• Convention & Event Management

Travel Services

• Private Clubs

Benefits and Costs of Tourism

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. Some impacts gain more attention than others. It is also important to recognize that different groups and constituencies are impacted differently.

Economic Impacts of Tourism

The tourism industry has a huge economic impact that continues to expand to new markets and destinations. According to the UNWTO, in 2016 “The total export value from international tourism amounted to US$ 1.5 trillion.” [3]  Regions with the highest growth in terms of tourism dollars earned (2016 vs 2015) are Africa, Asia and the Pacific, the Americas Europe. Only the Middle East posted negative growth at the time of the report. As well, the UNWTO’s Tourism 20 3 0 Vision report predicts that international arrivals will reach nearly 1.8 billion by 2030. [4] Figure 16.2 provides additional information about the impact of tourism worldwide.

Positive impacts from this economic boom include robust foreign exchange, increases in income, and GDP growth. Tourism can also offer diverse employment opportunities, can be developed with local products, and is often compatible with other economic activities within a destination. Tourism often injects money into the community that leads to secondary economic development as well. For example, successful resorts may create the need for a commercial laundry facility or a pet boarding business.

However, there are also negative impacts. Property values may increase to the point of unaffordability for local residents, and the seasonality of the tourism industry may create a feast-or-famine economy. As with any economy, if too many resources are focused on just one industry, communities may be vulnerable to any unexpected economic, social, or environmental changes. One example is the New Jersey shore after the devastation of Hurricane Sandy in 2012. The tourism industry was severely impacted, leaving no economic fallback for local residents.

Social Impacts of Tourism

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, culture, heritage and tradition, celebration of indigenous communities, and community pride. Tourism also has the potential to break down language, socio-cultural, religious, and political barriers. When developed conscientiously, tourism can, and does, contribute to a positive quality of life for residents and promotes a positive image of the destination.

However, as identified by the United Nations Environment Programme, negative social impacts of tourism can include: change or loss of indigenous identity and values; culture clashes; changes in family structure; conflict within the community for the tourism dollar; and ethical issues, including an increase in sex tourism, crime, gambling, and/or the exploitation of child workers. [5]

Environmental Impacts of Tourism

Tourism relies on, and greatly impacts, the natural environment in which it operates. In some destinations, there is a great appreciation of the environmental resources as the source of the tourism industry, and as such there are environmental protection policies and plans in place. Tourism has helped to save many delicate ecosystems and their flora and fauna. Preservation of these important resources benefits not only the tourist but also the local residents as well.

Even though many areas of the world are conserved in the form of parks and protected areas, tourism development can still have severe negative economic impacts. According to The United Nations Environment Programme, these can include the depletion of natural resources (water, forests, etc.), pollution (air pollution, noise, sewage, waste and littering), and physical impacts (construction activities, marina development, trampling, loss of biodiversity, and spread of disease). [6]

The environmental impacts of tourism can reach beyond local areas and have an effect on the global ecosystem. One example is increased air travel, which is often identified as a major contributor to climate change.

Whether positive or negative, tourism is a force for change around the world, and the industry is transforming at a staggering rate.

The Hospitality Industry

When looking at tourism it is important to consider the term hospitality. Some define hospitality as “the business of helping people to feel welcome and relaxed and to enjoy themselves.” [7] 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.

The pineapple has long been the symbol of hospitality. The Caribs, indigenous people of the Lower Antilles in the Caribbean, first used it as such a symbol. The Spaniards knew they were welcome if a pineapple was placed at the entrance to the village. This symbolism spread across Europe and North America where it became the custom to carve the shape of a pineapple into the columns at the entrance of the plantation. [8] Charles Carter added a three and a half foot wooden pineapple to the peak of the roof at Shirley Plantation, the first plantation in Virginia. [9] It is now common to see the image of the pineapple as a sign of welcome, warmth and hospitality.

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 and lodging . Figure 16.4 summarizes the various groupings within the industry.

Hotel Types

Hotels are typically referred to by hotel type or other classifications. Hotel type is determined primarily by how it will function and what amenities will be included within the property. Size, location, service levels and type of business or targeted market segments are additional classifications. Industry also classifies hotels by chain scale … separating hotels into categories determined by their average daily rates. Various ownership structures and brand affiliations also differentiate hotels.

Classifications

Hotels may be classified on a number of different variables. Type of Hotel : There are numerous classifications by hotel type including all-inclusive hotels, all-suite properties, B&B/Inns, boutique, convention/conference centers, condo hotels, resort, extended stay, full service, casino, limited service and timeshare properties. Size and Complexity: A hotel can be classified by the number of guest rooms it has; hotel sizes can range from a small boutique hotel with fewer than 50 rooms to a large resort hotel with more than 1,000 rooms. The complexity of the hotel is determined by the volume and number of additional revenue generating functions such as the square feet of available conference space, number of F&B operations and additional services and amenities like pools, fitness centers, spas, golf, etc. Location: The location of a hotel can also determine the type of guest served. An airport hotel may be very different from a city-center property in an urban environment, or a remote island resort or a small quaint bed and breakfast located on top of a mountain. Hotels that specialize in conferences, may locate near entertainment destinations like Las Vegas or Disney theme parks to provide pre-post conference activities for attendees. Service Level: The level of service provided is also a key variable, ranging from an inexpensive budget or economy hotel, (Limited or Focused Service Hotels) which may have limited services and amenities, to upscale and luxury hotels (Full Service Hotels) with many services and a wide range of amenities. Market Segmentation: Figure 16.5 on the next page outlines the characteristics of specific hotel types that have evolved to match the needs of a particular traveler segment. As illustrated, hotels adapt and diversify depending on the markets they desire and need to drive occupancy levels and generate revenues. Some hotels will specialize in a specific market segment, but in today’s competitive environment, most hotels will target a combination of these segments.

There are several other industry related organizations, such as Forbes and AAA which provide Consumer Ratings for individual hotels … another form of classifying a property. Forbes has traditionally awarded one to five “Stars” and AAA, one to five “Diamond” ratings. Additionally, many social media applications like Trip Advisor offer hotel property ratings to consumers.

Chain Scale: Smith Travel Research (STR) is an organization that provides the lodging industry with global data benchmarking, analytics and marketplace insights. STR classifies the lodging industry into six chain scale segments according to their respective brand Average Daily Rate (ADR). The six segments are defined as Luxury ; Upper Upscale ; Upscale ; Mid-Scale with F&B ( Upper Mid-Scale ); Mid-Scale without F&B ( Mid-Scale ) and Economy . Through STR’s 30—plus years of service to the hospitality industry—they have developed vital benchmarking performance solutions, established market trend transparency and provided data used by the investment community to support hotel development projects. Their core product, the STAR report, provides hotel owners and operators with comparative performance data between their property and a defined set of market competitors and allows you to follow trends in hotel occupancy, average daily rate (ADR) and revenue per available room (RevPar). Developers, investors, industry analysts, hotel brands and management companies all utilize STR data when determine what type of hotel to build and what location would provide maximum opportunity for success.

The type of ownership, brand affiliation and management are also very important variables in the classification of hotels. Owners may manage their own hotels independently but in today’s competitive environment, they would likely sign a Franchise Agreement with a nationally recognized brand as well as a Management Contract with a hotel management company to manage the property. A hotel chain such as Marriott, Hilton, Hyatt or IHG (Intercontinental Hotel Group) is comprised of multiple brands: Marriott, following their recent merger with Starwood currently has 30 different hotel brands, with each name representing a different level of price, service or targeted market segments.

Branding Decision

Selecting a brand affiliation is one of the most significant decisions hotel owners must make. [10] The brand affiliation selected will largely determine the cost of hotel development or conversion of an existing property to meet the standards of the new brand. The affiliation will also determine a number of things about the ongoing operation including the level of services and amenities offered, cost of operation, marketing opportunities or restrictions, and the competitive position in the marketplace. For these reasons, owners typically consider several branding options before choosing to operate independently or to adopt a brand affiliation.

Franchise Agreements

Another managerial and ownership structure is franchising. A hotel franchise enables individuals or investment companies (the franchisee) to build or purchase a hotel and then buy or lease a brand name to become part of a chain of hotels using the franchisor’s hotel brand, image, loyalty program, goodwill, procedures, cost controls, marketing, and reservations systems. [11]

A franchisee becomes part of a network of properties that use a central reservations system with access to electronic distribution channels, regional and national marketing programs, central purchasing, revenue management support, and brand operating standards. A franchisee also receives training, support, and advice from the franchisor and must adhere to regular inspections, audits, and reporting requirements.

Selecting a franchise structure may reduce investment risk by enabling the franchisee to associate with an established hotel company. Franchise fees can be substantial, and a franchisee must be willing to adhere to the contractual obligations with the franchisor. [12] Franchise fees typically include an initial fee paid with the franchise application and continuing fees paid during the term of the agreement. These fees are usually a percentage of revenue but can be set at a fixed fee. The total percentage of sales ranges significantly for hotels from 3.3⁠–14.7 percent with a median of 11.8 percent. [13]

Management Contracts

It is common for ownership to utilize a management contract , which is a service offered by a management company to manage a hotel or resort for its owners. Owners have two main options for the structure of a management contract. One is to enter into a management agreement with an independent third-party hotel management company to manage the hotel. There are hundreds of these companies, but some of the large organizations include Aimbridge, Benchmark Hospitality, Crescent Hotels, Interstate Hotels, and White Lodging. A slightly different option is for owners to select a single company to provide both the brand and the expertise to manage the property. Marriott, Hilton, and Hyatt, are companies that provide this second option to owners.

Food and Beverage Services

The food and beverage sector is commonly known to industry professionals by its initials F&B. The F&B sector grew from simple origins to meet the basic needs for food and beverage services to increasing demand for unique experiences and broader options. As the interests of the public became more diverse, so too did the offerings of the F&B sector. The increasing awareness and demand for organic, sustainable, local or craft options as well as special dietary needs in food and beverage continue to challenge this industry. In addition, in order to better attract and serve a diverse array of diners, the F&B industry now consists of a variety of segments. The following is a discussion of each.

Quick-Service Restaurants

Formerly known as fast-food restaurants, examples of  quick-service restaurants , or QSRs, include Chick-fil-A, Subway, and Pizza Hut. This prominent portion of the food sector generally caters to both residents and visitors, and it is represented in areas that are conveniently accessed by both. Brands, chains, and franchises dominate the QSR landscape. While the sector has made steps to move away from the traditional “fast-food” image and style of service, it is still dominated by both fast food and food fast; in other words, food that is purchased and prepared quickly, and generally consumed quickly as well.

Fast-Casual Restaurants

Fast-Casual restaurants focus on higher quality ingredients than QSR’s and provide made-to-order food in an environment that does not include table service. Customers usually queue and order at a counter. The seating area is more upscale and comfortable. Examples would include Chipotle Mexican Grill, Panera and Jason’s Deli.

Full-Service Restaurants

Full-service restaurants  are perhaps the most fluid of the F&B operation types, adjusting and changing to the demands of the marketplace. Consumer expectations are higher here than with QSRs. [14] The menus offered are varied, but in general reflect the image of the restaurant or consumer’s desired experience. Major segments include fine dining, family/casual, ethnic, and upscale casual. Fine dining restaurants are characterized by highly trained chefs preparing complex food items, exquisitely presented. Meals are brought to the table by experienced servers with sound food and beverage knowledge in an upscale atmosphere with table linens, fine china, crystal stemware, and silver-plate cutlery. The table is often embellished with fresh flowers and candles. In these businesses, the average check, which is the total sales divided by number of guests served, is quite high (often reviewed with the cost symbols of three or four dollar signs: $$$ or $$$$.) Examples include the Inn at Little Washington, Ruth’s Chris Steakhouse and Capitol Grille.

Casual restaurants serve moderately-priced to upscale food in a more casual atmosphere. Casual dining comprises a market segment between fast casual establishments and fine dining restaurants. Casual dining restaurants often have a full bar with separate bar staff, a larger beer menu and a limited wine menu. This segment is full of chains such as Chili’s, Outback, Red Robin and Cracker Barrel as well as many independent restaurants in regional or local markets.

Family restaurants  offer affordable menu items that span a variety of customer tastes. They also have the operational flexibility in menu and restaurant layout to welcome large groups of diners. An analysis of menus in family/casual restaurants reveals a high degree of operational techniques such as menu item cross-utilization, where a few key ingredients are repurposed in several ways. Both chain and independent restaurant operators flourish in this sector. Examples of chains in this category would be Golden Corral, Cici’s Pizza and Ponderosa Steakhouse.

Ethnic restaurants  typically reflect the owner’s cultural identity, Vietnamese, Cuban, Thai, etc. The growth and changing nature of this sector reflects the acceptance of various ethnic foods within our communities. Ethnic restaurants generally evolve along two routes: toward remaining authentic to the cuisine of the country of origin or toward larger market acceptance through modifying menu items. [15] Examples would be P.F. Chang’s, Tara Thai or Pei Wei.

Bars, Wineries, and Craft Distilling

The beverage industry continues to evolve as well with a strong focus on local craft beers, wines, cider and distilling. Wineries exist in almost every state, with over 250 in Virginia as of 2015. [16] Wine, bourbon, cider trails and brew pub crawls, etc. are used to generate awareness and create experiences for customers. Wineries often use event space or festivals to take advantage of the beauty of the winery and supplement their revenues.

Institutional Food Service

Institutional f ood s ervice is large scale and often connected to governmental (National Parks) or corporate level organizations. Often run under a predetermined contract, the institutional F&B sector includes:

• Educational institutions
• Prisons and other detention facilities
• Corporate staff cafeterias
• National Park restaurants and concessions
• Cruise ships
• Airports and other transportation terminals and operations

Examples of companies who focus on Institutional Food Service are Compass, Sodexho, Aramark.

Accommodation Food Service

This sector includes hotel restaurants and bars, room service, and self-serve dining operations (such as a breakfast room).  Hotel restaurants are usually open to the public and reliant on this public patronage in addition to business from hotel guests. Collaborations between hotel and restaurant chains have seen reliable pairings such as the combination of Shula’s Steakhouse and Marriott Hotels.

Restaurant Industry Profitability and Cost Control

According to the National Restaurant Association, QSRs have the highest pre-tax profit margin at 6.3 percent, while full-service restaurants have a margin of 4.7 percent. There will be significant variances from these percentages at individual locations, even within the same brand. [17]

A number of costs influence the profitability of an F&B operation. Some of the key operating expenses (as a percentage of revenue) are detailed in Figure 16.16, above, where food cost and salaries & wages are the two major expenses, each accounting for approximately a third of the total. Other expenses include rental and leasing of venue, utilities, advertising, and depreciation of assets. These percentages represent averages, and will vary greatly by sector and location.

Cost control and containment is essential for all F&B businesses. Demanding particular attention are the labor, food, and beverage costs, also known as the operator’s primary costs. In addition to these big ticket items, there is the cost of reusable operating supplies such as cutlery, glassware, china, and linen in full-service restaurants.

Recreation can be defined as the pursuit of leisure activities during one’s spare time [19] and can include vastly different activities such as golfing, sport fishing, and rock climbing. Defining recreation as it pertains to tourism, however, is more challenging.

Let’s start by exploring some recreation-based terms that are common in the tourism industry. Outdoor recreation can be defined as “outdoor activities that take place in a natural setting, as opposed to a highly cultivated or managed landscape such as a playing field or golf course.” [20]   This term is typically applied to outdoor activities in which individuals engage close to their community. When these activities are further away, and people must travel some distance to participate in them, they are often described as “adventure tourism”. According to the United Nations World Tourism Organization (UNWTO), adventure tourism is “a trip that includes at least two of the following three elements: physical activity, natural environment, and cultural immersion.” [21]

Ultimately, categorization is based on a combination of several factors, including manner of engagement in the activity (risk exposure, experience requirement, group or solo activity), the distance travelled to access the activity, and the type of environment (proximity to nature, level of challenge involved) in which the activity occurs.

A 2013 adventure tourism market study discovered that people who travel for adventure experiences tend to be well-educated, with 48 percent holding a four-year degree or higher credential. They value natural beauty and rank this factor highest when choosing a destination. The most cited reasons for their travel are “relaxation, exploring new places, time with family, and learning about different cultures.” [22]

Globally, it is estimated that the continents of Europe, North America, and South America account for 70 percent of adventure tourism, or US$263 billion in adventure travel spending. [23]

Entertainment

Entertainment is a very broad category which overlaps with many of the areas discussed elsewhere in this chapter, like hotels and accommodation. Two major types of entertainment that we’ll discuss here are gaming and theme parks.

Gaming has grown significantly in the United States and globally. The number of casinos in the United States has been growing since 2010, and in 2013, there were over 500 commercial casinos, as shown in Figure 16.16. Casinos are found all over the United States in major cities, riverboats, and on Native American lands. However, US casino revenue has been relatively flat, while global gaming revenues have been on the increase, largely due to Asian market growth. Most casinos involve other facets of the Hospitality industry such as lodging, F&B, golf, entertainment, spas, etc., but they also have the added challenges of casino operations.

Theme Parks

Theme parks have a long history dating back to the 1500’s in Europe, and have evolved ever since. Today, it is hard not to compare any amusement park destination to Disneyland and Disney World. Opened in 1955 in sunny California, Disneyland set the standard for theme parks. Theme parks outside of California and Florida are often highly seasonable operations challenged with significant staffing and training requirements each year.

Convention and Event Management

A convention is a large meeting of people with similar interests who meet for a period of at least a few days to discuss their field. An  event  is a gathering at a given place and time, usually of some importance, often celebrating or commemorating a special occasion.

Both conventions and events can be extremely complex projects, which is why, over time, the role of meeting planners has taken on greater importance. The development of education, training programs, and professional designations such as CMPs (Certified Meeting Planners), CSEP (Certified Special Events Professional), and CMM (Certificate in Meeting Management) has led to increased credibility in this business and demonstrates the importance of the sector to the economy.

Meeting planners may be independent contractors hired to facilitate the planning process, work directly for the company full time to coordinate their meeting, or work for hotels, conference centers and event venues directly.

• The various tasks involved in meeting and event planning include:
• Conceptualizing/theming
• Site inspection & selection
• Logistics and planning
• Human resource management
• Marketing and public relations
• Budgeting and financial management
• Sponsorship procurement
• Management and evaluation

Event Categories

Mega-events.

A m ega-event is a large scale, highly prestigious event such as the Olympic Games, the FIFA World Cup, or a global economic summit. These events typically gain tremendous media coverage and have major economic impacts on the host location, both positive and negative. High levels of tourism (1 million visitors) associated with a mega-event brings revenue, but the revenue may be outweighed by substantial capital and social costs incurred by the host. The events are often awarded to host destinations through a bidding process and gain tremendous media coverage.

Special Events

A special event is a one-time or infrequent specific ritual, presentation, performance, or celebration. Special events are planned and created to mark a special occasion, such as a presidential inauguration or the Queen of England’s 90 th birthday. Like mega-events, there may be significant media coverage and economic impact for the host city or destination.

Hallmark Events

A hallmark event is a unique event that is often identified with the location where it is held, like Carnival in Rio de Janeiro or Oktoberfest in Munich. Hallmark events contribute significant economic benefits and even can create a competitive advantage for the host city or destination that attracts tourists.

A festival is a themed public celebration that conveys, through a kaleidoscope of activities, certain meaning to participants and spectators. Festivals are often celebrations of community or culture and feature music, dance, or dramatic performances. Examples include Lollapalooza, the Cannes Film Festival, and Junkanoo in the Bahamas.

Local Community Events

A local community event is generated by and for locals; although it may attract tourists, its main audience is the local community. The community may experience measurable economic impacts, as might happen at The Steppin’ Out Street Fair in Blacksburg (think hotel stays and eating out). Fundraisers and community picnics are also examples in this category.

Meetings and Conventions

The tourism industry also has a long history of creating, hosting, and promoting meetings and conventions that draw business travelers. In fact, Convention and Visitor Bureau’s (CVB’s) work hard to attract these meetings and conventions to their city to drive economic benefit for hotels, restaurants, entertainment venues, etc.

There are several types of such events

Conventions  generally have very large attendance, and are held on a regular schedule but in different locations. They also often require a bidding process.  Political conventions are one such example.

Association M eetings or C onferences are held regionally and nationally for hundreds of associations or events focused on specific themes. Examples would be the National Restaurant Association Annual Convention, ComicCon, or the National Auto Show.

Corporate M eetings will vary significantly in size and purpose and include regional or national sales meetings, shareholder meetings, training sessions, or celebrations. The location will vary depending on the nature of the meeting. They may be held at an airport property, a traditional corporate meeting facility or even an upscale resort.

Trade S hows and T rade F airs  can be stand-alone events, or adjoin a convention or conference.

S eminars , W orkshops , and R etreats are examples of smaller-scale events.

As meeting planners have become more creative, meeting and convention delegates have been more demanding about meeting sites. No longer are hotel meeting rooms and convention centers the only type of location used; non-traditional venues have adapted and become competitive in offering services for meeting planners. These include architectural spaces such as airplane hangars, warehouses, or rooftops and experiential venues such as aquariums, museums, and galleries. [24]

Transportation and travel services are another large element of the tourism industry. This area includes cruise ships, airlines, rail, car rentals, and even ride sharing such as Uber and Lyft. Each of these segments is impacted significantly by fuel costs, safety issues, load factors and government regulation.

If you’ve ever been on a cruise, you are in good company. According to CLIA (Cruise Lines International Association), 23 million passengers were expected to go on a cruise worldwide on 62 member lines in 2015. [25] The industry employs over 900,000 people. [26]

Over 55 percent of the world’s cruise passengers are from North America, and the leading destinations (based on ship deployments), according to CLIA are: [27]

• The Caribbean (36 percent)
• The Mediterranean (20 percent)
• Northern Europe (11 percent)
• Australia/New Zealand (6 percent)
• Alaska (6 percent)
• Asia (5 percent)
• South America (3 percent)

The t ravel services sector is made up of a complex web of relationships between a variety of suppliers, tourism products, destination marketing organizations, tour operators, and travel agents, among many others. Under the North American Industry Classification System (NAICS), the travel services industry group includes “establishments primarily engaged in travel arrangement and reservation services. Examples … are tourist and travel agencies; travel tour operators and wholesale operators; convention and visitors’ bureaus; airline, bus, railroad and steamship ticket offices; sports and theatrical ticket offices; and airline, hotel and restaurant reservation offices.” [28] Tourism services support industry development and the delivery of guest experiences.

Travel Agencies

A travel agency is a business that operates as the intermediary between the travel industry (supplier) and the traveler (purchaser). Part of the role of the travel agency is to market prepackaged travel tours and holidays to potential travelers. The agency can further function as a broker between the traveler and hotels, car rentals, and tour companies. [29] Travel agencies can be small and privately owned or part of a larger entity.

Online Travel Agencies (OTAs)

Online travel agents (OTAs) are companies that aggregate accommodations and transportation options and allow users to choose one or many components of their trip based on price or other incentives. Examples of OTAs include Booking.com, Expedia.com, Hotwire.com, and Kayak.com. OTAs are gaining popularity with the travelling public; in 2012, they reported online sales of almost $100 billion [30] and almost triple that figure, upward of $278 billion, in 2013. [31] Over 40 percent of US travelers booked flights online in 2014. [32]

Tour Operators

A tour operator packages all or most of the components of an offered trip and then sells them to the traveler. These packages can also be sold through retail outlets or travel agencies. [33] Tour operators work closely with hotels, transportation providers, and attractions in order to purchase large volumes of each component and package these at a better rate than the traveler could by purchasing individually.

Destination Marketing Organizations (DMOs)

Destination marketing organizations (DMOs) include national tourism boards, state/provincial tourism offices, and community convention and visitor bureaus around the world. DMOs promote “the long-term development and marketing of a destination, focusing on convention sales, tourism marketing and service” [34] .

Country Clubs

Country c lubs are another part of the Hospitality industry with a very different service strategy focusing on serving members who will develop relationships with the staff compared to a more transactional service interaction in lodging, restaurants or airlines.

Country clubs do not focus as strongly on profit as they do on maximizing member satisfaction, retention and growth while maintaining an attractive fee structure. Country (or city) clubs, will typically have restaurant and bar operations, catered events and other amenities such as golf, tennis, pool, fitness facilities, etc. Depending on the type of club, family and youth events are important to maintain and grow membership.

Strong customer service, culinary, event management and general management skills are necessary to be successful in clubs.

Chapter Video

As in any other fast-moving industry, the landscape in Hospitality and Tourism is always changing. This video explores 10 of the more important current trends impacting the industry.

(Copyrighted material)

Key Takeaways

• The Tourism industry is the largest industry in the world with significant benefit and costs to a region. The global competition for the tourism dollar is significant within the US and between countries.
• Hotels vary significantly in size, quality, purpose, chain affiliation, and ownership. The complexity of the operation and leadership vary as well.
• Food and Beverage is made up of a wide variety of restaurant types from QSR, Fast Casual, Fine Dining and Ethnic. Institutional food service in business , hospitals, education, parks and concessions are a significant part of the Food and Beverage industry.
• The evolution of tastes and consumer expectations in food and beverage continue to provide opportunity and challenges in the industry for ethnic sustainable, organic, local, craft, and other unique experiences.

Portions of this chapter were adapted from Westcott, Morgan (Ed)  Introduction to Tourism and Hospitality in BC.   CC BY 4.0   https://opentextbc.ca/introtourism . Available for free at: http://open.bccampus.ca

Image Credits: Chapter 16

Figure 16.1: Siebe Warmoeskerken (2018). Unsplash. Public Domain. Retrieved from: https://unsplash.com/photos/mxNrtFzOd-I

Figure 16.2: Data retrieved from: https://wttc.org/Research/Economic-Impact ; World map retrieved from: Max Naylor (2006). “BlankMap-World-Continents-Coloured.” Wikimedia Commons. CC BY-SA 3.0 . Retrieved from: https://commons.wikimedia.org/wiki/File:BlankMap-World-Continents-Coloured.PNG

Figure 16.3: Rodhullandemu (2012). “The Pineapple Hotel, Park Road, Liverpool.” CC BY-SA 3.0 . Retrieved from: https://commons.wikimedia.org/wiki/File:Pineapple,_Park_Road,_Liverpool.jpg

Figure 16.6: Stephen J. Skripak. “Example of a Hotel Market Segmentation by STR’s Chain Scale.” CC BY 4.0 .

Figure 16.7: Christina Hsu (2009). “San Diego City and Bay at Night.” Flickr. CC BY-NC-SA 2.0 . Retrieved from: https://flic.kr/p/6KZ5Cv

Figure 16.8: Anastasia Cortes (2016). “The Inn at Virginia Tech.” Public Domain. Provided by the author.

Figure 16.9: Dale Cruse (2014). “New Zealand langoustines at Troquet.” Flickr. CC BY-NC-SA 2.0 . Retrieved from: https://www.flickr.com/photos/dalecruse/8551895022/

Figure 16.10: Imzadi1979 (2012). “An Axample of a Typical American Logo Sign.” Wikipedia. Public Domain. Retrieved from: https://en.wikipedia.org/wiki/Logo_sign#/media/File:Logo_Sign.svg

Figure 16.11: Mike Mozart (2014). “Panera Bread.” Wikimedia Commons. CC BY-SA 2.0 . Retrieved from: https://commons.wikimedia.org/wiki/File:Panera_Bread_(13883443466).jpg

Figure 16.12: Michael Rys. “Le Procope.” Wikimedia Commons. CC BY-NC-SA 2.0 . Retrieved from: https://commons.wikimedia.org/wiki/File:Inside_Le_Procope.jpg#mw-jump-to-license

Figure 16.13: Stephen J. Skripak. “The Restaurant Industry Career Path.” CC BY 4.0 .

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The Impact of COVID-19 on Quarantine Hotel Employees

• First Online: 30 April 2024

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• Erica Sao Joao   ORCID: orcid.org/0000-0002-6603-4030 2 &
• Tholakele Maureen Mthembu 2  

Employee well-being is vital to the sustainability of the hospitality industry as service affects excellence and overall guest satisfaction. During the COVID-19 era, several hotels became quarantine hotels for patients and suspected cases. The impact of the pandemic on quarantine hotel employee well-being is not well understood. This study examines how COVID-19 affected hospitality employees working in quarantine hotels. It also determines the strategies that could reduce stress and improve well-being. A qualitative research design was adopted as the strategy for inquiry, using interviews to collect data. Interview participants were employees from a South African hotel group who worked in a quarantine hotel. The main findings of the project are that COVID-19 altered hospitality employees’ well-being and left them anxious and depressed. They experienced job insecurities and noted financial issues. Those who were able to live on hotel premises were relieved not to expose their families to the virus but were constantly concerned for their well-being. However, flexible work schedules, acknowledgement of family responsibilities, and informative communications from managers reduced employee stress and increased reassurance of their importance. They highlighted that restricting the news they were exposed to, and following government protocols reduced anxiety. This reinforced the necessity of communication from managers to guide and ease their concerns. The implications of these strategies for future crisis management indicate the necessity to react quickly and decisively. Open lines of communication are vital to guiding the hotel employees into a mode of resilience to ensure sustainability.

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Sao Joao, E., Mthembu, T.M. (2024). The Impact of COVID-19 on Quarantine Hotel Employees. In: Chihwai, P. (eds) COVID-19 Impact on Tourism Performance in Africa. Springer, Singapore. https://doi.org/10.1007/978-981-97-1931-0_4

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BUSINESS BUZZ: Re/Max Alliance ranks first among Florida real estate firms

Re/Max Alliance Group , an independently owned franchise with 12 offices on the Florida Gulf Coast, generated nearly $2 billion in sales for 2023, marking its 10th consecutive year as the state’s premier real estate firm.

The agency also ranked among the REAL Trends 500, an independently verified compilation of the nation’s leading residential real estate companies.  

The brokerage placed first out of 119 brokerages in the Florida region by both volume and transactions, generating almost $2 billion in sales and nearly 4,000 closed transactions.

Ranking eighth out of 5,800 brokerages in the United States by volume, the brokerage averaged $5.7 million in sales and 11.5 transactions per agent. They have been first in sales in Florida for 20 consecutive years.

March traffic up 7.5% at airport

For the month of March 2024, 553,521 passengers traveled through the Sarasota Bradenton International Airport , a 7.5% increase compared with 514,889 passengers in March 2023. 

The 12-month activity through March 2024 totaled 4,415,951 passengers, a 9% increase compared with 4,048,419 passengers for the 12 months through March 2023.

New approach to A-fib at Blake

HCA Florida Blake Hospital , in Bradenton, completed its first nonthermal ablation April 11, using a new method for the treatment of atrial fibrillation.

The new approach can minimize risks associated with traditional thermal ablation, potentially expanding access to AF ablation treatment to more patients.

During a traditional ablation procedure, a catheter is guided to the interior of the heart and generates extreme temperatures − hot or cold − to destroy targeted areas in the heart associated with abnormal heart rhythms. The nonthermal ablation option however, relies on tissue-selective, nonthermal electric fields to ablate heart tissue and avoid damage to surrounding structures, reducing surgery time by up to an hour.

This reduction is crucial as it minimizes patient exposure to anesthesia, lowers the risk of complications and expedites recovery.

“We are pleased to have performed the first cardiac ablation procedure in Manatee County using a nonthermal device for the treatment of atrial fibrillation,” said Rajesh Malik, MD, a clinical electrophysiologist who performed the procedure.

TLC Engineering acquires APG

TLC Engineering Solutions, Inc. and APG Electric, Inc. have announced that APG Engineering has joined the TLC team, expanding its presence and capabilities in the state of Florida and broadening its bench nationally.

APG’s established offices in Sarasota and Clearwater will transition to TLC locations and integrate with the local, existing TLC teams.

APG’s engineering expertise has grown over the past 17 years to include mechanical, electrical, plumbing, fire protection and telecommunication systems. Working alongside the APG contracting team, they are pragmatic and solution-minded engineers.

The APG engineers will continue to support their current clients and projects, with support and expanded services available from TLC resources. Their extensive health care portfolio will also significantly enhance TLC’s capability to serve its health care clientele.

With this partnership, Mike Dobbs becomes the managing principal of Healthcare Operations for both the Clearwater/Tampa and Sarasota locations. He will work under the leadership of Aaron Johnson, TLC’s director of Healthcare Operations.

The following team members have also joined TLC as principals of the firm: Rolando Alvarez, PE, Rolando Martiatus, PE, Don Netinho, PE, and Todd Potter, RCDD.

The following team members joined TLC as senior associates: Bruce Loeppke, PE, Eric Eldridge, PE, and Michael Skene, PE. Associate team members include Yonet Lopez, PE, and Corey Schiller.

Law firm opens third office

On April 1, the Dunlap Moran law firm opened its third office, at 5011 Ocean Blvd., Suite 203, in Siesta Key Village.

The office is conducting real estate closings for the Siesta Key market and surrounding communities.

Pro-bono PR goes international

The Central West Coast chapter of the Florida Public Relations Association recently embraced an exciting opportunity to globalize its pro-bono program, Mission Mavericks.

Facilitated by Caldwell Trust Co. and Sheryl Vieira, vice president of Communications and Marketing, this initiative invited members of Mission Mavericks to consult with a guest from Tanzania overseeing a conservation and wildlife center.

This collaboration perfectly aligns with CWC-FPRA’s mission and enhances the Mission Mavericks program, providing tailored PR and marketing services that transcend borders to foster cross-cultural relationships and impact diverse markets positively.

The recent milestone includes a fruitful partnership with Jumanne K. Masonda, the owner of Sable Wildlife Training Centre Ltd. , in Tanzania. This collaboration allowed our members – Hunter Carpenter, Jodel Velarde and Nate Sweetman – to gain valuable experience in international marketing and communication strategies. Through our consultation, we provided pro-bono guidance aimed at enhancing the center’s domestic and international outreach.

Sable Wildlife Training Centre Ltd. is renowned for its commitment to excellence in educational programs and travel solutions, earning recognition as a preferred destination for both academic and leisure purposes.

During Mr. Masonda’s visit to the U.S., he engaged with various organizations to share and exchange knowledge about tourism and environmental initiatives. The organizations included Visit Sarasota, University of South Florida’s School of Hospitality and Tourism Management and Mote Marine Laboratory & Aquarium.

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