New ideas on how LAC tourism may respond
The travel and tourism crisis has thrown up a wide range of ideas about how to respond or rebuild and re-invent the Latin American and Caribbean tourism industry. Some of them may lead nowhere, but others could turn out to be useful in a general industry reset. It is still too early to pick any clear winners and losers, not least because the immediate future course of the pandemic is still difficult to predict.
Adjusting to the end of mass tourism?
One possible future scenario is that the era of mass tourism has ended, or at least has gone into a period of decline. In this model, as global mobility reduces, so long-haul flights become much more expensive, and a significant proportion of the population begins to spend their holidays closer to home. The main implication of this scenario is that the LAC tourism industry will need to move upmarket, catering for fewer, wealthier, or more niche types of visitors. A number of global cities and industry analysts seem to be already moving towards that conclusion. Tony Matthews, an urban and environmental planning specialist at Griffith University in Australia, has made that case, commenting: “Cities that rely heavily on tourism are facing an extraordinary crisis. Do they wait it out until mass tourism is viable again, or do they start developing major new industries and economies?” Griffith argues that urban economies are by their nature difficult to “re-tool”.
Notwithstanding that difficulty, a number of European cities have already adjusted their approach in a way that may be relevant to the LAC countries. The city authorities in Barcelona have said they intend to “put quality over quantity”, promoting local food and seeking to attract higher-spending visitors. Amsterdam says it will concentrate on social and environmental improvements. Matthews comments: “With less future income from tourists it makes sense for Amsterdam to try to improve its economic fundamentals in other ways.” Bangkok in Thailand has also dialled down mass tourism. David Robinson, director of Bangkok River Partners, says: “The race to the top of the ‘most visited’ chart does not benefit the country. More is just more, not better, and certainly not more financially beneficial to the country. It’s unsustainable.”
Focusing on improved infrastructure
The World Economic Forum (WEF) noted that before the pandemic a number of LAC countries had begun to improve their travel and tourism competitiveness including air, land, and sea infrastructure. However, the pandemic also altered the relative weighting of key components of competitiveness in a way that is not particularly helpful to the region. For example, tourists now place much greater emphasis than before on the availability of good healthcare facilities - and LAC has 42% fewer hospital beds per 10,000 inhabitants than the global average. The region will also need to overcome often unfavourable business, safety, and security conditions, gaps in health and hygiene, and environmental issues.
While acknowledging the existence of funding constraints, WEF has suggested the way ahead could be to invest more in tourism related infrastructure through public-private partnerships (PPPs). Desirable investments would include contactless payment and ticketing options in airports, buses, and Metros, which would save time and reduce the spread of the virus. More technologically advanced infrastructure would improve quality and reduce costs.
Increased infrastructure resilience would help cope not only with pandemics but also with natural disasters such as hurricanes and earthquakes. A World Bank study has found that investment in resilient infrastructure in low and middle-income countries can generate US$4 worth of benefits for every US$1 spent. Investment in digital systems would prepare the LAC travel and tourism sector for the spread of 5G (5G subscribers in the region are expected to reach 58m by 2025). Digitalisation could also help small and medium-sized enterprises (SMEs) in the industry to offer more competitive services.
Improved marketing techniques
Some tourism executives say that in response to the pandemic the sector should focus more rigorously on specific market segments, so as to optimise profitability. One version of this hypothesis is that the industry in general should target the millennial generation, which is now larger than the baby boomers. Recent research suggests millennial travellers are attracted by personalised and technology-based travel options and place a high value on authenticity and unique experiences. Latin American and Caribbean tour operators can offer a particularly good fit for adventure-seeking millennials, with an emphasis on outdoor activities, hiking, sightseeing, and a range of sporting activities.
Countries that have already established a distinctive tourism brand may be well-positioned to ride out the storm. One example is Costa Rica, which over the last two decades has built its reputation as an eco-tourism destination with beautiful beaches, tropical rainforests, and diverse eco-systems. While the country has suffered from the global downturn in 2020 (tourism accounts for around 8% of GDP) it intends to use these already established green credentials to recover around US$1.5bn in lost revenues and generate 80,000 new jobs.
There are a number of other ways to improve the targeting of market segments. Destinations like Mexico and the Caribbean can sharpen their focus on attracting short-haul US and Canadian travellers, where airlift is easier than for long haul visitors (e.g. Europe). Although airlift remains an issue, as China is emerging as the only major global economy expected to record positive growth in 2020, targeting Chinese tourists as travel restrictions are gradually eased may be a useful and potentially profitable diversification strategy.
Across the region there are signs that the industry as a whole is promoting domestic tourism as a first step designed to kickstart a wider recovery process. Various governments have already begun to prioritise this as a policy option. One way of encouraging domestic tourism has been to move public holidays to Fridays or Mondays, thereby creating a number of long weekends that will encourage short holiday breaks in local resorts.
There may also be scope for better targeting regional and neighbouring country tourism flows. Uruguay, for example, has for many years attracted visitors from neighbouring Argentina and Brazil and a relatively smaller number of travellers from the US and Europe. While Uruguay’s southern hemisphere summer season (December to March) will suffer because of the pandemic, the country’s relative success in controlling the coronavirus, providing high levels of safety, good health services, institutional stability, and a high standard of living has attracted a significant number of longer-staying Argentine visitors. Somewhere between 15,000 and 20,000 Argentines are estimated to have moved to Uruguay since the outbreak of the pandemic in March, equivalent to about 0.6% of the country’s total population of 3.5m.
Like a downturn in any other industry, companies are likely to focus on supply-side consolidation and demand-side simplification of the product offer. To some extent this is a natural process. Given the drastic and abrupt downturn, it is likely that a significant number of travel and tourism companies will be driven into bankruptcy or administration. On the other hand, those that have larger cash reserves and lower costs will be a position to take over some of their rivals.
Attracting remote workers and digital nomads
A number of analysts have wondered whether the surge in remote working experienced in wealthy countries during the pandemic might offer some clues to help to revive the tourism sector. The argument is that if people were able to work remotely from home during the more intense phases of lockdowns, they might also be attracted by the idea of working remotely from a more distant location, with a more relaxed lifestyle and in a better climate – a second home, time-share, villa, or hotel in a tourist destination in the LAC region. Frank J Llibre, a top executive at the Dominican Republic’s Grupo Puntacana, has spoken about the potential attractiveness of this option in the Covid era, particularly if the local operator can offer good broadband connectivity, high health and cleanliness standards, and appropriate services for longer-stay visitors. His company operates a cluster of businesses including an airport and the residential Puntacana village, which includes an international school, a medical centre, and sports facilities as well as shops and restaurants. Subject of course to reliable airlift, some LAC countries may be able to develop this model designed to cater to longer stay remote workers.
A related experiment is being pursued in Panama. From December 2020 a giant cruise ship, MS Satoshi, which has a length of 245 metres and a total of 777 cabins distributed over 12 decks, will anchor 22kms off the Bay of Panama. The ship, owned by a company called Ocean Builder, has been diverted from the mobile cruise tourism business which has become unviable because of the coronavirus pandemic. As a result of the crisis, many cruise ships have been idled at anchor in various parts of the world. In this case the idea is to repurpose the ship to offer a home for ‘digital nomads’ and crypto-currency entrepreneurs. According to Panamanian tourism minister Ivan Eskildsen, this will be the world’s first residential, fixed-location cruise ship designed for “digital nomads, new technology entrepreneurs and digital professionals who are seeking to work remotely”.
The ship will be linked to Panama City by a regular small ferry service taking 30 minutes for each trip. Facilities onboard include multiple restaurants, a theatre, health centre, casino, and a gym. The company is currently also building water-based homes known as Sea Pods on Panama’s Caribbean coast. It says an initial tranche of 200 cabins on the ship will be sold by auction by the end of this year and are expected to be priced at somewhere between US$25,000 and US$50,000 each. Like a condominium, residents will also have to pay a fee for the upkeep of the ship and facilities. Ocean Builder says it is also able to assist residents who are interested in acquiring permanent residence status in Panama (the Panamanian government has recently offered improved terms to convince more foreigners to become residents, in an attempt to boost inward investment and innovation). It is not yet clear whether the MS Satoshi project will succeed, but the experiment is likely to be watched closely in both Central America and the Caribbean, still adjusting to the collapse of the cruise ship industry.
Introducing new technology: The tourist sector as a whole faces the challenge of adopting new digital technologies that will help control costs and improve profitability. One example of how this can work is the Who’s Your Guest website launched by Inbal Tubi, who owns and runs hotels in both Brazil and Colombia. The project was launched as 80% of Colombia’s hotels closed in the first phase of the lockdown; occupancy rates in July stood at only 14%. Tubi had been frustrated by high commissions charged by booking platforms, so he launched an alternative designed to give the hotel a larger share of the fees. He says hotels have had to pay “crazy” 15%-30% commissions to established online booking sites such as Expedia and Booking.
“Booking makes more money than the hotel on the reservation. And you have absolutely no information about the guest you are about to receive. The guests go on TripAdvisor and know everything about you, but you have no idea.” To solve that problem, he has created a mutual rating system through “Go Travel”, a direct booking club, which offers discounted rates to the more desirable customers. Tubi says hotels can boost net profits by 12% by using the system, which also enables contactless check-in “so the hotels know in advance if you like an extra pillow on the bed, if you’re lactose intolerant, what tours you do. So they can give you a personalised service.” He had worked on the idea before the pandemic, but as he puts it “the industry was growing like crazy and no-one had time for new ideas”. The Covid pandemic he adds, “is the moment I’ve been waiting for, for three years. It’s all about timing. Just like Airbnb was born out of the 2008 crisis. Everyone is already expecting a new normal, so that’s the time to bring in new ideas.”

