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Seychelles Tourism Board kicks off its 2020 Marketing Strategy Consultations

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The first meeting set for the 2020 Marketing Strategy Consultations organized by the Seychelles Tourism Board (STB) was conducted on Tuesday June 26, 2020 from the STB Headquarters at Botanical House, Mont-Fleuri.

Hosted by STB Chief Executive Mrs. Sherin Francis the meeting was attended by the Minister for Tourism, Civil Aviation, Ports and Marine, Mr. Didier Dogley; Principal Secretary for Tourism, Anne Lafortune; destination marketing staff from STB headquarters at Botanical house; STB representatives around the globe; and also registered the participation of around 75 trade partners.

The session was an ideal opportunity for Mrs. Francis to provide a general overview of the current situation in Seychelles as the country will enter the second phase of its borders opening on August 1, 2020 with the arrival of commercial flights.

The session was primarily aimed at setting the foundation for the in-depth consultations as STB representatives and trade partners prepare to discuss how to jointly reposition individual source markets.

Mrs. Francis also shared an update of the various measures currently in discussions by the task force, which has been set by President Danny Faure earlier in June, a task force, chaired by Minister Dogley in regards to the relaunching of Seychelles as a destination for potential visitors in a safe manner. 

During her overview presentation, Mrs. Francis also mentioned the various efforts of the STB team in keeping the destination visible during the confinement period where travels were restricted in Seychelles.

She further mentioned the part of the recovery measures being driven by the local industry revolving around domestic tourism and concluded with an insight on market intelligence data and researches showing the growing interest for the destination as well as other various points of focus for the marketing of the destination this year.

The series of virtual consultative meetings will be ongoing for the next two weeks and will culminate with the STB Strategy Marketing Meeting on Friday July 10, 2020.

More news about Seychelles.

#rebuildingtravel

MEDIA CONTACT: STB News Bureau, Tel: +248 4 671 354 / +248 4 671 313, stbnews@seychelles.travel   www.seychelles.travel

Minister Bartlett Chairs High-level UNWTO Meeting

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Jamaica Tourism Minister Hon. Edmund Bartlett, today chaired the high level 65th meeting of the United Nations World Tourism Organization’s – UNWTO – Commission for the Americas (CAM). During the virtual session he led a team of 22 Member States from across the Americas, in high-level discussions to develop a strategy for sustainable growth, as some tourism industries across the globe, prepare for the recovery period from the economic and social impact experienced, because of the COVID-19 pandemic.

Hon. Minister Bartlett said in his speech:

Mr. Secretary-General, colleague Ministers, and delegates:

Let me begin by expressing my delegation’s deepest disappointment that we were not in a position to host you last month, as scheduled. That was only one in a myriad of adjustments that we have had to make as individuals, communities, and nations in the face of the novel coronavirus (COVID-19). Nevertheless, I look forward to welcoming you to our shores in the near future.

As we have experienced, the virus plunged the world economy into uncertainty, with travel and tourism highlighted as one of the most affected sectors. This represents the worst showing for international tourism since 1950 and puts an abrupt end to a 10-year period of sustained growth since the 2009 financial crisis.

We know well the information on the fallout to travel and tourism as well as the global economy. Our governments stand at this most critical juncture to “stop, look, listen and pivot”, i.e., assess the situation; craft strategic policies and responses; monitor the effective implementation of these policies; and prepare ourselves to further adjust and creatively manage vital developments vis-à-vis COVID-19.

Already for the first quarter, international tourism has recorded 67 million fewer arrivals and a loss of US$80 billion in exports. The Americas is the third hardest hit region, with international arrivals down by 15.2% compared to the same period in 2019. The region has also registered the slowest recovery of lost arrivals post crisis, using the 9/11 terrorist attacks as a case study where it took 42 months to return to previous figures.

According to the Economic Commission for Latin America and the Caribbean (ECLAC), the region is facing the pandemic from a weaker position than the rest of the world. Before the pandemic, ECLAC had projected that the region would grow by a maximum of 1.3% in 2020. However, this forecast has been revised in light of the effects of the crisis, with GDP now predicted to fall by at least 1.8%. Nevertheless, as the pandemic evolves, forecasts of economic contractions of between 3% and 4%, or even more, cannot be ruled out.

Small island developing states (SIDS), like some of us in this region, face particular challenges to our sustainable development, including small populations, limited resources, vulnerability to natural disasters and external shocks, and strong dependence on international trade. A heavy and deepening reliance on tourism as a priority contributor to the Gross Domestic Product of our countries, accounting for over 50% of GDP in some cases, could further exacerbate the region’s vulnerability in this present crisis. This is even as we recognize the immense potential of travel and tourism to right our economies on the road to recovery and
development.

In the case of Jamaica, external debt is 94% of GDP as at March 2019 and for March 2020, it is estimated to be slightly lower at 91%. The estimated contraction in GDP from COVID-19 for the Fiscal Year 2020/2021 is 5.1%. Our projections have estimated an annual loss of J$108 billion to the tourism sector for the fiscal year April 2020-March 2021 and a fallout of $J38.4 billion to the Government from direct revenue from the sector. It is clear that this is not business as usual. Therefore, our policy responses demand innovative thinking to match the dynamism of this current threat to sustainable development. Effective recovery and the “new normal” will be characterized by greater flexibility for the viability of businesses, particularly micro, small and medium sized tourism enterprises; a new and united generation (GenC) with strategies tailored to this emerging market; increased application of technology for digital transformation; new modes of work and measurements for productivity; as well as enhanced resilience.

Border re-openings and re-engagement with the international community are necessary to advance national and global recovery. In this regard, Jamaica welcomed tourists to re-discover our island, earlier this week on 15 June. It is still too early for any preliminary assessment of the impact of this decision and its timing. However, the Jamaican
Government rests confident that it has considered all relevant precautionary measures, including adoption of necessary workplace protocols as well as tailored protocols for the tourism industry. These measures include, interalia, establishment of a resilient corridor for controlled tourism travel; design of detailed operating protocols for
each segment of the industry for which Jamaica has received global recognition and endorsement; certification of businesses for compliance; and a consolidation of the Tourism Product Development Co. as a driver for destination assurance management.

In our bid to guarantee a safe, secure, seamless and satisfying experience for tourists, the government has decided to test all visitors and intensify the collaboration between the Tourism and Health Ministries. This will add a layer of preparedness to urgently address the risk of any new imported COVID-19 positive cases. These measures will be as least restrictive as possible, with ongoing evaluation and management based on data and science.

As we “stop, look, listen” and take necessary steps to survive and thrive beyond this crisis, the spotlight shone brightly on several key takeaways too numerous to list. However, permit me to share a few that resonated.

One, we agree with the UNWTO that tourism will be a useful vehicle to drive recovery and re-balance our economies. The promotion of diversity and inclusion within the sector provides employment and opportunities for the most vulnerable populations. The sustainable development slogan of leaving no one behind applies just as much to inequalities among countries as it does to those that exist within countries – developing and developed. The systems and tools created to confront COVID-19 are useful guides for revising policies and procedures to take account of these social and economic realities.

Two, we are indeed resilient in the face of crises. I am amazed at how quickly individuals and businesses have adapted to the Zoom and Microsoft Meets culture. In fact, several businesses in the region have maintained staggered working days for staff, following governments’ lifting of remote work arrangements. There is much needed research in the pipelines on COVID-19 business productivity, noting that some employees and employers observed improved levels of productivity with these arrangements.

Three, the value of linkages and abandoning the siloed approach in policy formulation and implementation. We have long tested the benefits of partnerships, including public-private partnerships. The region’s recent experience with national multi-stakeholder tourism committees reminds that diversity in perspective and positions make for a richer and improved outlook.

Fourth, countries with a deepening reliance on tourism for GDP will need to diversify their geographic source markets, toolkits, tourism products, and other economic industries to cushion against the effects of external disruptions such as epidemics/pandemics, terrorism, and natural disasters.

Fifth, these external disruptions, just mentioned, underscore the need for bolstering global institutions to enhance their own resilience and assist Member States and countries in capacity and resilience building. The good practice exemplified by the UNWTO’s initiatives and efforts to confront COVID-19 provided Member States with strategic tools that could be tailored for national realities. In like manner, the Global Tourism Resilience and Crisis Management Centre – born out of UNWTO deliberations- is poised to render necessary assistance and expertise for
recovery efforts.

There were opportunities born out of the region’s COVID-19 response that compel us to maintain a certain approach even beyond this period. These include targeted support and focus on micro, small and medium size enterprises; re-thinking business models for a pivot rather than peril scenario; and collective action and partnerships at the national, regional and multilateral levels. The application of existing, new and emerging technologies for innovative responses to the challenges encountered during this period is testament that space remains to scale up the use of technology for increased efficiency.

We simply cannot return to the situation that existed pre-COVID19. In this regard, we recall the UNWTO slogan during this period “Stronger Together”. The principles of multilateralism must, indeed, ring true for greater cooperation and collaboration at the regional level and further, on the global stage. This is particularly important as we keep in view the existential threats to humanity such as climate change, food insecurity,
and poverty that continue to plague some of our countries.

In closing, the Jamaican Government deeply appreciates the efforts of the United Nations World Tourism Organization (UNWTO), under the able and steady leadership of Secretary-General Zurab Pololikashvili. The reports, research and initiatives undertaken by the UNWTO during this period were very useful and served as good foundation. The region was pleased to contribute to this process by virtue of our participation on the various Committees. The region further stands ready to collaborate with the organization and all Member States for improved solutions to the greater benefit of our nationals, visitors and the wider international
community. Thank you.

UNWTO Commission for the Americas in motion
Tourism Minister Hon, Edmund Bartlett, today chaired the second of the United Nations World Tourism Organization’s (UNWTO) Regional Commission for the Americas (CAM) virtual meetings. He led a team of 22 Member States from across the Americas, in high-level discussions to develop a strategy for sustainable growth.

During the meeting the Minister was joined by the UNWTO Secretary-General Zurab Pololikashvili, who expressed that: “The temporary suspension of tourism has had a significant impact on the Americas. This meeting showed the shared determination to grow back stronger and better once the conditions allow.”

He noted that: “Sustainability and innovation will be at the heart of tourism’s recovery, both in the Americas and in every other global region. The sector’s return to growth will be a lifeline for many millions of people across the Americas while also helping protect and promote the region’s many cultures and natural heritage.”

The virtual meeting was the second held since March. It also included a presentation of the UNWTO’s joint project with the IFC (International Finance Corporation) called the “Green Investments for Sustainable Tourism” initiative. According to the UNWTO, this project was designed to “promote more investment in the greening of the sector, with a special emphasis on hospitality and on small-and-medium-sized businesses.”

The Regional Commissions typically meet once per year to allow member states to maintain ‎contact with each other and with the UNWTO Secretariat between sessions of the bi-annual General ‎Assembly. Jamaica is one of the four English speaking Caribbean Member States of the UNWTO and currently chairs the CAM for the biennium 2019-2021.

#rebuildingtravel

MEDIA CONTACT: Jamaica Ministry of Tourism, Corporate Communications, 64 Knutsford Boulevard, Kingston 5, Tel: 920-4926-30, Fax: 920-4944

The Vallée de Mai reopens

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As of June 1, 2020, visits to the Vallée de Mai will be possible again with the addition of a new booking system that will be in operation as of May 25. This new booking system is part of the Seychelles Islands Foundation’s (SIF) efforts to ensure the health and safety of all visitors to the Vallee de Mai and its staff during the ongoing COVID-19 global pandemic. Though tourist numbers are low at present, SIF believes that reopening the Vallée de Mai for visitors is an essential part of its community service, in providing a green space for the local community and the public in general. Since April 9, SIF has had to close Seychelles’ most visited natural site due to the global pandemic. Although security and surveillance operations have been active throughout this closure, it has only been since the May 4, with the easing of restrictions, that research monitoring and operations at the Vallée de Mai have resumed. 

With the introduction of this new booking system, SIF is able to reopen this UNESCO World Heritage Site to the public. Despite the difficult current circumstances Seychellois are still able to enter the park for free, whist ticket prices for tourists remain unchanged, at SCR350, for the time being.  To book and visit, all Vallée de Mai visitors (Seychellois, GOP holders and foreigners alike), must either email: vdmadmin@sif.sc, call 2595400 or Whatsapp message 2595400 at least a day ahead of their visit. Visits will be booked on the basis of selecting 1 hour slots during visiting hours. It must be noted that group sizes are limited to 4 people per visit and that visiting hours are between 9.00 am – 4.00 pm, in which the last entry for the day is 3.00 pm. In order to make a booking, visitors must provide the following details: full name of organizers of the visit, their contact number, the number of people in their group (maximum 4 per group) and the date and time of their visit.

Bookings can be made throughout the working week (8.00 am – 4.00 pm). However, for weekend visits, bookings must be made by Friday 12.00 pm latest. Once bookings are made, they will be confirmed or rescheduled via email or a phone call within 1 hour (during the working week) of the booking. To cancel or reschedule, visitors must inform SIF 4 hours ahead of time.  Furthermore, while tourist numbers remain low, visitors will be able to book multiple one hour slots for the duration of their visit. However, this allocation of slots may change depending on the volume of bookings. 

The creation of this booking system is part of SIF’s efforts to ensure its sites, staff and visitors are following directives set out by the Department of Health and best practices when it comes to operating under the new reality of COVID-19. Other measures SIF is enacting in the face of these unprecedented times include developing a COVID-19 health and safety guideline for its staff, only accepting electronic payments for Vallée de Mai ticket sales and other transactions, as well as the installation of hand sanitizer dispensers and other facilities to enhance levels of hygiene and social distancing. 

#rebuildingtravel

MEDIA CONTACT: STB News Bureau, Tel: +248 4 671 354 / +248 4 671 313, stbnews@seychelles.travel  www.seychelles.travel

Centara Hotels & Resorts makes food donation to the Thai Government’s Public Relations Department

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Centara Hotels & Resorts, Thailand’s leading hotel operator, recently donated 1,500 food boxes to the Thai Government’s Public Relations Department, as part of its ongoing efforts to help those communities and individuals most affected by the COVID-19 pandemic. The meals, which were prepared by a team of food and beverage staff at Centara’s flagship, Centara Grand at CentralWorld, were presented by General Manager of the hotel, Robert Maurer-Loeffler, to the Deputy Director-General of the Government Public Relations Department, Pichaya Muangnao. The meals were distributed to people impacted by COVID-19 and others needing assistance.

The COVID-19 pandemic is causing hardship for communities all across Thailand, and Centara is committed to providing help wherever we can. We hope our meal box donation to the Government Public Relations Department will bring some immediate relief to Thai people and those in need.

Centara recently launched Help the Heroes, an initiative designed to directly benefit health workers and vulnerable communities impacted by COVID-19. When a consumer buys a Centara cash voucher for a future escape, Centara will add a further 50% value to the purchase. Half will go to the buyer, with the value of the voucher being increased by 25% to help them get more out of their next adventure when it is safe to travel again.  And the other 25% will be made as a donation to those in need, with the customer able to choose which of the two charities Centara donates to. The company is also providing complimentary hotel accommodation and meals to healthcare workers, with Centara Grand at CentralWorld providing hotel rooms for medical staff from the Police General Hospital so that they can save travelling time and return to work as refreshed and recharged as possible.

Centara food donation
Centara food donation

ABOUT CENTARA

Centara Hotels & Resorts is Thailand’s leading hotel operator. Its 76 properties span all major Thai destinations plus the Maldives, Sri Lanka, Vietnam, Laos, Myanmar, China, Japan, Oman, Qatar, Cambodia, Turkey, Indonesia and the UAE. Centara’s portfolio comprises seven brands – Centara Reserve, Centara Grand Hotels & Resorts, Centara Hotels & Resorts, Centara Boutique Collection, Centra by Centara, Centara Residences & Suites and COSI Hotels – ranging from 5-star city hotels and luxurious island retreats to family resorts and affordable lifestyle concepts supported by innovative technology. It also operates state-of-the-art convention centers and has its own award-winning spa brand, Cenvaree. Throughout the collection, Centara delivers and celebrates the hospitality and values Thailand is famous for including gracious service, exceptional food, pampering spas, and the importance of families. Centara’s distinctive culture and diversity of formats allow it to serve and satisfy travelers of nearly every age and lifestyle.

Over the next five years, Centara aims to become a top 100 global hotel group, while spreading its footprint into new continents and market niches. As Centara continues to expand, a growing base of loyal customers will find the company’s unique style of hospitality in more locations. Centara’s global loyalty program, Centara The1, reinforces their loyalty with rewards, privileges, and special member pricing.

More news about Centara.

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MEDIA CONTACTS:

Pornchanok Thongrungrot (Pao)

Corporate Public Relations Manager – International Media, Centara Hotels & Resorts

pornchanokth@chr.co.th                        Tel. +66 (0)2769 1234 Ext. 6733

Puntira Cherdboonmuang (Gam)

Corporate Public Relations Manager – Thai media, Centara Hotels & Resorts
Email:puntirach@chr.co.th                    Tel. +66 (0)2769 1234 Ext. 6922

Fraport Traffic Figures – April 2020: Major Decline in Passenger Volumes Continues

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Frankfurt Airport (FRA) counted only 188,078 passengers in April 2020, 96.9% less than in the corresponding month of last year. The total for Fraport traffic figures in the first four months of 2020 dropped by 45.7%. This major decline was due to the ongoing travel restrictions and collapsing demand triggered by the COVID-19 pandemic. With only 6,512 takeoffs and landings, flight movements were also down by 85.1 percent. Accumulated maximum takeoff weights (MTOWs) fell by 75.1 percent to 664,022 metric tons. Cargo volumes (comprising airfreight and airmail) contracted by 20.7 percent to 141,337 metric tons. These reductions were mainly driven by a decline in available belly freight capacity on passenger flights. By comparison, there were significantly more cargo-only flights this April.

A comparison of flight movements across Europe reveals that Frankfurt Airport has been the continent’s most important aviation hub during the coronavirus crisis, albeit at a lower level than usual. Based on current data from EUROCONTROL, Europe’s central organization for coordinating and planning air traffic control, it hosted considerably more flight movements―an average of 218 takeoffs and landings per day―than any other European airport. FRA has thus played a major role in continuing to supply the population of Germany and Europe with vital goods while ensuring a minimum of passenger flights.

Fraport’s Group airports worldwide have also been hit hard by the pandemic. Most of them are affected by severe travel restrictions (in Brazil, Greece, Bulgaria, Turkey, Russia and China), while others have been completely shut down by the local authorities (Ljubljana Airport in Slovenia and Peru’s Lima Airport). The Fraport traffic figures in passenger volume plummeted by between 92.1 percent and 99.9 percent at most of the Group’s airports during the reporting month. The only exception was Xi’an Airport in China, which still boasted a significant passenger volume of about 1.4 million, 64.1 percent less than in April of 2019.

#rebuildingtravel

MEDIA CONTACT: Torben Beckmann, Fraport AG, Corporate Communications, Media Relations, 60547 Frankfurt, Germany, E-mail:  t.beckmann@fraport.de , Facebook:  www.facebook.com/FrankfurtAirport

Sandals Resorts Addresses Changing Needs Amidst COVID-19

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“At Sandals Resorts, cleanliness and safety have always been priority #1. Our loyal guests and incredible team members are part of the Sandals family, and we take care of our family. Their health and safety is our focus.” said Gordon “Butch” Stewart, Founder and Chairman of Sandals Resorts, commenting on the practices put into place by Sandals since the COVID-19 coronavirus pandemic.

For nearly 40 years, Sandals Resorts has continuously implemented and strengthened health and safety protocols to ensure guests are able to enjoy their Caribbean vacation worry-free. In preparation to welcome guests back to the beauty and warmth of the Caribbean, the company today introduced Sandals Platinum Protocols of Cleanliness, building on its existing industry-leading practices to guarantee cleanliness standards and heightened health and safety measures that address changing consumer expectations amidst COVID-19. 

“We want our guests to not have to worry about a thing so they can enjoy the Luxury Included® vacation they’ve trusted in time and time again. We’re doing everything we can to offer peace of mind during a time that has been difficult for the entire world, and that is why we have continued to evolve our protocols to maintain an even safer, healthier stay,” Butch added.

Sandals Platinum Protocols of Cleanliness will include several pre-emptive cleanliness measures that safeguard the guest journey from arrival to departure, including additional health and well-being requirements across all points of contact on resort. New and enhanced protocols that will take effect across all fifteen Sandals Resorts and three Beaches Resorts include:

All-Encompassing Eighteen Touch Point Practice

Sandals Resorts has completed a thorough research assessment of all points of guest contact, resulting in the integration of advanced hygiene practices across eighteen key touch points – starting from the moment guests arrive at airport lounges through the entirety of the resort experience. These touch points include the airport lounge; guest transfers to and from resort; guest rooms, food and beverage experiences; housekeeping and laundry; elite services including butler service and Club Sandals Concierge; maintenance; resort activities such as water sports; elevators; swimming pools, jacuzzis and spas; team members access points; fitness centers and the Red Lane Spa; public bathrooms; suppliers and receiving; all public areas including lobbies and beaches; back of house facilities such as store rooms and offices; Kids Camps and waterparks at Beaches Resorts; and HVAC systems.

Enhanced Triple-Check System for Cleaning and Sanitation

All resorts are diligently cleaned and sanitized on an ongoing basis, with a Triple-Check system and a minimum of three inspections daily. These inspections include all hard surfaces – from door handles and interiors of vehicles used for airport transfers; public restrooms, which are inspected, cleaned and sanitized in 20-minute intervals; kitchens, bars and restaurants, including menus, tables, cutlery, glassware, chairs and more; and swimming pools and hot tubs. Additional hand sanitizing stations will be provided for guests and team members throughout the resorts, at all dining locations and within each individual guest room. Any items that guests will come in contact with – from room cards to welcome cocktails glassware – are sanitized before distribution.

New Certified Sandals Sanitized Guest Rooms

Sandals will introduce even more robust housekeeping measures as part of Sandals Platinum Protocols of Cleanliness, to include: the introduction of additional hospital-grade disinfectants; electrical aerosol sprayers for advanced cleaning; the use of UV-LED lighting equipment to inspect cleanliness; air duct sanitization for each arrival and upon each departure; weekly steam-cleaning and sanitization of carpeting; placement of anti-bacterial gels and soaps in each guest room; and strict adherence to the Triple-Check System.

At-Home to In-Room Check-in, beginning in June

Guests will have the ability to check-in online, allowing them to skip the front desk and go directly to their room. A refreshing welcome cocktail, a personal anti-bacterial hand towel and individual in-room hand sanitizer will always await arriving guests.

Social Distancing Practices

Sandals is introducing new ways to encourage guests to maintain a safe social distance while sustaining the relaxed experience the brand is known for, including: adding more airport transfers with fewer guests per vehicle; extending check-in times between visitors; setting up a safe social distance across restaurants, bars and beaches; replacing handshakes with a nod and a smile; and restricting elevator trips to one couple per trip at Sandals Resorts and one family per trip at Beaches Resorts, with staff members taking alternate routes.

Team Member Trainings and Precautionary Temperature Checks

Sandals is ensuring all team members stay healthy both inside and outside the workplace with ongoing specialized training on precautionary measures geared toward preventative protocols and added sanitation practices. All staff will be required to know where the nearest hand sanitizer stations are located at all times, wear protective face gear and gloves at all times when on resort, and ensure uniforms are not worn during travel to and from work. All team members across resort locations will also undergo required temperature checks before the start of each shift in addition to stringent medical clearance.

Supplier-held Standards

All vendors, suppliers and partners will be held to the new Sandals Platinum Protocols of Cleanliness standards by restricting delivery windows to one party at a time, while limiting physical contact; sanitizing all touch points, including equipment, storage spaces and access areas; and removing all outer packing upon arrival.

Productive prevention has long been a key practice in safeguarding the health of all Sandals Resorts guests, team members and supply chains. Under the guidance of medical professionals and with constant monitoring of advice and instruction provided by the Centers for Disease Control (CDC), World Health Organization (WHO) and local Ministries of Health in each country Sandals Resorts calls home, a dedicated Quality Inspection Team, alongside Environmental Health and Safety Managers, ensures strict adherence and seamless implementation of a sophisticated approach to prevent the spread of all illnesses. All resorts are equipped with medical stations staffed daily with a registered nurse and 24/7 on-call medical personnel.

Additionally, Sandals Resorts has earned its place as the only hotel chain in the world to have all of its resorts certified by the EarthCheck benchmarking and certification program – awarded to companies that deliver clean, safe and healthy destinations for travelers whether they’re visiting, living or working in the destination – with nine resorts currently holding Master Certification.

For more details on Sandals Platinum Protocols of Cleanliness, please visit www.sandals.com

Sandals Resorts

Sandals Resorts offers two people in love the most romantic, Luxury Included® vacation experience in the Caribbean. With 15 stunning beachfront settings in Jamaica, Antigua, Saint Lucia, The Bahamas, Barbados and Grenada, Sandals Resorts offers more quality inclusions than any other resort company on the planet. Signature Love Nest Butler Suites® for the ultimate in privacy and service; butlers trained by the Guild of Professional English Butlers; Red Lane Spa®; 5-Star Global Gourmet™ dining, ensuring top-shelf liquor, premium wines and gourmet specialty restaurants; Aqua Centers with expert PADI® certification and training; fast Wi-Fi from beach to bedroom and Sandals Customizable Weddings are all Sandals Resorts exclusives. Sandals Resorts is part of family-owned Sandals Resorts International (SRI), which includes Beaches Resorts and is the Caribbean’s leading all-inclusive resort company. For more information about the Sandals Resorts Luxury Included® difference, visit www.sandals.com .

Beaches Resorts

With three spectacular locations in Turks & Caicos and Jamaica, Beaches Resorts is the ultimate getaway for every member of the family. Beaches Resorts provides more quality inclusions than any other resort company on the planet with outrageous waterparks, XBOX® Play Lounge, exclusive Kids Camps, teen nightclubs, Certified Nannies, Butler service, Red Lane® Spas, Aqua Centers with expert PADI® certification and training; and free Wi-Fi. As a proud sponsor of Sesame Street, Beaches Resorts also offers the Caribbean Adventure with Sesame Street®, where kids can spend their vacation with their favorite friends from the Sesame Street gang with daily activities and weekly stage shows. Beaches Resorts are also the perfect place for family gatherings from reunions and special birthdays to the signature destination wedding program, Beaches Customizable Weddings.  Beaches Resorts is part of family-owned Sandals Resorts International (SRI), which includes Luxury Included® Sandals Resorts, and is the Caribbean’s leading all-inclusive resort company.  For more information about the Beaches Resorts difference, visit www.beaches.com.

More news about Sandals.

#rebuildingtravel

MEDIA CONTACT: Alexa Mechanic, 646-935-3999, Alexa.Mechanic@ketchum.com

Hong Kong Tourism Strategic Planning for Tourism Recovery

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The Hong Kong Tourism Board (HKTB) is positioning itself to respond with an organized plan to welcome visitors and for revitalization as the world begins to slowly recover. To achieve this, HKTB organized a web conference on April 24 to provide the latest updates on tourism development and introduce the HKTB’s strategic framework of a tourism recovery plan. HKTB Chairman Dr. Y. K. Pang said that the COVID-19 pandemic has posed unprecedented challenges to Hong Kong tourism and brought global tourism to a grinding halt.

Dr. Pang said: “The tourism landscape will be reshaped. In the post-pandemic world, we will see a shift in preference and behavior among travelers – the public health conditions of destinations and the hygiene standards of transportations, hotels, and other tourism facilities will become a top priority. People will prefer short-haul breaks and shorter itineraries, and wellness-themed trips will become a new trend. It is in fact an ideal time for us to review and rethink Hong Kong’s position in the global tourism market and elevate [our] service standard. Together with the travel trade, the HKTB is going to map out the long-term development strategy for our tourism industry.”

The web conference was attended by close to 1,500 representatives from travel agencies, attractions, hotels, airlines, and retail and dining industries, as well as Meetings, Incentives, Conventions and Exhibitions (MICE) and cruise sectors. Representatives from the HKTB’s worldwide offices also participated in the meeting to provide insights into the latest developments in various market regions.

Mainland Market

The Mainland has gradually resumed economic activities, and people have returned to work. Given the outbreak’s impact on the economy, consumers will become more price-conscious and pursue value-for-money holidays. After prolonged confinement, visitors will also place greater emphasis on health and nature. When choosing destinations for future trips, they will favor those that pose low risks to health. The Meetings and Incentives market has slowed down as many activities have been postponed or will be held online.

Short-haul and New Markets

Domestic travel will be the major preference shortly after the pandemic, and outbound travel will resume soon after. Regional competition will be fiercer than ever as the tourism authorities and travel trade of various destinations are gearing up for intensive promotions to vie for visitors. In Japan, Korea, and Taiwan, it will be the young and middle-aged segments that will be the most eager to travel. Green tourism and the outdoors will be favored, while short-haul travel will be preferred due to financial and holiday leave constraints.

Long-haul Markets

Currently, governments are focusing on containing the outbreak within the region. A longer time is expected for these markets to recover, and outbound travel may resume in the last quarter of this year at the earliest. Ethnic Asian visitors are expected to be the first to visit Hong Kong after the pandemic. Consumer sentiment is comparatively more positive in Canada, France, and Germany, and outbound travel is expected to recover at a faster rate in these markets. 

The HKTB announced earlier that it will be allocating HK$400 million to support promotions by the trade. HKTB Executive Director Dane Cheng explained that the HKTB has devised a 3-phase plan to reinvigorate Hong Kong tourism. The exact timeline will depend on the development of the pandemic. 

Phase 1 (Now):  Resilience

The HKTB is preparing a tourism recovery plan for Hong Kong tourism.

Phase 2:  Recovery

When the pandemic shows signs of abating, the HKTB will first focus on the local market to promote positive ambience in Hong Kong by encouraging locals to rediscover different neighborhoods and community cultures in order to send a positive message to visitors and restore their confidence in the city. Meanwhile, the HKTB will launch tactical promotions with the trade in selected markets based on the developments of individual markets to stimulate people’s interest to visit Hong Kong.

Phase 3:  Relaunch

Mega events and a new tourism brand campaign will be launched to rebuild Hong Kong’s tourism image as part of the tourism recovery plan.


In an online platform, HKTB Chairman Dr. Y. K. Pang (left) and Executive Director Dane Cheng (right) provided the local travel trade with updates on Hong Kong tourism development and introduced the HKTB’s upcoming plan.

#rebuildingtravel

MEDIA CONTACT: Travel Marketing Network, 954 Lexington Ave. #1037, New York, NY 10021 USA, USA: (+1) 718-374-6816, marketing@travelmarketingnetwork.com

Senior tourist dies at Grand Canyon after fall

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A 70-year-old tourist fell to her death yesterday, Tuesday, April 23, 2019, at the Grand Canyon in the US state of Arizona. She is the second person to die at this popular tourist destination this year. The Grand Canyon national park sees 6 million visitors every year.

A call went out to park rangers that someone needed  help at the South Rim of the canyon, but by the time responders arrived, the person had fallen 200 feet below the rim. Her body was recovered using a helicopter. It is not known how the woman fell.

The Grand Canyon has designated trails and walkways as well as railings and fences at overlooks that will keep visitors at a safe distance from the rim’s edge. Anyone who chooses to venture beyond that is literally taking their lives into their own hands.

In 2015, 8 men were hopping from one rock to another or posing for pictures, including a 38-year-old father from Texas who was pretending to fall to scare his daughter, but then really did fall 400 feet to his death.

On March 14, 2017,  30-year-old Gom Dang, of Ankeny, Iowa, fell to his death off the rim west of Mather Point as he was posing for a photo when he lost his balance and fell backward to his death. His body was recovered approximately 280 feet below the rim.

In this day and age of the selfie, many people have lost their lives trying to get the perfect picture. A tourist from Hong Kong died falling into the canyon on the Hualapai reservation, just outside the park’s boundaries, on March 28, 2017. He was taking a photo at the time.

In that same year, 20 people fell to their death at the Grand Canyon. A 67-year-old man fell 400 feet from the South Rim and died on April 3. There were 290 search-and-rescues and 1,135 emergency medical service incidents.

Dying from heat or dehydration is more common than falling off the edge in the Grand Canyon, but it is still a major concern. On average, 2 to 3 deaths per year are from falls over the rim.

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Russian Aeroflot remains China’s ‘Favorite International Airline’

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Russia’s Aeroflot has been once again named the Favorite International Airline in China. The award was given to Aeroflot for the third consecutive year at the Flyer Award Ceremony 2019. The award ceremony was held today in Shanghai, the economic capital of China.

The awards are supported by the Civil Aviation Administration of China (CAAC). Winners are selected by the jury and by votes from frequent flyers and travelers.

The awards recognize outstanding participants in China’s dynamically developing tourism market. Previous winners include leading global airlines, including carriers that hold Skytrax 5-Star Airline status.

Aeroflot retained the title of Favorite International Airline at the competitive Flyer Awards due to its key competitive advantages: high service quality and flexible fare policy.

“The recognition of Aeroflot as the Favorite International Airline in China is confirmation of the effectiveness of our strategic efforts in China,” Aeroflot CEO Vitaly Saveliev said. “We offer our customers a wide route network and one of the youngest fleets in the world. Millions of Chinese passengers choose our airline for affordable ticket prices, convenient transit via our hub airport Sheremetyevo and high-quality service. Further development of service on Europe-Asia transit routes – one of the most competitive aviation markets globally – is one of Aeroflot’s key goals, along with the active expansion of the domestic route network.”

Aeroflot’s convenient routes encompass four key locations in China: Beijing, Shanghai, Hong Kong and Guangzhou. Aeroflot continuously adds new services oriented at the Chinese market. Earlier Aeroflot signed a partnership agreement with Alipay, China’s most popular payment system.

Aeroflot’s official website has a Chinese-language interface. Passengers receive menus in Chinese, and the in-flight entertainment system is available in Chinese. Onboard announcements are made in Chinese and the menu offers a special Asian set.

Aeroflot consistently enjoys wide recognition and popularity among consumers in the Chinese market. In January, Aeroflot was named Best China – Europe Transit Airline at the 2019 Stars Awards in China.

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Ghana Tourism makes money on selfies

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Ghana Tourism is a big business and full of surprises. This is also true for  Mr Guru, Ghanaian,  a comedian who went to Facebook after being asked to pay GH¢4.00 , what is a little less than a US-Dollar when he wanted to take a photo when crossing Kwame Nkrumah bridge.

In his Facebook message he addressed the Ghana President: “Your Excellency Mr. President, this is the receipt given to me today 19th April 2019 at Adomi bridge as a fee for pictures I wanted to take as a Ghanaian on the bridge Kwame Nkrumah built and which Mahama renovated.

The people in charge told me that the order is from the President, that even if you want to take selfie it’s 2gh per person. Your Excellency if indeed you authorized this God forsaken tax then am disappointed in you. How much do Ghanaians pay when they travel to Dubai, China, American, etc yet those countries are 100× developed. Even China’s world’s longest 30 miles sea bridge to Hong Kong is free, what is happening? What a shame!!!!

It’s said; there is no free lunch anywhere. Henceforth, you may have a good phone with a good front camera but you may have to pay between GH¢2.00 and GH¢4.00 to pose for a picture on Kwame Nkrumah’s Adomi Bridge.

One of the longest bridge on the Volta Lake in Ghana built some decades ago was recently renovated to avert any possible danger to the lives of motorists.

The government instituted the levy as a measure to rake in some revenue to sustain its numerous projects hence a levy on the bridge.

Tourists have taken to social media to cry over the levies expressing disappointment at the move by government.

Johannes Nartey Mr Guru, Ghanaian comedian took to Facebook  to lament after being asked to pay GH¢4.00

 

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