THE ROAD TO RECOVERY AN ANALYSIS BY THE FOUNDER OF HOSPITALITY.MU Comments Off on THE ROAD TO RECOVERY AN ANALYSIS BY THE FOUNDER OF HOSPITALITY.MU 910

Mauritius Hospitality, Travel & Tourism sector is in for a hard hit and a long long road to recovery! Just like Egypt’s Tourism has recently shown the World how hard it is to overcome unprecedented challenges that comes with such destructive and disruptive event such as their Arab Spring of 2011. Now the World has woken up to this “Global Plandemic Covid 19” event which I qualify of the worst tourists (local & international) attack on all the living souls and businesses on this planet which depends on tourism to survive. This catastrophique event will create the same adverse effects if not worst to all Hospitality, Travel and Tourism destination alike. No one will be spared here! Not Egypt nor our tiny travel destination that his Mauritius.

According to the WTTC: “Over the coming months, it will be crucial to call upon governments all over the world to ensure the survival of travel and tourism, which currently has up to 75 million jobs at immediate risk globally, with up to 5.9 million at risk in the U.S.A. alone,” Gloria Guevara, WTTC president/CEO, said in an official release.

Source – https://www.hotelmanagement.net/own/wttc-travel-tourism-critical-to-economic-recovery

Reading the above article and after watching the documentary below about Egypt long hard road to recovery post Arab Spring from it’s once glorious days of tourism with 15M annual visitors, I predict that we will all have to face in the coming months and I would even argue years the same situation unfortunately. People are talking this December all will get back to normal I am not that optimistic and would argue we must reflect and copy the attitude, laws and mindset of the Egyptians GVT, People about regaining their glorious days of Tourism.

See video here – https://www.youtube.com/watch?v=1gp7SkhwgfY

The Lessons to learn and take from Egypt Tourism post Crisis 2011

Source – https://egyptindependent.com/fifteen-million-tourists-to-visit-egypt-in-2020-wto-economic-advisor/

Let’s breaks down the immediate effects from such terrorists attacks travel ban on Egypt’s Hospitality, Travel & Tourism post Arab Spring of 2011 and their solutions as a nation which lead to the road to recovery 5 to 10 years on leading to 2020 with the hopeful signs of them regaining their 15M annual tourists, but Covid 19 happened to halt their amazing hard work to recovery.

It took them close to 9 years to finally get back to 15M visitors and the WTO Economic Advisor forecasted just that in Jan 2020, a month before this Global Pandemic was announced and crumbled everyone hard efforts in regaining travellers trust and Tourism business momentum of getting ahead.

Firstly, Egypt has been world the leader in Tourism for decades and once had 15M tourists back in 2011 prior the Arab Spring which shock its Tourism and Travel industry. By 2016, 5 years after the terrorist attacks which last less than a month, they could only manage to get 5M annual visitors which represents a massive 70% drop. The entire nation felt such a dramatic tourism decline and hit on their businesses which all depended on Tourism and directly affected their daily livelihood, their income which was severely reflected in their national GDP. Everyone living in the Capital, cities and villages around felt this for the past 5 years and even now 9 years on which they describe in the video above. They all keeps talking and remembering the good old days prior this travel shock which took down their first economic pillar. Lesson #1.

Secondly, all had to work very very hard collectively to make their most important assets which is their tourism image from the World famous tourism sites of the Pyramids to their Nile River down to the smallest tourist floating taxis. All the Egyptians who work on this World famous river said that they all cleaned it daily. A sailer was saying that not even one plastic bottle was left floating around. They all respected her (Nile and Egypt) and knew how she was precious for their daily lives and to make sure tourists was impressed with the cleanliness of the Nile river and the safety of Egypt was paramount to their recovery plan to 15M annual visitors. Lesson #2.

Lastly, all Egyptians knew that the travellers who travelled very far to come meet and discover this biblical river had at heart the wealth of their country. This river is the life and blood of all the cities and villagers who needed her water foremost and all used her routes. The lesson we must all learn and all remember here, is they all adopted the collective attitude to make Egypt clean and safe but most importantly they all worked together to make sure that the rare tourists were treated so well that they would come back the following year or sell the destination to their friends and family. Lesson #3.

These are the most important lessons we must all adopt post Covid 19 is to respect our island and to keep it clean everywhere that includes inside everyone gardens, neighbours, river, beaches and mountains. All Mauritians must adopt such an attitude if we want to win this together. If Egypt, one of the most visited destination and country in the World has done it by restructuring its laws on pollution, on hotel pricing and they managed to change their population mindset to make it safer and rebuild their image post the Arab Spring war which they finally were going to overcome as they were set to regain 15M tourists, but this Covid-19 halted their hopeful forecasted figures this 2020.

Source – https://www.ceicdata.com/en/blog/egypt-tourism-2016

Now this is what the World and Mauritius Hospitality, Travel & Tourism is about to experience not for a few months but for a few long years min 3 to 9 years before we get back to the same numbers we had previously recorded and ever dreamed of reaching. And the precious lessons we must all adopt now.

The Opportunities

With time of crisis, there is a lot of opportunities for those is favour to revise their Hospitality, Travel & Tourism offers but most importantly will help those who are smart enough to rework their product offering and a total restructuring of their entire operations to make it more efficient and sustainable, with the ability to adapt to change fast and to make their product offerings reachable and convertable with an added value such as competitive pricing and but most importantly reverse their entire marketing strategies and target markets.

Local Project for Mauritius – www.IleMaurice.Voyage (Live Site) For sale or lease.

Mauritius.cn.com (Chinese Market also for sale or lease.) first to be traveling out of china after this quarantine is over +1B travellers the world largest travel market.

Global OTA based on a Market Sharing Economic Model BookAirtickets.Flights | BookBusinessClass.Flights & BookFirstClass.Flights Inviting all Airlines to invest in these Global OTA Booking Model.

Project Funding here – https://www.smergers.com/business/travel-portal-investment-opportunity-in-mauritius/uyfoo/

Remember these companies were all created post crisis 2008 | UBER | AIRBNB & more – https://www.foxbusiness.com/markets/startups-great-recession

The World is on a reset so should your business strategies, model and plans.

POST – COVID 19 & POST LOCK DOWN

Source – https://www.phocuswire.com/coronavirus-global-hotel-strategy-part-1

From what I have studied (Bachelor of Commerce in Travel & Tourism Entrepreneurship Degree from Curtin 2007) and worked for from all my work experiences, travels and knowledge during all my life. We are about to all be tested and pushed to the limit of our survival skills, creativity and passion to succeed. In crisis like these, there is always room for greater opportunities for all. Not only the hotels but everyone involved in this Hospitality, Travel & Tourism industry, the lifeblood of World-wide businesses.

Unless, we revise immediately our “Tourism Offer” with a very attractive “Destination Package and Pricing Strategy” and open our Resorts, Hotels to all travellers right away after the lockdown with a well thought targeted global digital marketing campaign for each countries just like www.IleMaurice.Voyage (For Sale or For Lease) we are heading for the greatness recession in Mauritius, which will affect us all from the CEO to the Taxi Driver.

I predict that we will have a 80% to 90% drop for the next 6 to 24 months and that will remain as this percentage for minium 3 to 5 years before we get back to 1.2M tourists per year we have only managed to get for the past 10 years. A very mediocre result we must not be proud of and very far from the 2M a year tourism plan promised by the Government before Covid 19.

In order to remain competitive regionally and internationally and beat competitors who will try tap in this low traveller market ahead of us all. Hotels and airlines must drop and adjust their pricing strategy for the next couple of years to match the local rates in order to stand a chance to keep their business afloat and drive their most loyal clients and have them returning to Mauritius this December and the following year. The sole objective is to retain our 1.2M tourists the +100K a month that helped Mauritius and all Mauritians survived before this global economic collapse.

The Losers …

will be the ones who will be too late to adopt a fast change for innovation and who will adopt a “Wait and See” plan. Most of those will be left behind and might end up down the bankruptcy road. Many businesses will drop their heavy resources such as staffs, suppliers and will of course adopt a “Save the Sinking Ship” short term solution. They must absolutely work on their mid to long term plans.

The Winners …

will be the smart hotels and tourism organisation to implement a win-win traveller hotel airline offer. Those who want to jump on this opportunity will have to adopt such a “Competitive Pricing Strategy” to stay afloat at least until things around the World gets back to normal.

In Conclusion …

Profits will become last of their worries.

Break even will be the new benchmark as bankruptcy will be their failure with the end of their existence and careers.

Clients Retention, Satisfaction and Loyalty will become their priority.

Expect amazing value travel deals this 2020/2021 with amazing airlines, hotels apply this strategy globally!

Thank you for reading and feel free to contact me to work on your Digital Marketing Strategy this 2020/2021 or should wish to invest in any our premium domains and projects which all are for sale or seeking investors for serious JV.

Regards,

Sebastien Staub – Founder & Editor

HOSPITALITY.MU – 1st Position of Google For Hospitality Mauritius

HOMES.MU – 1st Page of Google For Homes Mauritius & Real Estate Mauritius and more…

SMARTMEDIA.AGENCY – 1st Page of Google for Branding Agency Mauritius & VR Marketing Mauritius

#Mauritius #Globalbusiness #Travel #Tourism #Hospitality #Postc19 #Strategy

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Mauritius B2B Hospitality magazine, a quarterly publication and blog for the industry professionals. Want to reach the hospitality decision makers in Mauritius/Rodrigues? Contact us +230 57 94 64 37 or info@hospitality.mu

10 REASONS TO USE TRANSLATE ME INNOVATIVE SOLUTION Comments Off on 10 REASONS TO USE TRANSLATE ME INNOVATIVE SOLUTION 245

Back in 2018, the brothers in laws Stephane and Ryan were working on this innovative digital translation menu from Mauritius and South Africa to service the entire global hospitality industry. After more than one year working on the launch of the App in beta mode and working on all the issues that arrises. These two well experienced hospitality and IT professionals managed to further raise R&D capital from investors to fund a team of developers that has been working on further developing their amazing App unique features.

Now that their TranslateMe App is fully operational and available for all to benefit from it for free here in Mauritius.

Here are the #10 reasons why all Mauritius Hospitality professionals, Hoteliers and Restaurants owners should sign up with Translateme.menu.

1. Free* for Mauritian Tourism Sector
2. Contactless solution
3. Not a single use solution
4. Real time updates 
5. NoPrinting
6. NoPlastic
7. No need to use sanitiser 
8. Easy to use 
9. Multiple language solution 
10. MadeInMauritius

Contact : 
Ryan@translateme.menu
Stephan@translateme.menu

POSSIBLE FUTURES FOR A POST-PANDEMIC TRAVEL INDUSTRY, PART 3 0 302

This series is focusing on how the industry might emerge from the disastrous set of circumstances that the travel, tourism and hospitality sector finds itself in.

The first of four scenarios – Travel swings back to normal in 2021 – was followed by a second idea: The end of mass tourism as we know it.

We continue with the next theory…

Scenario 3: Big is beautiful in the new travel order

This scenario sketches a fundamentally different outcome to the previous scenarios: the virus will prove to be more resilient than expected and the discovery and mass production of an effective vaccine will only become a reality in 2023.

Containment measures, including lockdowns and border closures, will be switched on and off during three years and overwhelmed healthcare systems all over the world will fall into a constant breaking point.

The virus brings the world economy to its knees

This asynchronous cycle of lockdowns across all regions will have devastating ripple effects on the world economy.

The desperate fiscal and monetary policy measures taken by governments and world agencies to try to absorb the shock will prove insufficient to break the downward spiral.

Supply chains across the world will not keep up with the on-and-off nature of the lockdowns, consumer confidence will fall off a cliff and monstrous jobless numbers will reach 1920s Depression-era levels.

Self-reinforcing recession dynamics will kick in, triggering widespread bankruptcies and credit defaults, and humanity will remain in a heightened state of anxiety between 2020 and 2023. 

The travel industry’s odyssey

Travel, deeply intertwined with the global economy and everything that moves this world, will be staring down the barrel of a deep recession for a long period.

With households in the middle and lower classes experiencing significant financial pain and foreign travelers being stigmatized as a sanitary threat, the industry will face a long and winding road before reaching the end of the crisis.

But, eventually, with a vaccine finally available at global scale and economies slowly getting back on their feet, the miracle will happen: human curiosity to explore the planet and connect with other cultures and people will prove to be stronger than any virus or economic downturn, and travel, like the proverbial Phoenix, rises from the ashes.

The travel industry, after an hibernation period of over two years, will look very different. The deep and dislocating shock and the path to recovery will be littered with bodies of companies that didn’t make the cut.

Companies with short cash runways, weak balance sheets or strong debt levels will struggle to stay in business with revenues down 60% to 90% over nearly 36 months. When revolving credit lines are shut down and taxpayer money from relief packages dries out, numerous travel firms will collapse or consolidate.

On the winning side, firms with deep pockets, resilient business models, superior marketing positions and strong public support, will manage to muddle through the economic meltdown and come out alive.

Who’s in, who’s out?
 
In accommodation, size will be a decisive factor in who survives the slump. Large hotel chains sitting on fat cash buffers and with a solid balance sheet will be in a good position to renegotiate their property lease terms with tenants and open and close properties across the world, based on the intensity of outbreaks in each region.

They will also have the capacity to leverage investments in their technology, integrating new systems such as sterilization robots and touchless devices. These global brands also have the firepower to implement and promote new hygiene protocols and certificates. 

Consumers, after the long crisis, will naturally gravitate towards trusted household brands, making large hotel groups the go-to option once travelers hit the road again.  

Many small- and medium-size hotel groups, after years of travel demand at minimum level, become cut-price acquisition targets for larger groups, sparking a strong consolidation process in the hospitality sector.

Numerous independent hotel properties will also decide to affiliate to larger groups, allowing them to tap into the power and reach of global brands. 

Hospitality unicorns like OYO or Sonder, enjoying hordes of venture capital cash in the pre-coronavirus era, will see the ground fall out from underneath their feet. Massive losses before entering the downturn combined with inconsistent guest standards linked to their frantic growth strategy will prove too much to survive the long downturn crush.

Turbulence in the air

Literally overnight, the virus outbreak reset the clock on an aviation boom that was the engine to the increase of global tourist figures from 818 million in 2010 to 1.3 billion in 2019.

Some governments will apply the “whatever it takes” mantra, conceding from unlimited loans up to renationalization, such as for perennially unprofitable Alitalia.
  
In stark contrast, low-cost carriers all over the world will be mostly left to their own fate, sparking a wave of consolidation.

A few of them will emerge out of the bloodbath thanks to their strong balance sheets, less crowded skies and low dependence on business travelers.

One or two mega low-cost carriers per continent will control most of the point-to-point intraregional traffic between countries, while domestic air travel will mostly be operated by publicly owned national carriers. 

Long-haul business will be concentrated into a handful global network carriers mainly from the Middle East and Asia, and the pre-crisis short-haul feeder system of international hubs based historically on airline alliances and interlining agreements will be been mostly replaced by loosely tied flight combinations connected through the NDC technology standard. 

With airline traffic experiencing a five- to six-year recovery cycle from the 2019 peak, aviation in 2025 will turn out to be a veritable smorgasbord of a few mega-carriers and a handful low-cost carriers co-living with state subsidized flag carriers that mainly operate money-losing domestic routes.

OTAs go shopping

As with the rest of the industry, travel intermediaries were busy during the crisis, reducing fixed costs and offloading struggling assets.   

Size, once again, will play a critical role. Asset-light online travel agencies with a global footprint, household names and a thick wad of cash will have the staying power to survive the long cash crunch and expand their footprint through bargain acquisition targets, such as regional brands and technology providers, to beef up their market dominance.

As Mauricio Prieto points out, they also were in pole position to capture the demand once travelers hit the road again: “Truly global intermediaries like Booking.com or Airbnb, which do not have a high dependency on any single geography, can quickly and opportunistically redirect business to the most promising geographies”

A driving force in the market will be large private equity companies, awash with cash and sharp deal-forging capabilities. Debt refinancing vehicles come with preferred stock clauses, allowing a selected group of private equity firms to jump into the boardrooms of the largest OTAs in the West. These new power brokers will spark a string of M&A deals in the industry, profoundly reshaping the travel distribution landscape.

Smaller intermediaries with limited refinancing capabilities cannot sit out nine to 12 months of a revenue drought. Many will stumble and fall.

A new kid in travel tech town

Amazon will come out of the crisis even stronger, thanks to the formidable capacity to flex its supply chain machinery to provide households with the most basic services during the lockdown.

After years of toying with the idea of entering travel, the retail giant will finally get serious with a string of acquisitions of struggling travel tech players, reshuffling the cards among the worldwide travel giants. 

Digital gatekeepers, Google and Facebook, which commanded more than half of the $330 billion online advertising business in the pre-COVID-19 world, will see travel-related revenue fall off a cliff once lockdowns spread across the world.

eMarketer’s 2020 pre-crisis prediction of $13 billion digital media spend in the travel industry is re-forecast to less than $5 annual billion between 2020 and 2022.

As a result, Google will quickly shelve its plans to keep expanding into the travel ecosystem and refocus its engineering resources to more promising verticals, such as telemedicine and e-learning.

Google and Facebook will keep playing a dominant role in the top of the travel user funnel, but the rest of the travel tech players will gain ground in the rest of digital ecosystem.