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25 Reasons Why Women In Relationships Should Travel Alone
| December 19, 2018
SYTA is a dynamic partnership of dedicated professionals passionate in promoting and providing travel experiences for student and youth which enhance their social, cultural, and educational growth.
Article | March 12, 2020
As markets around the world reel from the turmoil of the COVID-19 coronavirus, companies of all sizes are feeling the effects - perhaps none more so than those in and adjacent to the travel industry. The crisis is forcing companies to reevaluate many aspects of their financial plans for the foreseeable future and - particularly for those operating in the B2C space - to reassess their digital marketing strategies such as paid search. After all, does it make sense to pay for traffic if consumers aren’t buying travel?
One of the vulnerabilities of the tourism industry is that it is built entirely around a discretionary good. That is, most people don’t have to travel. They choose to. Despite the massive growth of the tourism industry since globally disruptive events like September 11 and the SARS crisis, that still holds true. As coronavirus continues to spread around the world, the tourism industry sees free-falling demand for travel. It’s anyone’s guess when that may change. With that new reality comes a question: What role, if any, does tourism promotion and marketing have at a time when the appetite to travel is low? One could argue the case both ways that low risk destinations have every reason to ramp up their promotional activities. Or alternatively, that it’s tonally off-base and borderline irresponsible to promote tourism — especially the carefree, leisure kind at such a time.
For decades, people had two ways to make travel arrangements. There’s the do-it-yourself (DIY) approach, beloved by individual travelers and small groups for its budget-friendliness and accommodation of various preferences. There’s also corporate travel management, used by business travelers and companies with no time or patience to plan for frequent work trips. Unlike personal travel, business travel has several limitations: which airlines and hotels a company can book with, where and how bookings can be made, and what expenses are considered valid for reimbursement.
To deliver the richer, more fulfilling experiences that travelers crave, travel brands depend on a growing cache of customer data. More data can mean more opportunities to deliver an elevated human experience, personalized to each traveler’s needs and wants. But many brands are opaque about just what data they are collecting, and customers often don’t have any way to know how it may be used, how well it is secured, and what, if any, control they have over their personal information. Hence, the trust that travelers place in the industry is at risk, which ultimately could impact their travel choices.
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