The slow pace of digital transformation in hospitality

The hospitality industry must adapt quickly in order to survive. This is the warning following new research that shows 63% of hospitality operators don’t believe their business has invested enough in digitalisation.

These are findings from The Digital Transformation of Hospitality Report 2021, a new study published by Vita Mojo, an award-winning technology company and former restaurant business, in partnership with Hospitality Mavericks and KAM Media.

The new report, based on a survey of over 4,000 hospitality sites, urges hospitality businesses to act now and use digital transformation to support labour shortages and long term growth.

Michael Tingsager, Founder of Hospitality Mavericks says, “We’re facing major challenges recruiting talent due to Brexit and Covid. A lot of great talent is exiting our industry and we need to look at what we can do to keep them. Technology can be a key part of the solution and the benefits can be far-reaching.”

Hospitality operators are concerned about the lack of investment in digital transformation and skills. One operator said, “We have a lack of know-how and knowledge of digital in general. We are too busy with running the business to learn digital skills and we’re terrified of making mistakes.”

With 73% of operators agreeing that hospitality is behind other industries when it comes to digital transformation it is clear more work is needed. The report shows:

• Fewer than 10% of operators believe their current technology systems are fully integrated, which adds complexity for operators.
• Only 1 in 5 operators believe they are getting the most out of their customer data – most don’t know what to do with the data they have.
• Only 20% have a set budget for digital transformation.

Katy Moses, Founder & MD of KAM Media, says, “With the endless restrictions placed on the industry during the pandemic, digitalisation in hospitality has been key to its survival. But our research suggests the pace at which the sector is equipping its workforce with new digital skills and investing in tech is way behind where it needs to be. Both operators and customers see hospitality as well behind other industries when it comes to the effective use of technology.”

Hugo Engel from LEON, one of the UK’s fastest growing high street brands said, “LEON adopted a digital-first mindset before the pandemic and it has transformed our business and enabled us to continue to grow throughout. We are now in the middle of rolling out kiosks across more restaurants, this is not to replace people in store, but to enable our teams to focus on what they do best, welcoming and serving guests in the most efficient way possible.”

Commenting on the report, Nick Popovici, CEO and Co-Founder of Vita Mojo says, “As ex-operators turned technology providers, we wanted to get a sense of where things were following the pandemic and the digital rush that ensued. Based on the research, it’s clear that the industry has had a massive shake up so now we need to look at what we can do to support that.

“Digitalisation and technology are ‘part’ of the solution to labour shortages. The best technology adds to the human experience and when implemented properly, it can stimulate business growth, which in turn creates more jobs. That’s how we need to be thinking. It’s not about technology to replace people in the industry, it’s about technology to support and keep people in the industry.”

Source: https://www.hospitalityandcateringnews.com/2021/09/digital-transformation-of-hospitality-report-2021/

It’s not just about PUP: why hospitality workers are staying away

Opinion: the time has come for the hospitality sector to reassess itself and what it represents

By Lorraine Ryan and Juliet Mac Mahon, University of Limerick

The hospitality sector is a significant contributor to the Irish economy, accounting for 7% of employment before the pandemic. There is no doubt that this sector has been one of the hardest hit by the Covid crisis. Government health restrictions meant widespread closures and reduced business capacity causing widespread and significant disruption for both employers and workers.

Since the reopening, the woes of the sector have continued, with Fáilte Ireland noting 90% of hospitality organisations are experiencing staff shortages. The impact on businesses has been severe. Many are unable to operate at full capacity and are closing their doors on certain days. Others have taken the difficult decision to close permanently.

Various reasons have been put forward for the exodus of workers from the sector: Much work in the sector is considered low paid. A 2019 ESRI report noted that 30% of minimum wage workers in Ireland worked in the hotel and restaurant sector.

From RTÉ Radio 1’s Drivetime, Adrian Cummins from the Restaurant Association of Ireland on major staff shortages reported in the restaurant industry.

Then, there’s the work itself. Whilst it can be rewarding, working in hotels, bars and restaurants can also be physically demanding and requires considerable emotional labour. Working hours can be long and unpredictable, characterised by split shifts and/or constantly varying rosters.

New requirements within the sector since Covid have added to this workload. Workers now must deal with additional cleaning measures, check vaccine certificates, and ensure customer compliance with health and safety measures. The restaurant sector’s reputation has not been helped by anecdotal stories of students being asked to work ‘trial shifts’ of up to a week for free and the recent case of a worker paid by a bucket of coins. It is said that many workers have reassessed their lives and chosen to seek work in other sectors or in the case of migrant workers (on which the sector heavily depends) to simply leave Ireland.

The Pandemic Unemployment Payment (PUP) has also proved controversial. Research highlighted that the original payment was 50% higher than the gross weekly wage of the average minimum wage employee in the hospitality sector (€232.30). It has been asserted that many low paid workers prefer to remain on the PUP rather than return to often challenging and low paid work.

From RTÉ Radio 1’s Saturday with Katie Hannon, a panel discussion on PUP payments and labour shortages in the hospitality sector

So what’s the solution? There have been calls from leaders within the sector for the PUP to be abolished, but the payment is currently being phased out and it remains to be seen if this will have an impact on labour shortages. Given that shortages were seen before the pandemic, it’s possible that recruitment issues will dog the sector post-PUP. Employers are seeking supports from Government in the form of tax breaks such as a return to lower VAT rates, changes to work permits and visa systems for migrant workers.

While the changes called for by the industry may have some impact in the short term, they externalise the problem and fail to acknowledge the aspects of work that make the industry unattractive for many. Perhaps leaders need to carry out a root and branch honest evaluation of working conditions across the sector (positive and negative) and examine how to increase sustainability for workers and employers alike?

Sustainability is a concept normally associated with climate change and the environment, but sustainable human resource management is gaining traction. This has been defined as “the adoption of strategies and practices that enable the achievement of financial, social, and ecological goals, with an impact inside and outside of the organization and over a long-term time horizon”. The broader social goal involves organisations incorporating elements such as ‘decent work’ into core policies and Irish organisations, such as An Post, have adopted this as a core strategy.

RTÉ Brainstorm video on the low-paid workers who kept Ireland open during the pandemic

There is no denying that the sector operates on tight margins and that pay is never going to be at the highest end of the spectrum. However, some areas for consideration include

(i) Talking to workers and their representative groups in determining the future structure of work within the sector.

(ii) While fluctuating working hours may work for some groups such as students, more predictability needs to be considered for at least a proportion of workers to achieve longer term stability and retention.

(iii) The sector, especially the hotel sector, could examine formalised career pathways – not just at managerial levels, but for relatively low skilled workers who enter the industry. Potential training and career advancement opportunities may increase the attractiveness of the sector despite relatively lower pay.

From RTÉ News in 2018, a survey has found that many hotel and restaurant workers are not receiving tips

(iv) It may be time for the industry to re-evaluate the issues around low pay and there are already government supports available. Joint Labour Committees facilitate wage setting which can level the playing field for all organisations within the sector. Employers have been reluctant to engage with this process, but this warrants reconsideration.

The hospitality sector is of huge importance to the economy of Ireland. However, the time has come for the sector to reassess itself and what it represents. Many of its workers have clearly done so during the pandemic. Perhaps a more sustainable approach to human resource management and employment relations can provide some answers.

Source: https://www.rte.ie/brainstorm/2021/0929/1249714-hospitality-sector-workers-ireland-covid-pup-low-pay-working-conditions/

Expert’s Voice: Top ten F&B revenue-management tips for hotel restaurants

Silvie Cohen and David Israel of hotelAVE suggest practical measures that hotel restaurants can adopt to boost their top lines and minimise the impact of spiralling costs.

As restaurants emerge from the Covid19 pandemic, operators remain challenged by nationwide labour shortages, the rising cost of wages and the increasing cost of goods.

To mitigate these bottom-line issues, just like hotels and airlines deploy revenue-management techniques to push sales, there are strategies F&B teams can deploy to optimise their top line as well. This article takes you through F&B revenue-management tips to help restauranteurs improve profitability.

Top ten F&B revenue-management tips for hotel restaurants:

• Prix-Fixe menus: Explore offering a fixed three-course menu for a set price, which will help drive average check. This is a popular option for weekday lunch as well as weekend brunch (bottomless brunch) or family / holiday meals.
• Dynamic pricing: Evaluate surge pricing based on demand levels or meal period to drive incremental revenue (weekday versus weekend, lunch versus dinner). Given the increased use of digital / mobile menus (eg utilising QR codes), this strategy can be implemented with minimal cost.
• Entrée additions: Highlight certain additions to entrées on the menu. For example, provide the option to get bacon added to a burger, a fourth taco (if the dish serves three) or egg-white substitutions amongst other combinations for an additional upcharge. If it is highlighted on the menu, guests are likely to order it.
• Time management: Consider the length of time customers sit at their table to maximise the amount of turns during service. Set table limits or provide express meal options (eg one-hour power lunch) to optimise the number of covers the restaurant does during certain meal periods. Offer additional points or incentives via reservation systems (OpenTable, Resy, etc) to motivate guests to book at off-peak hours. Allow guests to pay via mobile QR code to expedite the checkout process.
• Hotel cross-collaboration: Incentivise hotel guests to come to the restaurant via offering different benefits. Destination fees: If the hotel has a destination fee, include F&B offerings within the fee to encourage guests to come to the restaurant. Data suggests a modest discount or free drink / appetiser generates substantial incremental revenue from hotel guests when offered. Prioritise hotel guests: Offer guests priority seating and reservation access to drive covers.
• Competitive price shop: Complete a quarterly shop of comparable food, beverage and event prices within the competitive set. Be sure to evaluate if menu prices are too low or too high and adjust, as necessary.
• Find menu ‘stars’: Evaluate product mix (PMIX) and menu costing to understand which menu items are highly profitable and sell (eg French fries). Train servers to understand which items they should be selling in real time based on inventory and pricing (eg avoid guacamole if there is an avocado shortage). Eliminate loss-leaders during high-demand periods and eliminate menu items that take a long time to cook or require additional culinary / front-of-house resources to execute.
• Lucrative happy hours: Provide enticing happy-hour offerings to increase foot traffic in the early hours post-work. Another creative option includes offering a ‘reverse happy hour’, which is reduced pricing during later evening hours (starting at 9pm versus 4pm). Utilise limited menus with enticing offers (US$1 oysters, half-off cocktails, etc).
• Ancillary spend: Give guests the option to purchase their favourite restaurant items to take home (eg homemade cookies, make-it-yourself pasta kits, Bloody Mary mix, etc).
• Flexible seating: Evaluate flexible seating options to ensure four-tops can be turned into two-tops to mitigate lost revenue due to differences between party size and available seating.

Source: https://tophotel.news/experts-voice-top-ten-fb-revenue-management-tips-for-hotel-restaurants/

‘A hotel without linen is not a hotel’

Lilliput Services in Belfast is one of the unsung companies without which the UK’s hotel industry could not exist.

The fresh bed linen you’re used to seeing in your hotel room is not owned by the hotels themselves, but by laundry firms like Lilliput.

They collect it when it’s dirty and bring it back nice and clean. As boss David Griffiths puts it: “A hotel without linen is not a hotel.”

But Covid, Brexit and other factors have combined to make life extremely difficult for laundry companies – and that is having a knock-on effect for accommodation providers everywhere.

Sources in the hotel industry have reported difficulties in getting rooms ready for guests because they don’t have enough bedclothes.

Kate Nicholls, head of the UK Hospitality industry body, has said the problems are “across the sector”.

‘We have had general managers taking laundry home in order to get towels turned around because the commercial laundry providers haven’t been able to guarantee the delivery,” she told the BBC.

Part of this is down to the national shortage of lorry drivers that is holding up linen deliveries, just as it is leading to gaps on supermarket shelves.

But the problems go deeper. Weather-related disasters and India’s Covid crisis have caused a global shortage of cotton, so that laundry firms are finding it hard to replace worn-out sheets with new ones.

“I’ve been in this game 40 years and I’ve never, never not been able to buy a pillowcase,” says Mr Griffiths.

• Staff shortages could last two years, say firms
• Food price rise fears amid staff shortages
• UK recovery slows as staff shortages plague firms

For the past five weeks, Lilliput has been working 24 hours a day, five days a week in an effort to clear the backlog of deliveries. That has meant paying staff extra to work the unsocial hours.

In order to keep going during the pandemic, the firm took out a coronavirus business interruption loan of £1.3m. Although interest rates are low, Mr Griffiths says that planned investments in the business will now have to wait.

“About 80% of our staff were Eastern European and a lot of them went home during furlough,” he adds. Brexit has also made it difficult to get materials into Northern Ireland from elsewhere in the UK.

“It’s absolutely astonishing, it’s devastating,” he says. “This will impact on the marketplace unless we can find solutions.”

Back to the floor

Across the Irish Sea in Blackpool, another laundry firm is finding the going tough as well.

Like Lilliput, Blackpool Laundry makes its living from providing linen to hotels, NHS hospitals and ferry services.

Having started as a local firm in the seaside resort, it now has clients all over north-western England.

But boss Mark Oldroyd is more often found on the shop floor than in his office right now, pitching in to help mitigate a shortage of workers.

“We’re struggling to get staff. It’s getting quite bad,” he told the BBC.

Unlike his counterpart in Northern Ireland, Mr Oldroyd is suffering less from the lorry driver shortage: “Drivers are not too bad, it’s getting labour.”

David Stevens, chief executive of the Textile Services Association, says the laundry industry is facing “massive recruitment issues”.

There are currently 4,000 vacancies out of a workforce of 24,000, he says.

“The industry was overlooked during the pandemic – it wasn’t hospitality, it wasn’t retail and it wasn’t leisure,” he told the BBC.

“Firms had a tough time and had to make a lot of commercial decisions. It’s very difficult to kickstart the industry in just three weeks.”

With the “unprecedented bounce-back” of the hotel industry and a return to 90% occupancy rates, “we just haven’t been able to get adequate staff”, he says.

Mr Griffiths of Lilliput Services says that whatever happens, change is coming to the industry.

“We have to pay more money and we have to charge more for our services,” he says. “It’s the only way forward.”

Source: https://www.bbc.com/news/business-58465953

Radisson Hotel Group announces a record year in Africa, with 13 hotels and 2,500 rooms signed to date

Radisson Hotel Group (www.RadissonHotels.com), one of the world’s leading hotel groups, is proud to announce a hotel expansion record in Africa with 13 signings to date, translating to a new hotel signed every 20 days. The Group’s expansion drive, adding 2,500 rooms to its African portfolio, includes the announcement of nine hotels in Morocco, the Group’s debut in Djibouti and the introduction of the Radisson Individuals brand in Africa. Adding to this expansion milestone, the Group has also opened five hotels to date this year, including Africa’s second Radisson RED in South Africa and four Radisson Blu resort offerings in Morocco.

With additional hotel signings and a further three openings in Africa expected before year end, Radisson Hotel Group remains prudently optimistic regarding the business recovery within the last quarter of 2021. The Group’s aggressive expansion places them firmly on track to boost the current African portfolio of almost 100 hotels currently in operation and under development to its ambition of 150 hotels by 2025. As part of the expansion strategy, the Group has put forward growth priorities across key markets such as Morocco, Egypt and South Africa.

From a single hotel in Africa 20 years ago, Radisson Hotel Group’s current African portfolio of almost 100 hotels in operation and under development is located in more than 30 countries across the continent, cementing the Group’s leading position as the hotel company with the largest active presence in the most countries across Africa.

The 13 signings, reinforcing the Group’s expansion strategy, have secured a record growth in Morocco with an additional nine hotels, comprising of two hotels in Casablanca, including the debut of the Radisson brand with the Radisson Hotel Casablanca Gauthier La Citadelle and the recent partnership established with Madaëf which translates to seven additional hotels across key leisure destinations in the country. The group has also announced the launch of their first project, the Earl Heights Suite Hotel, a member of Radisson Individuals in Accra, Ghana joining their new affiliation brand; their market entry in Victory Falls with the introduction of Radisson Blu Resort Mosi-Oa-Tunya Livingstone as well as another new entry with Radisson Hotel Djibouti. The most recent announcement was the Radisson Hotel Middleburg which further complements the Group’s presence across South Africa.

These hotel signings equate to almost 2,500 rooms, most of which are in the Group’s core focus countries, especially across Morocco, with the remainder reinforcing their presence in cluster markets or entering into new territories.

Ramsay Rankoussi, Vice President, Development, Africa & Turkey at Radisson Hotel Group, said: “For the remainder of the year, we will continue to build on the success and momentum we’ve had thus far, with a continued focus on our identified key markets, specifically Morocco, Egypt, Nigeria and South Africa. We aim to further accelerate our presence across the continent through both new build and conversions, especially post-pandemic, as there is less liquidity for newer developments. We therefore seek to form wider partnerships and strategic ventures with local or regional chains and forge ahead with our city scale and critical mass strategy. The execution of our strategy with clear priorities will equally support in achieving positive economic efficiencies and synergies operationally across all our existing and future hotels, further unlocking value to our owners. We have also demonstrated the relevant flexibility in addressing the current investment climate by providing not only tailored solutions to every project but also rationalizing our relationships with our investors to assess the best timings in terms of openings and the right budget allocation in terms of segment, space program and development cost.

“Africa is mainly led by business hotels, but with the recent signings, we have expanded our leisure offerings and serviced apartments which has not only proven resilient during COVID-19 but is also fueling a faster recovery. Our ambitions are driven by creating critical mass in each of our identified focus markets but also ensuring market proximity. These regions are sub divided based on priorities, focus and potential scale.”

“Despite the current situation and supporting our robust expansion strategy, our teams are working tirelessly to realize the pipeline, with eight hotel openings in Africa this year. We have already opened five hotels, consisting of four of the seven hotels we’ve just announced in Morocco, which consist of resorts and residences as well the opening of Africa’s second Radisson RED hotel in Rosebank. The remaining three hotels, all due to open before year-end, represent our debut in Madagascar with a portfolio of three hotels.”

Building on the success of the Group’s five-year expansion and transformation plan, Radisson Hotel Group is ready for the rebound of travel and remains firmly committed to becoming the brand of choice for owners, partners, and guests.

Distributed by APO Group on behalf of Radisson Hotel Group.

Source: https://www.africanews.com/2021/09/20/radisson-hotel-group-announces-a-record-year-in-africa-with-13-hotels-and-2-500-rooms-signed-to-date/

Vietnam: Nation prepares to welcome fully vaccinated tourists

iet Nam News via Asia News NetworkIn addition to previous plans to open Phu Quoc Island to international tourists, Ha Long, Hoi An, Nha Trang and Da Lat will also welcome tourists this year, under a plan developed by the Ministry of Culture, Sports and Tourism (MoCST).

The MoCST has issued a plan to stimulate travel demand, restore the tourism industry, and resume travel activities in late 2021 and early 2022 while ensuring the dual goals of disease prevention and control and socioeconomic development.

It will create favorable conditions for domestic and international tourists who have valid vaccination travel certificates.

Phu Quoc in Kien Giang Province will be the first locality to welcome international visitors in October, followed by Ha Long in Quang Ninh Province, Hoi An in Quang Nam Province, Nha Trang in Khanh Hoa Province and Da Lat in Lam Dong Province.

In addition to safety measures such as 5K rules and improving medical capacity to prevent the outbreak of COVID-19, the Ministry will prioritize COVID-19 vaccinations for local residents and employees in these tourism centers.

Existing tourism campaigns including “Vietnamese people traveling to Viet Nam” and “Safe and attractive local tourism” will continue, together with other programs helping local businesses sell their tourism products at preferential prices.

Tourism products post-COVID-19 will be associated with sustainability, nature and health care, according to the plan. Night tourism and eco-tourism will be invested in and developed as well.

The government plans to launch a pilot inbound tourism program with an aim to lure 2 million to 3 million foreign arrivals to Phu Quoc Island by the year end, according to the prime minister.

Source: https://the-japan-news.com/news/article/0007768086

European countries reimpose bans on US tourists

The prospect of European travel for Americans has begun to diminish once more as countries adopt new measures in response to a recent surge in US Covid cases. Earlier this week, the European Union announced it was dropping the United States from its safe list, advising its 27 member states to reconsider allowing entry to nonessential US travelers.

Many prime tourist destinations that welcomed back much-needed visitors from the United States earlier this year, have so far chosen to ignore the non-binding EU advice. Italy, the Netherlands and Sweden have become the first to impose new rules.

Beginning on September 4, the Netherlands says the United States will be designated a “high risk area,” joining Israel, Kosovo, Lebanon, Montenegro and North Macedonia as fresh additions to this list, according to a government website. While travelers from these and other high-risk countries will be allowed entry if fully vaccinated, they must still quarantine for 10 days. And as of September 6, they must also produce a negative Covid test. Sweden, which had previously exempted US travelers from a ban on almost all non-EU arrivals, has also removed the country from its approved list, alongside Israel, Kosovo, Lebanon, Montenegro and North Macedonia.

Pandemic-battered tourism industry

The country said in a press release the measure would apply to all nonessential arrivals, whether vaccinated or unvaccinated, although those with Swedish resident permits who can produce recent negative tests could be exempted.It added Swedish authorities were considering whether to allow fully-vaccinated arrivals from certain counties and would “return to this issue at a later date.”

Italy, which was one of the first European countries to open its borders earlier this year, has also introduced new measures affecting arrivals from all destinations, including the US.On August 31, it began requiring all visitors to show proof of a PCR or antigen Covid test taken within 72 hours of travel, regardless of whether they are vaccinated.

Those travelers who are not vaccinated or have proof of recovering from Covid must quarantine for five days on arrival and take a swab test, according to Italy’s Ministry of Health. It’s unclear yet whether other European countries, many of whom have been banking on an influx of US visitor dollars to help revive their pandemic-battered tourist economies, will also revise rules. Covid cases have been rising sharply in the United States throughout July and September, with the disease’s Delta variant blamed for many new cases.

Source: https://edition.cnn.com/travel/article/eu-bans-on-us-tourists-sweden-netherlands-italy/index.html

Asian tourism sees ups, downs in 2nd year of pandemic

From the Great Wall of China to the picturesque Himalayan mountains of India, Asia’s tourist destinations are looking to domestic visitors to get them through the COVID-19 pandemic.

From the Great Wall to the picturesque Kashmir valley, Asia’s tourist destinations are looking to domestic visitors to get them through the COVID-19 pandemic’s second year.

With international travel heavily restricted, foreign tourists can’t enter many countries and locals can’t get out. In the metropolis of Hong Kong, glamping and staycations have replaced trips abroad for at least some of its 7.4 million residents.

Across the Asia-Pacific region, international tourist arrivals were down 95% in the first five months of the year, compared to the same period before the pandemic in 2019, according to the U.N. World Tourism Organization.

New variants of the virus loom — a constant threat to any recovery in even domestic tourism. Warnings of a possible third wave in India worry Imraan Ali, whose houseboat on Kashmir’s Dal Lake is his only source of income.

“Since we are expecting a good influx of tourists, we don’t want that to be affected,” he said.

INDIA CAUTIOUS AS OUTBREAK RECEDES

Tourists are returning to the valleys and mountains in Indian-controlled Kashmir, as infections in the Himalayan region and nationwide come down after a deadly second wave earlier this year.

The “shikaras,” or traditional Kashmiri houseboats, are back on the calm waters of Dal Lake as Indians travel at home. India is reporting about 30,000 new coronavirus cases a day, down from a peak of 400,000 in May but still enough for many countries to restrict travelers from India.

Nihaarika Rishabh said she and her husband were relieved to finally get away from their home in the city of Agra for their honeymoon, after their wedding was postponed during the second wave. The vacation in Kashmir has helped calm their nerves after months of the pandemic, she said.

Ali, the houseboat owner, is happy that the number of visitors has gone up. “We have been suffering from past two years,” he said. “Our livelihood depends on tourism.”

But mountainous areas like Kashmir have seen an uptick in infections as the number of visitors rises, fueling worries about a third wave.

BANGKOK’S BUSTLE GOES QUIET

Erawan Shrine in the center of Bangkok once bustled with foreign tourists and locals making offerings day and night. Today, it is eerily quiet. Only a handful of people buy incense or flowers from the vendors who set up stalls outside.

“We are still here because we don’t know what else to do,” said one, Ruedewan Thapjul.

As Thailand battles a punishing COVID-19 surge with nearly 20,000 new cases every day, people who depend on tourism struggle in what was one of the most-visited cities in the world, with 20 million visitors in the year before the pandemic.

Suthipong Pheunphiphop, the president of the Thai Travel Agents Association, urged the government to commit to its plan to reopen the country to foreign tourists in October.

Currently, the streets are all but empty in Bangkok’s Siam Square shopping district.

Passavee Kraidejudompaisarn, the third-generation owner of a popular noodle shop, wiped away tears as she talked about her fears of losing the family business.

Previously, the 60-year-old restaurant would be filled with locals and foreign tourists, bringing in about $2,000 a day. Now, she said, she earns a little more than $2 on some days.

CHINESE STAY IN CHINA

Strict virus control measures have allowed China to return to relatively normal life. The number of tourists visiting Beijing in June and July tripled compared to the same period last year, while revenue quadrupled, according to Trip.com, China’s largest online travel booking platform.

“I personally feel very safe,” Olaya Ezuidazu, a Spanish national living in Beijing, said on a recent visit to the Great Wall.

But even China is not immune to the delta variant. Outbreaks in July and August prompted authorities to suspended flights and trains to affected cities. Parks and museums reduced the number of visitors to 60% of capacity, down from 75% previously.

Phil Ma felt the resulting dent on tourism at his café in a traditional “hutong” neighborhood, steps away from Tiananmen Square in central Beijing. “It is obvious during the three or four days from the weekend to today that the number of guests has decreased a lot,” he said.

The alley outside his café was quiet, in contrast to the line that formed for a cup of coffee during a major holiday in May.

GLAMPING IN HONG KONG

The difficulty of traveling abroad has made glamping — or glamourous camping — popular in Hong Kong.

Berina Tam and Vincy Lee went with We Camp, a campsite located in Yuen Long, a rural area in the north of Hong Kong.

“It’s actually a good opportunity for us to really, to try to explore Hong Kong a bit more,” Tam said.

Many glamping sites provide clean beds, showering facilities and barbeque sites for campers to grill kebabs and chicken wings. The typical charge is $65 per person a night.

Bill Lau, the founder of Hong Kong travel platform Holimood, said that glamping offers an alternative for those who find camping too primitive.

“Families and couples need to find somewhere to go during weekends,” he said. “If we are trying to recreate the experience of traveling, it must be an overnight experience.”

Source: https://abcnews.go.com/Health/wireStory/asian-tourism-sees-ups-downs-2nd-year-pandemic-79692304

Covid-hit Swiss tourism receives financial boost

The government has announced a CHF60 million ($65.6 million) programme to help Swiss tourism recover from the Covid-19 pandemic.

Economics Minister Guy Parmelin said the funds could help attract foreign guests back to Switzerland and boost business tourism.

“These sectors have suffered in particular from the impact of the pandemic,” he told a news conference on Wednesday.

Parmelin stressed the idea was to promote sustainable forms of tourism and stimulate innovative projects instead of attracting large groups of guests who stay in Switzerland only for a short time.

Political experts say the programme, most of which is subject to approval by parliament, is no surprise as Parmelin had indicated that the government was preparing measures to support the Swiss tourism sector.

In his role as Swiss president for 2021, Parmelin also expressed concern about perceived tensions in society regarding the government’s anti-Covid policy, notably the issue of vaccinations.

He made a passionate appeal to citizens to respect other people’s opinions and to refrain from denigration and personal attacks against politicians.

“The enemy remains the virus, not fellow citizens of a different opinion,” he said.

Postponement

In a separate development, the government has delayed a decision about extending the use of Covid certificates to contain a new wave of infections and a potential overcapacity in hospitals.

The number of new hospital admissions of Covid patients was high but stable and it was difficult to assess the situation, the cabinet spokesman said.

The government reserved the right to take measures to relieve hospitals if necessary, he added.

A consultation among political parties, institutions, cantons and organisations had found that a majority was in favour of widening the use of the certificate, notably to sporting and cultural events as well as restaurants, the government said.

Source: https://www.expatica.com/ch/health/sw-covid-hit-swiss-tourism-receives-financial-boost-219219/

These are the best hotel rewards programs of the year

If booking a hotel room this summer left your wallet significantly lighter, chances are you’re thinking about joining a hotel rewards program in hopes of saving a few bucks, or at least getting a few perks.

But with so many options, how do you choose a program to join? U.S. News & World Report today announced the 2021-22 Best Travel Rewards Programs which included ranking 15 hotel loyalty programs. 

“Wyndham Rewards takes the No. 1 spot on the Best Hotel Rewards Programs ranking thanks in part to its large network of hotels in popular vacation destinations and high award availability,” the publication said in a media release. 

“Additionally, any member of the program can book a free night with as few as 7,500 points. World of Hyatt, No. 2, scores well by offering low points redemption requirements and a variety of ways to earn and redeem points. Marriott Bonvoy came in at No. 3 because it offers a multitude of properties at various price points in destinations across the globe, plus ample benefits for members.”

Best Hotel Rewards Programs for 2021-22 

1. Wyndham Rewards 

2. World of Hyatt 

3. Marriott Bonvoy 

4. Choice Privileges 

5. IHG Rewards 

6. Radisson Rewards Americas 

7. Best Western Rewards 

8. Sonesta Travel Pass 

9. INVITED 

10. Leaders Club 

11. Hilton Honors 

12. ALL – Accor Live Limitless 

13. Omni Select Guest 

14. Stash Hotel Rewards 

15. I Prefer Hotel Rewards

U.S. News & World Report ranks 15 loyalty programs associated with major hotel brands that have at least 50 properties, 10 or more of which are located in the U.S. For a loyalty program to be in the list, it must allow members to join without prerequisites. “For example,” U.S. News & World Report said, “a potential member should be allowed to join a loyalty program even if he or she has never stayed at a participating hotel. All programs that appear on our Best Hotel Rewards Programs list offer members the ability to earn rewards and privileges each time they stay at a participating property.”

This year, U.S. News said it also considered each travel rewards program’s response to the coronavirus pandemic, and factored in how flexible and accommodating each airline and hotel program was for members.

Source: https://www.foxnews.com/travel/best-hotel-rewards-2021-2022