A Research report on

Smart and Innovation Tourism Development

Submitted by
Mr. Mukesh Kumar Singh
University Reg. no – 2019-67-2-1010-0327
Global College International

Submitted in
Partial fulfillment of the requirement for Bachelor in Hotel Management (BHM)
degree

Submitted To
Office of the Dean
Faculty of Management
Mid-Western University
Surkhet, Nepal

Submitted on: October 2024

ACKNOWLEDGEMENT

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The study entitled “Smart and Innovation Tourism Development” has been conducted
to fulfill the partial requirements for the degree of Bachelor in Hotel Management of Mid-
western university (MU).

First it is the immense pleasure for me to work under the guidance of Mr. Sarbottam
Silwal sir whose helps, stimulating, suggestions and encouragement as a supportive
supervisor helped me to design this research and accomplish it. Without him, I felt that my
research work will not have been complete. I am very grateful to Global college
International (GCI) staff and BHM Director Mr. Anurag Gaire sir and my family
members and friends for the suggestion, guidance and inspiration not only on conducting
this research but throughout my bachelor study.
I also want to thank all the respondents of this study for this helping me by providing the
response through the questionnaire. I would like to e and those to completion extend our
gratefulness to ours teachers, colleagues and those who have helped to completion of the
study.

Mukesh Kumar Singh

Degree Candidate

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 DECLARATION
I, Mukesh Kumar Singh hereby declare that the work presented herein is genuine work
done originally by me and has not been published or submitted elsewhere for the
requirement of a degree program.

Any literature, data or works done by others cited within this report has been given due
acknowledgement and listed in the reference section.

MUKESH KUMAR SINGH

GLOBAL COLLEGE INERNATIONAL
BACHELOR OF HOTEL MANAGEMENT
MID-WENT UNIVERSITY
DATE: 2024.09.28

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 ABSTRACT
Smart and innovative tourism development represents a transformative approach to
enhancing visitor experiences and promoting sustainability within the tourism sector. By
integrating advanced technologies, such as data analytics, mobile applications, and smart
infrastructure, destinations can optimize resource management and provide personalized,
engaging experiences for travelers. This development framework emphasizes the
importance of stakeholder collaboration, particularly involving local communities, to
ensure that tourism initiatives reflect cultural authenticity and promote environmental
stewardship. Case studies, such as Barcelona and Singapore, illustrate successful
implementations of smart tourism strategies that improve accessibility and visitor
satisfaction while addressing challenges like overcrowding and ecological impact. This
abstract highlights the potential of smart tourism to create a more efficient, sustainable, and
enjoyable travel experience, ultimately contributing to the long-term viability of the
industry.
Furthermore, smart tourism emphasizes sustainability by integrating eco-friendly practices
and promoting responsible travel. This includes initiatives like sustainable transport
systems, energy-efficient accommodations, and community-based tourism, which not only
reduce the environmental impact but also foster economic benefits for local communities.
Furthermore, smart tourism emphasizes sustainability by integrating eco-friendly practices
and promoting responsible travel. This includes initiatives like sustainable transport
systems, energy-efficient accommodations, and community-based tourism, which not only
reduce the environmental impact but also foster economic benefits for local communities.

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 TABLE OF CONTENT
CHAPTER 1
INTRODUCTION
1. Background
2. Keywords
3. Statement of problem
4. Objectives
5. Research questions
6. Limitations of study
CHAPTER 2
LITERATURE REVIEW
1. Introduction
2. Review of related studies
3. Conceptual framework
CHAPTER 3
RESEARCH METHODOLOGY

1. Introduction
2. Research design
3. Population and sampling
4. Data collection
5. Data analysis plan

CHAPTER 4
I. Adapting to the great historical changes with innovation
1.1 Living through changes unseen in a century
1.2 The tourism industry is being reshaped in four aspects
1.2.1 Reshaping the tourism landscape
1.2.2 Reshaping the growth driver
1.2.3 Reshaping the industrial logic
1.2.4 Reshaping the growth model
1.3The six tourism innovation systems
1.3.1 Embracing the technology trend

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1.3.2 Reinventing organizations and businesses
1.3.3 Restructuring products and services
1.3.4 Riding the new trend of communication
1.3.5 Opening up new policy space
1.3.6 Promoting innovation in public services
II. Scientific and technological innovation: riding the trend of the new technological
revolution
2.1 Frontiers of technology application in tourism
2.1.1 AR/VR technology
2.1.2 Big data technology
2.1.3 5G technology
2.1.4 Green and low-carbon Technology
2.2 Tourism innovation powered by technological revolution
2.2.1 Trend-setting: reshaping the popular trend
2.2.2 Digitization: reshaping the core of development
2.2.3 Intelligence: re-engineering human capital
2.2.4 Virtualization: making travel more convenient
2.2.5 Integration: delivering better services
III. Future trends of tourism product innovation
3.1 Quality
3.2 Digitization
3.3 Sustainability
IV. Marketing innovation: new models, new media, new communication
4.1 New communication trend
4.1.1 COVID-19 changes the consumption pattern of tourism products
4.1.2 Technological advances reshape the distribution of tourism marketing channels
4.1.3Digitization changes travelers’ behavioral pattern
4.2 Frontiers of tourism marketing
4.2.1 Short videos expand the boundaries of tourism marketing
4.2.2 Storytelling creates emotional label for destination

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4.2.3 Social selling enhances marketing conversion efficiency
4.2.4 Sustainable marketing responds to online travel behavior
4.3 Future trends of tourism marketing innovation
4.3.1 Data technology drives digitization of tourism marketing
4.3.2 Innovation in marketing tools enhances tourism marketing experience
4.3.3 Digital on-demand drives the development of interactive tourism marketing
V. Public service innovation: aiming for greater efficiency and equity
5.1 Background of public service innovation ······
5.1.1 COVID-19 changes the standards of people’s demand for tourism public services
5.1.2 New public service has become a universal concept
5.1.3 Digitization and intelligent applications drive innovation in tourism public services
5.2 Frontiers of tourism public service innovation
5.2.1 Tourism security and safety
5.2.2 Tourism information services
5.2.3 Development of tourism public resources
5.3 Future trends of tourism public services
5.3.1 Providing efficient and safe travel experiences with modern technologies
5.3.2 Providing diversified services via technological means
5.3.3 Boosting the efficiency of service delivery through multi-stakeholder participation
5.3.4 Aiming for better tourist experience
5.3.5 Putting greater focus on universality and fairness
VI. Global best practices of tourism innovation
6.1 Tourism robotics and human capital innovation: Marriott’s exploration
6.1.1 Challenges to human capital management in hotels
6.1.2 Solutions provided by robotics: the practice of Marriott International, Inc.
6.1.3 Inspirations and reflections
6.2 The low-carbon innovation in the means of travel: the UK experience
6.2.1 The low-carbon trend has profoundly impacted on the means of travel
6.2.2 Low-carbon economy drives innovation in the way of tourism: the UK experience
6.3 Tourism marketing innovation: Tiktok’s exploration

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6.3.1 Tourism marketing on TikTok
6.3.2 Innovative marketing initiatives on TikTok

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 CHAPTER 1
INTRODUCTION
1) Background of study
The tourism sector, one of the biggest sectors globally, is a crucial component of the social
and economic activity of countries as it generates job openings and business opportunities.
This study examines the current state of smart tourism and smart cities, focusing on
community awareness and innovation. The aim is to understand the impact of technology
on society and its usefulness in solving problems like traffic, infrastructure, and natural
resources management.

The tourism sector has long been a cornerstone of global economic growth, contributing
significantly to GDP and job creation. In response, smart and innovative tourism
development has emerged as a transformative approach. This concept integrates advanced
technologies, such as data analytics, artificial intelligence , and the Internet of Things
(IoT), to enhance visitor experiences and improve operational efficiency.

The rise of digital technology has shifted traveler expectations toward personalized and
seamless experiences. Tourists increasingly seek authentic interactions with local cultures
and environments, driving the need for innovative solutions that cater to these preferences.
Sustainability is also a central focus, as travelers become more conscious of their
environmental impact and favor eco-friendly options.

Moreover, effective smart tourism relies on collaboration among various stakeholders,

including government agencies, private enterprises, and local communities. This
cooperative approach ensures that tourism development aligns with local cultural values
and supports social equity. Cities like Barcelona and Singapore exemplify successful
implementations of smart tourism strategies, utilizing technology to optimize resource
management and enhance visitor engagement.

2) Keywords:

i Smart Tourism: A modern approach that utilizes technology and data to enhance the
visitor experience, streamline operations, and promote sustainable practices. It
integrates digital tools to provide real-time information and personalized services.
ii Innovative Tourism Development: The process of creating new, unique, and effective
solutions in the tourism industry, often through the use of advanced technologies,
creative marketing strategies, and novel service offerings to meet evolving traveler
demands.
iii Sustainable Tourism: A form of tourism that focuses on minimizing environmental
impact, preserving cultural heritage, and promoting social equity. It seeks to balance
the needs of tourists, the environment, and local communities.

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iv Technology in Tourism: Refers to the various digital tools and platforms used in the
tourism industry, including websites, mobile apps, online booking systems, and
communication technologies that enhance operational efficiency and customer
engagement.
v Data Analytics: The process of examining and interpreting data to gain insights that
can inform decision-making. In tourism, data analytics helps understand traveler
behavior, preferences, and trends, allowing for tailored offerings and improved
services.
vi Artificial Intelligence (AI): The simulation of human intelligence processes by
machines. In tourism, AI can be used for chatbots, personalized recommendations, and
predictive analytics, improving customer service and operational efficiency.
vii Internet of Things (IoT): A network of interconnected devices that communicate and
exchange data. In tourism, IoT applications can enhance visitor experiences through
smart sensors, connected transportation systems, and personalized services based on
real-time data.
viii Visitor Experience: The overall impression and satisfaction a traveler has during their
journey. This includes all interactions with destinations, accommodations, attractions,
and services, emphasizing the importance of personalized and memorable experiences.
ix Overtourism: A situation where a destination experiences an excessive number of
visitors, leading to negative impacts on local communities, infrastructure, and the
environment. Smart tourism seeks to mitigate these effects through better management
and planning.
x Community Engagement: The involvement of local residents in tourism planning and
development. Engaging communities ensures that tourism initiatives reflect local
culture and priorities, fostering sustainable practices and economic benefits.
xi Personalized Travel: Tailoring travel experiences to meet the individual preferences
and interests of tourists. This can include customized itineraries, recommendations
based on past behavior, and interactive experiences that resonate with travelers.
xii Eco-Friendly Practices: Sustainable approaches in tourism that reduce environmental
impact, such as promoting green accommodations, using renewable energy sources,
and encouraging responsible wildlife tourism.
xiii Destination Management: The planning and management of tourism activities within
a specific location, focusing on sustainable practices, visitor satisfaction, and the
economic impact of tourism on the community.
xiv Stakeholder Collaboration: The cooperation among various parties involved in
tourism, including government agencies, private sector businesses, local communities,
and tourists. Collaborative efforts are crucial for developing effective and sustainable
tourism strategies.
xv Global Tourism Trends: The evolving patterns and behaviors in the tourism industry
influenced by social, economic, technological, and environmental factors.
Understanding these trends helps stakeholders adapt to changing market demands and
enhance competitiveness.

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 3) Statement of problem:

The tourism industry is facing a number of challenges, including climate change, over
tourism, and the rise of digital technologies. These challenges are putting pressure on
tourism destinations to find new ways to improve the efficiency, sustainability, and
competitiveness of their tourism offerings.
COVID-19 has significantly impacted the tourism industry, causing revenue loss, job
losses, and sustainability challenges. The industry employs millions globally, and border
closures have increased domestic flight usage, contributing to air pollution.
The tourism industry faces challenges such as vulnerability to external events,
demographic changes, and climate change. The pandemic has driven increased use of
technology in tourism, leading to changes in production and consumption dynamics. This
has led to increased competition in the market and changes in tourist behavior. Government
has paid less paid less attention to maintain proper budget for the development. Thus, our
main concern under the contribution of tourism sector entirely limited to study in the
following concerns.
i. Many tourism destinations lack effective data collection and analysis systems.
ii. Inability to leverage data leads to poor decision-making and inadequate visitor services.
iii. The tourism industry faces pressure to adopt eco-friendly practices.
iv. A significant number of operators are unaware or unable to implement sustainable
initiatives.
v. Smaller tourism businesses often struggle with adopting new technologies due to cost
and complexity.
vi. This creates disparities in service quality and competitiveness among operators.
vii. Local communities are often not adequately engaged in tourism development
processes.
viii. This results in lost opportunities for authentic cultural experiences and economic
benefits.
ix. The tourism sector is vulnerable to crises (e.g., pandemics, natural disasters).
x. There is a lack of adaptive strategies to enhance resilience against such disruptions.
xi. Increased competition from alternative destinations complicates market positioning.
xii. Failure to innovate can lead to a decline in visitor numbers and economic viability.O

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xiii. Many destinations struggle to offer personalized and memorable experiences for
travelers.
xiv. Lack of innovative solutions hampers the ability to meet evolving consumer
expectations.

4) Objectives of the study

The study aims to understand smart tourism's concept, its potential benefits for
destinations, key technologies driving development, assess current state, identify
challenges and opportunities, and develop recommendations for leveraging technologies
for competitiveness and sustainability. The report should cover the definition, benefits, key
technologies, current state, case studies, challenges, and recommendations for leveraging
technologies. It can inform policy decisions, guide development initiatives, and educate the
public about the potential of smart tourism.
The objectives of the study of smart and innovative tourism development can be
summarized as follows:
i. To understand the concept of smart tourism and its potential benefits for destinations.
ii. To identify the key technologies that are driving smart tourism development.
iii. To assess the current state of smart tourism development in different destinations.
iv. To identify the challenges and opportunities for smart tourism development.
v. To develop recommendations for how destinations can best leverage smart tourism
technologies to improve their competitiveness and sustainability.
5) Research Questions:

A research question is a specific inquiry which the research seeks to provide a response to.
It resides at the core of systematic investigation and it helps you to clearly define a path for
the research process. A research question is usually the first step in any research project.
Basically, it is the primary interrogation point of your research and it sets the pace for your
work.

i How can data analytics be effectively integrated into tourism management to enhance
visitor experiences and decision-making?
ii What are the key barriers preventing small and medium-sized tourism enterprises from
adopting innovative technologies?
iii In what ways can sustainable practices be implemented within the tourism sector to
minimize environmental impact while maximizing economic benefits?
iv How can local communities be actively engaged in the tourism development process to
ensure authentic experiences and equitable economic gains?

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 v What strategies can be developed to enhance the resilience of the tourism industry
against external shocks, such as pandemics and natural disasters?
vi How does the adoption of smart tourism technologies influence visitor satisfaction and
loyalty in various destinations?
vii What role does collaboration among stakeholders play in fostering innovation and
sustainability in tourism development?
viii How can tourism destinations effectively balance the demands of over-tourism with the
need for sustainable development?

6) Limitations of study:

The study on smart and innovation tourism faces limitations due to rapid technological
evolution, limited scope, resource constraints, underrepresentation of potential drawbacks,
and lack of a longitudinal approach. The study's focus on positive impacts may
underrepresent potential drawbacks or unintended consequences, and the absence of a
longitudinal approach may hinder a comprehensive understanding of how innovations
unfold and mature over time. Overall, the study's insights are valuable but may not be
universally applicable.
Limitations
i Study faces limitations due to lack of technological infrastructure in some regions.
ii Focus on technology may exclude non-digital-savvy segments, potentially biased
tourism trends representation.
iii Privacy concerns arise from personal data usage in smart tourism practices, impacting
individuals' willingness to engage.
iv Innovative technologies lack cultural sensitivity, causing insensitive experiences for
tourists and locals.
v Smart technologies may offer sustainability benefits but may cause negative
environmental consequences.
vi Data accuracy is crucial for data-driven insights and decision-making, as manipulation
or inaccuracies can compromise it.
vii Data accuracy is crucial for decision-making and insights.
viii Innovative technologies may alter local communities' social dynamics and traditional
ways.

CHAPTER 2 LITERATURE REVIEW

1) Introduction

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A review of related literature is a survey of scholarly sources that provides background
information and context for a study. It helps researchers understand the current research in
a particular field, identify gaps or weaknesses in the knowledge base, and establish a
rationale for their own study. The literature review also serves as a foundational aspect of a
well-grounded thesis or dissertation, reveals gaps in a specific field, and establishes
credibility and need for those applying for a grant. It involves organizing and synthesizing
findings from previous studies, critiquing the weaknesses in data collection or analysis, and
demonstrating how previous research is connected to the current study. The literature
review can be concise rather than comprehensive, presenting a skeleton of the literature to
offer a starting point for further exploration.

2) Review of related studies

Smart and innovative tourism development encompasses various dimensions that

collectively enhance the travel experience and promote sustainability. Central to this
evolution is the integration of advanced technologies such as the Internet of Things (IoT),
artificial intelligence (AI), and big data analytics. These tools facilitate real-time
information sharing, personalized services, and improved operational efficiency, ultimately
enriching visitor experiences. Sustainability practices are also pivotal, with smart tourism
advocating for eco-friendly initiatives like renewable energy use and effective waste
management strategies, thereby minimizing environmental impact. Additionally, policy
frameworks play a crucial role in shaping the landscape of smart tourism; governments
must implement supportive regulations and provide funding to foster innovation.
Understanding consumer behavior in this context is essential, as digital platforms
significantly influence travel decisions, shifting preferences toward more sustainable and
tech-driven options. Furthermore, the ultimate aim of smart tourism is to enhance
destination management, improving competitiveness and visitor satisfaction. By addressing
these interconnected aspects, a comprehensive review reveals how smart and innovative
tourism not only meets the needs of modern travelers but also contributes to the resilience
and sustainability of the tourism sector as a whole.

Smart and innovative tourism development represents a transformative shift in how the
tourism industry operates, integrating technology, sustainability, and strategic management
to enhance overall visitor experiences. Key technological advancements, such as the
Internet of Things (IoT), artificial intelligence (AI), and big data analytics, facilitate
seamless interactions between travelers and service providers. These innovations enable
real-time updates, personalized recommendations, and efficient resource management,
ultimately enriching the journey for tourists. Sustainability is a core component of this
development, with smart tourism emphasizing eco-friendly practices like renewable energy
utilization, waste reduction, and the promotion of local cultures, which not only reduce
environmental footprints but also foster community engagement.

Policy frameworks are essential in supporting these initiatives, as governments must create
conducive environments through regulations and funding that encourage innovative
practices in the tourism sector. Additionally, understanding evolving consumer behavior is
crucial, as travelers increasingly prioritize sustainable and tech-enhanced experiences.

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Digital platforms significantly influence these decisions, making them vital for effective
marketing strategies. Ultimately, the goal of smart tourism is to improve destination
management, enhancing both competitiveness and visitor satisfaction while ensuring the
long-term sustainability of the tourism industry. This holistic approach positions smart
tourism as a leading force in shaping the future of travel.

Furthermore, the integration of smart technologies in tourism not only enhances the
efficiency of service delivery but also fosters deeper connections between travelers and
destinations. For instance, mobile applications provide tourists with localized information,
including attractions, dining options, and cultural events, tailored to their preferences. This
level of personalization increases engagement and satisfaction, as visitors can immerse
themselves in authentic experiences that resonate with their interests.

In addition to enhancing visitor experiences, smart tourism contributes to data-driven

decision-making for destination managers. By analyzing visitor data, stakeholders can
identify trends, assess performance, and make informed strategic decisions that align with
evolving market demands. This proactive approach aids in resource allocation and helps in
developing targeted marketing campaigns that attract specific demographics.

Moreover, collaboration among various stakeholders—including local governments,

businesses, and communities—is vital for the successful implementation of smart tourism
initiatives. Partnerships can drive innovation, as shared resources and knowledge foster
creative solutions that address common challenges.

Ultimately, the future of tourism lies in embracing a holistic, interconnected approach that
prioritizes technology, sustainability, and community engagement. As the industry
continues to evolve, smart tourism will play a critical role in shaping resilient, adaptable
destinations that meet the needs of both travelers and local populations.

3) Conceptual framework of study

The conceptual framework focuses on the integration of cutting-edge technologies,

sustainable practices, and creative approaches in the tourism industry. It aims to guide
destinations and stakeholders in leveraging digital advancements and fostering innovation
to enhance the overall tourist experience, promote sustainable tourism practices, and drive
economic growth. Key elements of the framework include technological infrastructure,
data management and analytics, stakeholder collaboration, sustainable practices, creativity
and experiential tourism, policy and regulatory framework, interdependencies and
relationships, case studies, and implementation strategies. The framework is a guide that
can be customized and adapted based on the specific needs, characteristics, and goals of
each destination or tourism context. By understanding the key elements and
interdependencies within this framework, destinations can make informed decisions and
implement strategies to effectively develop and manage smart and innovative tourism.

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Conceptual variables with Independent and Dependent variables

Fig: Conceptual Framework for Study

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 CHAPTER 3 RESEARCH AND METHODOLOGY

1) Introduction

Research methodology describes the techniques and procedures used to identify and
analyze information regarding a specific research topic. It is a process by which
researchers design their study so that they can achieve their objectives using the selected
research instruments. It includes all the important aspects of research, including research
design, data collection methods, data analysis methods, and the overall framework within
which the research is conducted. While these points can help you understand what
research methodology is, you also need to know why it is important to pick the right
methodology.

The research methodology section in a scientific paper describes the different

methodological choices made, such as the data collection and analysis methods, and why
these choices were selected. The reasons should explain why the methods chosen are the
most appropriate to answer the research question. A good research methodology also helps
ensure the reliability and validity of the research findings. There are three types of
research methodology—quantitative, qualitative, and mixed method, which can be chosen
based on the research objectives.

2) Research design

The research design on smart and innovative tourism development aims to

comprehensively explore the multifaceted aspects of this evolving sector. The primary
objectives include examining how smart technologies enhance visitor experiences,
assessing the effectiveness of sustainability practices, analyzing governmental policies that
promote innovation, and understanding consumer behavior in this context. To achieve
these goals, a mixed-methods approach will be employed, combining qualitative methods
such as semi-structured interviews and focus groups with quantitative surveys to gather
diverse insights from tourists, industry stakeholders, and policymakers. A representative
sample will be selected from regions known for smart tourism initiatives. Data collection
tools will include interview guides and structured questionnaires, while data analysis will
involve thematic analysis for qualitative data and statistical methods for quantitative
results. Ethical considerations, including informed consent and confidentiality, will be
prioritized throughout the research process. Ultimately, the study aims to provide valuable
insights into the role of technology in tourism, identify successful sustainable practices,

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and offer recommendations for policymakers, contributing to a deeper understanding of
consumer preferences and behaviors in smart tourism.

3) Population and sampling

n researching smart and innovative tourism development, the population includes various
stakeholders, such as tourists, tourism operators, local government officials, and
community members in regions implementing these initiatives. A stratified sampling
approach will be employed to ensure diverse perspectives. This involves dividing the
population into distinct groups based on characteristics such as type of tourism (e.g., eco-
tourism, cultural tourism), geographic location (urban vs. rural), and visitor demographics
(age, nationality). For qualitative data, a sample of 15-30 participants from each group will
be targeted to achieve saturation, while a larger sample of 300-500 respondents will be
sought for quantitative surveys to ensure robust statistical analysis. Recruitment methods
will include utilizing online platforms and social media to reach tourists, collaborating with
industry associations for tourism operators, contacting relevant government offices for
policymakers, and engaging local organizations to connect with community members. By
adopting this stratified sampling strategy, the research aims to capture a comprehensive
view of the impacts and perceptions of smart tourism, ensuring that a wide range of voices
and experiences are included in the findings.

In researching smart and innovative tourism development, the target population

encompasses a diverse array of stakeholders, including tourists, tourism operators, local
government officials, and community members in regions actively adopting these
initiatives. To ensure a comprehensive understanding of the subject, a stratified sampling
approach will be employed. This strategy involves dividing the population into specific
strata based on various characteristics, such as the type of tourism (e.g., eco-tourism,
adventure tourism, cultural tourism), geographic location (urban versus rural destinations),
and visitor demographics (age, nationality, travel frequency). For qualitative components, a
sample of 15-30 participants from each stratum will be selected to reach data saturation,
enabling in-depth insights into individual experiences and perspectives. For the
quantitative survey, a larger sample size of 300-500 respondents will be targeted to
enhance the statistical validity of the findings. Recruitment will utilize various methods,
including social media outreach, online travel forums, and partnerships with tourism
industry associations to connect with operators. For policymakers, direct outreach to
government offices will be conducted, while community members will be engaged through
local organizations and community boards. This stratified sampling strategy aims to
capture a holistic view of the impacts and perceptions surrounding smart tourism, ensuring
that the study reflects the voices and experiences of a broad spectrum of participants.
Ultimately, this approach will contribute to a deeper understanding of how smart and
innovative tourism practices affect stakeholders at multiple levels.

4) Data collection

To effectively collect data for smart and innovative tourism development, several methods
can be employed. Surveys and questionnaires will be administered to tourists and local

18
businesses to gather quantitative insights on satisfaction and technology usage. Semi-
structured interviews with industry experts and local government officials will provide in-
depth qualitative data. Focus groups will enable diverse perspectives from tourists and
stakeholders, facilitating discussions on their experiences and preferences regarding smart
tourism initiatives. Observational studies will allow researchers to analyze tourist
interactions with smart services in real-time, capturing behaviors and engagement levels.
Additionally, secondary data analysis of existing reports, academic studies, and industry
publications will contextualize the primary data and identify broader trends. This
multifaceted approach will ensure a comprehensive understanding of the landscape of
smart tourism.

Data Collection Methods for Smart and Innovative Tourism Development

1. Surveys and Questionnaires

i Target Audience: Tourists and local businesses.
ii Purpose: Gather quantitative data on satisfaction, technology usage, and service
preferences.
iii Method: Distributed online or in-person to capture broad insights.
2. Semi-Structured Interviews
i Target Audience: Industry experts, local government officials, community
leaders.
ii Purpose: Obtain in-depth qualitative insights into challenges and opportunities
in smart tourism.
iii Method: Conducted one-on-one to explore perspectives in detail.
3. Focus Groups
i Target Audience: Groups of tourists and stakeholders.
ii Purpose: Facilitate discussions to capture diverse viewpoints on smart tourism
initiatives.
iii Method: Group sessions encouraging interaction and idea generation.
4. Observational Studies
i Target Audience: Tourists using smart services.
ii Purpose: Analyze real-time interactions with technologies (e.g., mobile apps,
smart signage).
iii Method: Field observations to document behaviors and engagement levels.
5. Secondary Data Analysis
i Sources: Government reports, academic studies, and industry publications.
ii Purpose: Identify broader trends and contextualize primary data findings.
iii Method: Review and analyze existing literature and data sets.

This structured approach will ensure a comprehensive understanding of smart tourism

development.

5) Data Analysis Plan

The data analysis plan for smart and innovative tourism development begins with defining
clear analysis objectives, such as assessing the impact of smart technologies on tourist

19
satisfaction and identifying trends in tourist behavior. For quantitative analysis, descriptive
statistics will summarize survey results, while inferential statistics, such as t-tests and
regression analysis, will explore relationships between variables like technology usage and
satisfaction levels. Data visualization tools like Excel or Tableau will present these
findings clearly. In parallel, qualitative analysis will involve thematic analysis of
interviews and focus group discussions to uncover recurring themes and stakeholder
perspectives. Software like NVivo can facilitate this process. A mixed-methods approach
will integrate both quantitative and qualitative data, allowing for a more holistic
understanding of smart tourism, with triangulation to validate findings across different
sources. The results will be compiled into structured reports and visual presentations,
emphasizing actionable insights for stakeholders. Key performance indicators will be
established to measure the impact of initiatives, and ongoing feedback mechanisms will be
implemented to ensure continuous improvement. Ethical considerations, including data
privacy and transparency, will be prioritized throughout the analysis process, ensuring that
the findings contribute meaningfully to the development of smart tourism strategies.

CHAPTER 4

I. Adapting to the great historical changes with innovation

1.1 Living through changes unseen in a century

The COVID-19 pandemic that started in 2019 has caused a serious impact on people’s
life, the world economy and tourism development. The complexity of the pandemic,
combined with the restructuring of the global socio-economic order in the post-war era, has
brought four historical changes in international relations, human-machine relations,
industrial structure and climate & environment. First, country-to-country relations are
being reshaped, inter-regional and inter-state relations are being adjusted, and the global
economic, trade and industrial landscape is going through the biggest transformation since
World War II. Second, over recent years, the application of new-generation technologies
represented by Artificial intelligence (AI) has penetrated into new areas and expanded in
scale, tipping the balance between man and machine and altering the underlying logic of
human capital. Third, all industries are being restructured to varying degrees during the
pandemic. In particular, the service sector, which the tourism industry belongs to, has seen
major adjustments in industrial factors and relations, and faced changes unseen in the post-
war era. Fourth, since the conclusion of the 1992 United Nations Framework Convention

20
on Climate Change, there has been a growing global consensus on the management of
carbon emissions, and the adoption of the Paris Agreement has laid the foundation for the
post-2020 international climate regime. As of February 2021, a total of 201 countries have
submitted their Nationally Determined Contributions (NDCs), and the changes caused by
the climate & environment are already reflected in the global framework for actions.
According to the statistics of the United Nations World Tourism Organization (UNWTO)
and the United Nations Environment Programme(UNEP), tourism represented 4.9% of
global CO2 emissions in 2005, and the tourism sector contributed 5%-14% of global
climate change from anthropogenic causes. With the development of the global climate
economy, the tourism sector is expected to undergo significant changes. All the above
changes are part of the great historical transformation we are witnessing today. The global
tourism industry should fully recognize these changes, study them thoroughly, and adapt to
the changes through systematic innovation and transformation.

1.2 The tourism industry is being reshaped in four aspects:

The major changes in international relations, human-machine relations, industrial relations

and environmental relations have brought new complexities, new growth instruments, new
activation models and new development requirements for tourism. Against such a
backdrop, the tourism industry is being reshaped in four aspects, i.e. tourism landscape,
growth driver, industrial logic and growth model.

1.2.1 Reshaping the tourism landscape:

The regional pattern of the tourism industry formed after World War II, centered on
Europe and the United States, will be overturned at a faster pace. Emerging countries will
become the key driving force of tourism growth. The weight of various countries in the
new international economic and trade structure, their role in the large-scale technological
application in the tourism industry, the regulatory and innovation capability they have
developed during the response to the pandemic as well as the harmonization of their
tourism industries with the climate economy will determine their position in the global
tourism network beyond the pandemic.

1.2.2 Reshaping the growth driver:

The tourism industry will gradually explore, develop and establish the boundaries and
scale of technology application in the new round of innovation, define human machine
relations in the tourism industry by exploring innovation in products, services,
management and human resources, and reshape the growth driver of the industry on this
basis, which will be crucial for repairing the tourism industry after the pandemic.

1.2.3 Reshaping the industrial logic:

Under the new framework of socio-economic development, the logic of the tourism
industry also needs to be reshaped. It is imperative to redefine the relations between the
government and the market and between multinational companies and local companies,

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rearrange the factors of production, reset the business logic, reinvent the forms of products,
readjust the relationship between tourism and other industries, and recreate new tourism
jobs.

1.2.4 Reshaping the growth model:

The tourism industry will be prompted to reshape its relationship with climate and nature,
reconstruct the cost and benefit model, push for industry-wide transformation in energy,
manufacturing, modality and services, and seek new sources of growth in the reconstructed
relations.

1.3 The six tourism innovation systems

Due to the impact of the great historical changes, the international tourism industry is
pursuing a path of recovery based on innovation. To meet the dual objectives of delivering
comprehensive benefits and improving efficiency, the tourism industry is putting in place
an innovation mechanism driven by technology, rooted in culture, underpinned by the
enterprising spirit, connected by the bond of cooperation and oriented toward future
market. In the meantime, the industry is seeking innovation in the six areas of technology,
organization, product, marketing, policy and public service in order to reinforce its appeal
to talent, technology and capital at the front end, construct a development framework that
is more advanced, wide-ranging, effective, deep-going and more broadly valuable than in
the past, and transition toward a future-oriented, modern service industry. This will be a
necessary phase for the tourism industry to move past the historical low, cross the tipping
point of innovation and embrace its full potential as a modernized industry. It will also
generate self-sustaining driving force for global tourism development in the next stage.

1.3.1 Embracing the technology trend:

As in the previous three technological revolutions, tourism is once again standing at the
forefront of the large-scale civil application of new technologies. 5G, AI, big data, robotic
and space technologies are all being explored on a wide scope in the tourism industry. By
embracing the new technological revolution, the tourism industry has taken on a new look
and gained new possibilities for future growth. On the demand side, technological
innovation has expanded tourism demands, made more time available for leisure, and
strengthened the motivation for travel. On the supply side, applicable technologies such as
drone light shows and immersive experience have notably increased the varieties of
tourism products; the intensive application of AI technologies has boosted the efficiency of
tourism production and services, and demonstrated the possibility for tourism to escape
Baumol’s cost disease; new transport technologies, heritage preservation and exhibition
technologies, and security protection and emergency response technologies have also been
widely applied in the tourism industry, and notably strengthened the tourism infrastructure;
new electronic payment methods and Internet of Things (IoT) technologies have
contributed to the modernization of tourism public services; the development of social
media and short videos has created new platforms and means for tourism marketing.
Technology is driving innovation in the tourism industry by reducing costs, boosting

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economies of scale, enriching visitor experience, improving service efficiency,
strengthening tourism infrastructure, targeting specific customer groups and amplifying
marketing effects. It is also bringing significant changes to the demand, supply and growth
model of the tourism industry.

1.3,2 Reinventing organizations and businesses:

Under the new framework of technological, regional, demographic and industrial

coordination, tourism enterprises that have the spirit and power of innovation are all
readjusting their business focus and structure, and transitioning toward future-oriented
organizations, either by strategy-led cross-sector integration, or by technology-driven
resource organization, or by market-oriented breakthroughs. Basically, there are the
following four types of organizational transformation: first, intelligent transformation
focusing on the nature of industry; second, digitization focusing on the nature of business;
third, low-carbon transformation focusing on the development concept; fourth,
internationalization focusing on the development prospect. The whole industry is being
reconstructed based on the lessons learned during the pandemic. New tourism entities that
are more advanced, flexible, resilient and internationalized are in the making, providing the
basic cells for driving the innovative development of the tourism industry.

1.3.3 Restructuring products and services:

The COVID-19 pandemic has accelerated the innovation in tourism products. Based on
new market demands, the tourism industry has made a series of major innovations in
products and services. First, the boundaries of tourism destinations have been expanded.
The traditional types of natural and cultural destinations are now expanding into the space,
digital, macro and micro dimensions. The expanded boundaries of tourism products also
unlocks new imagination about the future of tourism. Second, the tourism industry is
seeking new business opportunities in the crisis and exploring new types of services to
adapt to the changes brought by the pandemic. Third, the scope of tourism products has
been expanded in line with the upgrade in consumption to meet the demands of the new
generation of consumers. Fourth, with greater emphasis placed on sustainable
development, the tourism industry has become a front-runner leading the global trend
toward carbon neutrality and carbon peak. These innovations are pushing for the
development of quality, refined, customized, digitized, experience-based and sustainable
tourism products and services.

1.3.4 Riding the new trend of Communication:

The outbreak of the COVID-19 pandemic has the potential of driving the progress of
digital marketing. Taking advantage of technological advances, tourism destinations and
companies are rearranging their marketing channels and using big data to promote new
forms of tourism marketing. Based on digital channels and digital technologies, they have
explored innovative solutions in the following six areas: first, conducting targeted
touchpoint marketing during consumers’ journey of purchase; second, keeping up with the
latest advertising and technology trends; third, managing and tracking profit and

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performance data of cross-channel marketing campaigns; fourth, adjusting existing
marketing strategies according to the fact that consumers are 24/7 online; fifth, reaching
and acquiring new customers; and sixth, providing personalized advertising and services in
real time.

1.3.5 Opening up new policy space:

The COVID-19 pandemic has presented a new task for the making of tourism policies,
rules and standards. More and more countries and regions are now exploring the policy
conditions for relaxing border control and revitalizing the tourism sector. In terms of
border opening, countries and destinations have experimented with a series of innovative
initiatives, such as “Country Opening”, “Sandbox”, “Quarantine-free Travel”, “Travel
Pass”, “Vaccine Passport”, “Travel Bubble” and “Traffic Light” system. In terms of
tourism rejuvenation policies, the examples include Japan’s “Go to Travel” program, the
“Thai Tiew Thai” program of Thailand, and the “Stay, Dine and See Macao” program
introduced by the Macao Special Administrative Region of China. Countries and
destinations around the world are all looking for innovative ways to balance pandemic
control and tourism revitalization. These explorations have also provided the basis for
innovation in the boundaries and instruments of tourism policies beyond the pandemic.

1.3.6 Promoting innovation in public services:

The COVID-19 pandemic has transformed people’s way of life, social communication
status, travel preferences and behaviors. The changes in the concept of leisure and means
of travel have raised higher requirements for the standards of tourism public services.
Under the new innovative conditions, we have seen dynamic progress in both the
connotation and outreach of public services, and new forms of innovation are emerging in
tourism public services. The advance of digital and intelligent technologies is pushing for
innovation in tourism public services, and bringing about new changes in areas such as
tourism safety protection, tourism supervision and management, tourism information
services and tourism public resources development. This will help build a more efficient,
diversified, popular and equitable tourism industry, and pave the way for the all-round
transformation in the industry.

II. Scientific and technological innovation: riding the trend of the new
technological revolution

2.1 Frontiers of technology application in tourism:

Emerging technologies are mostly in the areas of electronic information and Internet
technologies, biological and new pharmaceutical technologies, new material technologies,
aerospace technologies, new energy and energy-saving technologies, high-end equipment
manufacturing technologies, resource and environmental technologies, and high-tech
service industries. As the underlying technologies affecting economic and social
development, the application of these technologies in tourism scenes will contribute,
directly or indirectly, to the high-quality development of tourism. Among them, network

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and information technologies, including big data, cloud computing, VR/AR, have the most
extensive application and profound impact in the tourism industry.

Figure 2.3 Application of emerging technologies in the tourism Industry

2.1.1 AR/VR technology:

AR (Augmented Reality) is an integrated technology that enables interaction between the

virtual world and the real world with 3D scene recognition, SLAM, AI object recognition
and scene restoration technologies, while VR (Virtual Reality) is a form of human-
computer interaction created with the help of computer and sensor technology. AR/ VR has
an all-round and multi-dimensional impact on tourism, with disruptive effects in scene
restoration, history reproduction, staggered display, extreme experience, intelligent tour
guide and navigation, brand promotion and outdoor advertising, tourism souvenirs, etc.
AR/VR has penetrated into all aspects of tourism experience, tourism marketing, tourism
products and tourism management. It points the direction for the development of smart
tourism and provides a model of technology-enabled tourism development. With AR/VR
technology, people can “teleport” to the most distant corners of the planet without leaving
their couch. For example, Everest’s App Everest VR allows its subscribers to see the top of
the world without having to climb to the peak, or cross the Grand Canyon in a kayak to
enjoy the landmark’s sights and sounds. The “Mobile VR in Heritage Location” program
created by TM Forum and Catalyst delivers rich and engaging video-based experiences to
users exploring an area of the Roman Baths, one of the most popular tourist attractions in
the UK. The AR experience allows visitors to “travel back in time” to reconstructions of
the site in key moments throughout history. The BBC ran a test project at the site, which
saw over 80% of the participants reporting they would be more willing to visit a museum if
it had such an AR experience.

2.1.2 Big data technology:

The application of big data in the tourism industry is to use big data technology in the
mining, cleaning, storage and analysis of tourism data. It help the users to actively explore

25
tourism resources, tourism activities, tourism economy and other valuable information, and
supports tourist attractions, government and other departments to conduct accurate
planning, marketing and development of the tourism market, practice ITbased tourism
management and rational allocation of tourism resources, and improve the travel
experience of tourists. The impact of big data technology on the tourism industry is
manifested in two aspects. First, through analysis of the source of tourists, tourist
behaviors and the experience associated with tourism products, big data technology
provides government departments and tourism enterprises with management decision
support, such as monitoring public opinions, recording tourists’ length of stay in scenic
spots and analyzing the structure of tourist sources, which helps improve the quality of
tourism products and the performance of tourism marketing. For example, The Meliá Hotel
Chain uses big data screening to go through guest records and determine the best targets
for marketing campaigns: the hotel first keeps a record of the amount of spending by the
guest as well as his/her reason for travel and nationality, and then cross-check the
information with public data from the government to improve the customer profile. In this
way, the hotel can better target different tourist segments with smarter investment to
improve marketing effectiveness4 . Second, the application of big data in the tourism
industry can help tourists get accurate information about different tourism programs and
scenic spots in various regions, in order to better plan their itinerary and travel efficiently.
The big data application of OTA enables tourists to book hotels, tickets and air tickets
online and saves their time. For example, Hopper uses big data applications to recommend
tourist attractions to travelers. With 95% accuracy in the prediction of future flight and
hotel prices, it could notify tourists at the best time of booking and help them avoid paying
excessive costs.

2.1.3 5G technology:

As a fifth-generation mobile communication technology with high speed, low latency and
large connectivity, 5G is a network infrastructure for the interconnection of humans,
machines and things, and has the prospect of extensive application in the tourism industry.
In terms of tourist experience, 5G provides a full upgrade in the travel experience of
tourists. With the support of 5G, the application of VR/AR, big data and AI technologies is
able to break the technical Confinements and bring new and instant cultural and tourism
products to tourists. As for intelligent management and services in tourism destinations,
the 5G application accelerates the digitization of various industries and sectors in tourism
destinations and promotes the building of smart scenic spots, future hotels and intelligent
travel agencies at a faster pace; with the help of AI, mobile edge computing, HD video and
other technologies, 5G brings more convenient services to tourists. In tourism marketing
and promotion, with the support of 5G, big data analysis can be conducted to improve the
profiling of visitor sources and tourists. Tourism marketing programs have become more
targeted and better aligned with the consumption behaviors of tourists, and helped boost
the marketing performance and efficiency of tourist destinations. On the whole, the
progress of 5G communication technology, compounded with the development of
advanced technologies such as big data, AI, AR/VR, mobile edge computing, HD video
and IoT, will undoubtedly make a huge impact on tourism experience, tourism services,
tourism management and tourism marketing. For example, 5G technology has helped

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China build a smart tourism town: China Mobile has partnered with local companies to
build a digital town, Mengbala Rainforest Town, in Xishuangbanna Dai Autonomous
Prefecture in China’s southwestern Yunnan Province. Previously, during peak seasons
with heavy tourist traffic, it was difficult for tourists to find toilets. Now, with China
Mobile’s IoT technology, they can easily locate the nearest toilets with the App on their
mobile phone and check the queuing status. In addition, with cameras capturing 360°
images of the town, the visitors can watch the town’s beautiful scenery on VR live even if
they can’t visit in person.

Figure: Illustrations of 5G+ New Service Scenarios

2.1.4 Green and low-carbon technology:

The tourism industry is a major carbon emitter. According to the research of Nature
Climate Change, the carbon footprint of global tourism probably accounts for 8% of all
carbon emissions. Green and low-carbon technology aims to reduce energy and carbon
consumption, and mitigate air pollution and environmental damage in the process of
tourism development. Green development is the trend of the times, and the concept of
environmental protection is gaining increasing public recognition. The effective protection
of the environment and rational use of resources both concern the sustainable development
of tourism. The accommodation sector is one of the main contributors to carbon emissions
in the tourism industry. Having integrated the concept of environmental management into
business operation, green hotels follow the principles of environment-friendliness, health
and safety, and commit to the practices of green management and clean production. For
example, Power Valley Jinjiang International Hotel Baoding, the fi rst building in China
completely powered by solar energy, is now in full operation. The total installed capacity
of this five-star hotel has reached 0.3 megawatts, equivalent to a small power station, and
the electricity generated is not only used by the hotel, but directly connected to the local
power grid. In another example, to address the problems of depleting water resources,
rising energy costs and increasing landfill, the Crowne Plaza Melbourne has implemented
a host of initiatives to reduce energy consumption (replacing incandescent bulbs with
energy-saving lamps, installing intelligent thermostats in guestrooms, installing variable
speed drives, installing building management system, etc.), conserve water (installing

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shower jet heads with adjustable water pressure and water fl ow in guestrooms, etc.) and
improve landfill methods with the aim of saving costs and preserving the environment in a
long-term timeframe. Most of these initiatives are attributable to technological innovation,
which have proven to be effective in reducing waste and providing owners with a higher
return on investment while controlling costs.

2.2 Tourism innovation powered by technological revolution:

The new round of technological revolution is not dominated by a single technology, but
characterized by multi-point and cluster breakthroughs. Against the backdrop of allround
progress in information technology, life science, new materials, new energy and other fi
elds, the impact of the technological revolution on tourism innovation will cover all sectors
and all dimensions. To be specific, tourism innovation in the context of the new round of
technological revolution has the following characteristics.

2.2.1 Trend-setting: reshaping the popular trend:

Today’s tourism industry is moving from the middle and back row to the front line of
technological applications, and the applications of technologies such as 5G and VR all
started early in the tourism industry. The continued expansion of the tourism industry has
made tourism a priority scene for the innovative applications of technologies, and the
combination with cutting-edge technologies has transformed and upgraded tourism
services and experiences. The transformation and upgrade of digitized, networked and
intelligent scenic spots, tourist resorts and museums has provided sustained drive for the
building of smart cities. In the area of tourism marketing, technological revolution and
Internet development have given stronger impetus to the marketing of online tourism. The
growing diversity and digitization of the display and service of tourism products have
contributed to the development of new business forms such as cloud tourism, cloud
performing arts, cloud entertainment, cloud live streaming and cloud exhibition. From
marketing to channels, and from the means of production to the industrial chain, the key
actors in the tourism market have all achieved innovation in the use of the Internet by
embracing the power of technology. The booming digital economy is providing new
impetus for industrial upgrade and urban development. The building of smart cities, smart
transportation, smart culture and museums, digital government and digital communities
has improved the basic tools and scenes supporting tourism development. While providing
the application scenes for digital technologies, the tourism industry is also driving
digitization through its own innovations. For example, New York is showcasing its high-
tech features through a smart tourism service platform: with the support of VR technology,
New York has successfully presented its image as a fashionable and tech-rich metropolis.
The “Virtual New York” platform, an online channel on the city’s official tourism website,
promotes all the major attractions and popular events in the city. Through video footage,
live-streaming, digital exhibitions, real-time video conferences, social media gatherings
and virtual tours, this digital platform provides global visitors with a unique window to
appreciate New York’s signature fashion culture.

2.2.2 Digitization: reshaping the core of development:

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As the result of a new round of technological revolution underpinned by the advances of
new-generation information technologies such as AI, big data, blockchain and 5G, the
world is entering a new digital era, and the digital economy has become the new driving
force of global economic innovation and development. In the era of digital economy, the
tourism industry is embracing unprecedented historical opportunities of digital innovation.
Digitization and related technologies will become the key technologies leading the future
upgrade of the tourism industry. With the advanced application of digital technologies, the
tourism industry is going through a transformation in quality, efficiency and driving force,
and transitioning from resource-driven, extensive growth into a new stage of efficient
growth driven by technological innovation. For example, riding the trend of digitization,
the Palace Museum is using digital technologies to promote and interpret its exhibitions
and collections. The interactive and participatory tour provided by the museum has
improved the quality of cultural tourism products, and boosted the experience and interest
of the public. The Duanmen Digital Pavilion, the first fully digital museum in China, has
perfectly blended the ancient architecture and traditional culture with modern technologies.
Art Camera, a robotic camera developed by Google Arts & Culture for photographing
artworks, provides images of over one billion pixels for various kinds of paintings.

2.2.3 Intelligence: re-engineering human capital:

In the tourism industry, there is now a parallel trend of large-scale expansion of

personalized and intelligent products and services. Against such a backdrop, AI is
penetrating into the whole process of tourism production and consumption. In 2018, the
McKinsey Global Institute conducted a survey on the commercialization of AI and
released the report Artificial Intelligence: The Next Digital Frontier? According to the
report, companies adopting AI have higher profit margins, and the more the industry
invests in AI, the higher the profit margins. More importantly, data proves that the
adoption of AI strategies has resulted in a significant improvement in profit margins for the
tourism industry11. AI is reshaping the tourism, hospitality and related industries, bringing
“smart changes” that are visible in areas such as the travel route designs of tourist
attractions, the cloud systems and technologies for hotel operation, the online search
function of OTAs and the revenue management of hotels. The development of tailored
products and services is an important trend in tourism consumption. Tourism of the future
will focus on meeting the personalized demands of each and every consumer. With the
help of AI, it will be able to precisely record and calculate all data information about the
consumers, from demand generation to consumption experience and to customer review.
Based on the algorithm of the system, all resources will be actively mobilized,
automatically matched and efficiently allocated in order to provide intelligent services that
are easy to use, efficient, convenient and flexible. The liberation of labor force will pave
the way for tourism’s transition from a labor-intensive to a technology-intensive industry,
and give a boost to its labor productivity. That said, the increased technology penetration
and the release of unsophisticated labor also require a matching increase in the technical
capability and human capital of future tourism professionals.

2.2.4 Virtualization: making travel more convenient:

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The application of technologies such as AR/VR and 5G in the tourism industry has
generated new business forms such as cloud tourism and live-stream tourism, and pushed
for deep transformation in tourism marketing and tourism experience. Virtual technologies
have given a powerful boost to the tourism revolution, especially the development of
virtual tourism, a new form of tourism combining network technology, 3D visualization,
VR, geographic information technology and traditional tourism. It has played a critical role
in the transformation of tourism. Virtualized tourism transcends the traditional form of
information and connects user perception with tourism decision-making. The combined
use of virtual technologies and modern information technologies overcomes the limitations
of traditional means of information expression such as text, pictures and videos, and
generates richer information in the space dimension. Most notably, it has escaped the
temporal and spatial limitations of travel, enabling visitors to see not only the panoramic
view of the scenic spots, but also tourism resources that are not open to the public or open
on a regular basis. It also provides more specific and detailed information about the tourist
sites and presents the scenery in multiple dimensions. The combination of virtual tour and
reality has notably enhanced tourists’ interactive experience and sense of participation,
giving them the opportunity of “trying before buying” in order to make better decisions
and proper arrangements. The innovation in tourism virtualization re-engineers the
business process of tourism enterprises and promotes the upgrade of tourist experience,
which also makes tourism more convenient. The application of virtual technologies
provides instant profiling of tourists and generates contents with dynamic and private
experience. It encourages tourists to spontaneously build image perceptions and reinforce
the memories of the scenic spots, and helps destination brands construct an unprecedented
platform of “immersive” experience and “lifelike” interactive tours. By replacing
“description and explanation” with “real-time experience”, the content in the virtual scene
generates visual, auditory and other sensory feedback to the users, allowing them to
interact with the content in real time.

2.2.5 Integration: delivering better services:

The advance of digital, intelligent and virtualization technologies has prompted the
integration of online and offline tourism, virtual experience and reality, and technologies
and ideas, leading to complex and diverse tourism innovations. The integration of tourism
innovations enhances the quality of tourism and shapes a better tourism industry. In the
field of tourism, the growing maturity of big data technology has accelerated the
development of AI technology. Big data, AI and virtualization technologies continue to
integrate deeper with the tourism market, and provide intelligent, convenient and quality
tourism services and innovative forms of business for tourists. Various scenic spots and
hotels have embraced intelligent technologies to provide tourists with high-quality
experience of intelligent services. Applications such as robot services, robot-guided tours
and VR/AR experience at scenic spots, AI assistants in unmanned and regular hotels, as

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 Figure 2.9 Science and technology shows and intelligent robots displayed in Odaiba

III Future trends of tourism product innovation

The future trends of tourism product innovation are mainly reflected in six aspects: quality,
sophistication, customization, digitization, experience and sustainability.
3.1 Quality
As a result of economic development and growing spending power, consumers are now
more willing to purchase high-quality products. For example, according to the relevant
research, over 80% of the Chinese people are willing to spend on high-quality tourism
products, which shows the popularity of these products among the public. Quality is a
major trend in the innovation of tourism products. By promoting the transition from
primitive, low-standard tourism products to sophisticated, high-standard tourism products,
the emphasis on quality plays a positive role in fostering sound market reputation and
enhancing the competitiveness of the tourism industry. Furthermore, in order to promote
the development of quality tourism products and provide better products and services, a
multi-pronged approach involving the supply chain, content and tourist experience must be
adopted to put the concept of quality into practice throughout the tourism industrial chain.
It would also be helpful to establish a tourism product standard system to guarantee the
quality of products and services. Meanwhile, tourism brands have the advantages of

31
visibility and quality assurance, and therefore should be strengthened to promote the
upgrade of products and optimize the services, so as to better meet the leisure/travel
demands of global citizens.

Figure: Consumers’ willingness to spend on high-quality tourism products

3.2 Digitization
The digitization of tourism products generates benefits on both the supply and demand
sides. On the demand side, digitization expands the access to information and evaluation
channels for tourists, increases the speed of information acquisition and product booking,
and makes the travel process more convenient, comfortable and satisfying for tourists; on
the supply side, digitization enables tourism companies to keep track of tourist information
and changes in tourist demand in a timely manner. With the development of digital
economy, 5G, VR/AR, AI, big data and other technological innovations will give a further
push to the digitization of tourism products. In this sense, digitization is also a major trend
in tourism product innovation. Taking full advantages of the supporting policies,
technologies and platforms for new infrastructure construction, embracing technologies
when seeking innovation in tourism products, and increasing the penetration rate of
digitized tourism products will be an important driving force for the transformation,
upgrade and high-quality development of the tourism industry.
3.3 Sustainability
As mentioned above, tourists now pay more attention to sustainable behaviors and
consider sustainable travel as critically important. However, according to the Sustainable
Travel Report 2021 published by Booking.com, almost half (49%) of the surveyed tourists
believe there are not enough sustainable travel options. Therefore, sustainability is also

32
potentially a major trend of tourism product innovation. Stepping up the development of
green tourism products and providing sustainable tourism products by reducing disposable
plastics, reducing carbon emissions and increasing the use of environment-friendly
materials will make the tourism industry greener and healthier.

IV. Marketing innovation: new models, new media, new communication

4.1 New communication trend
5.1.1 COVID-19 changes the consumption pattern of tourism products The outbreak of the
novel coronavirus in 2020 has caused serious damage to inbound and outbound tourism,
pushing tourism companies and destinations to update their thinking about the innovation
of marketing models in the new environment and re-conceptualize the changes in tourist
behavior under the new circumstances.
First, the pandemic has contributed to the digitization of tourism marketing.
In the coming year, the wave of digitization is expected to sweep across all industries, and
tourism will be no exception. Tourism destinations and businesses must embrace the trend
of digital transformation with a sense of urgency. In the age of digitization, tourism
marketing will face challenges in the following areas: firstly, conducting accurate
touchpoint marketing during consumer’s journey of purchase; secondly, keeping up with
the latest advertising and technology trends; thirdly, managing and tracking profit and
performance data of cross-channel marketing campaigns; fourthly, adjusting existing
marketing strategies to serve consumers that are always online; fifthly, reaching and
acquiring new customers; and finally, delivering personalized advertising and services on a
real-time basis. Given the above challenges, traditional marketing skills can no longer
bring the desired outcomes. Only by adapting to current trends and embracing digitization
can tourism destinations stay competitive.
Second, the pandemic has also had an impact on travelers. Travelers are now more
concerned about the “virus” and safety issues, and they also pay more attention to the
factor of safety when making travel decisions. At the same time, in order to be assured of
their safety and security, travelers are inclined to collect and obtain more travel information
before departure in order to get a full picture of the destination, which also raises higher
requirements for the marketing of tourism destinations.
4.1.2 Technological advances reshape the distribution of tourism marketing channels
In recent years, information technologies represented by mobile Internet and big data have
achieved rapid development. In the tourism marketing segment, the advance of
technologies has driven the progress of technologies and means for tourism marketing, and
reshaped the distribution of tourism marketing channels.
First, in recent years, tourism marketing channels have shifted the focus to mobile
Internet platforms represented by social media. The rapid development of mobile
Internet has triggered the boom of social networking Apps such as Facebook and WeChat,

33
which has in turn influenced the channels and means for people to access information on
the Internet. As a result, the marketing of tourism products is focusing more on social
media platforms with higher popularity. According to the Report on the Digital Marketing
Strategy Trends in Tourism Destinations 2020, digital advertising is the highest spending
item, accounting for 45% of the budget; a further 21% of the budget is spent on print
media and the rest on TV, radio, outdoor campaigns and other marketing channels. Among
the venues for digital advertising, social networking platforms such as Facebook,
Instagram, Snapchat and WeChat have become the main battlegrounds, which is consistent
with people’s social networking habits and the frequent use of social media platforms. In
addition, the rapid development of OTAs such as Ctrip has also provided an important
platform for arranging the marketing channels of tourism products. In the future, tourism
marketers will step up the advertising campaigns on mobile Internet platforms represented
by social media media and OTAs, expand the influence of tourism brands in digital
channels and secure the high exposure of tourism marketing among mobile Internet users,
so as to boost the advertising effect and adapt to the changes in the communication
environment in the mobile Internet era.
Second, technological advances have facilitated the application of big data in tourism
marketing, and made it easier to accurately grasp customer needs, and conduct
personalized tourism marketing with greater precision. Through big data and digitized
marketing, tourism marketers are now better able to pinpoint the target customers
according to their preferences or means of purchase, and provide them with personalized
advertising or tourism product recommendations. The development of big data will enable
tourism marketers to focus more on consumers’ search behavior, digital footprints and
spending records on the websites of travel companies, social media platforms and OTAs, in
order to predict and evaluate tourism consumers’ purchase intention and travel needs, and
provide them with targeted travel advertising or travel products that are close to their
expectation.
4.1.3 Digitization changes travelers’ behavioral pattern
The emergence of new digital marketing channels and the development of new
technological devices such as smartphones, tablets and intelligent wearables will lead to a
significant increase in the number of digital tourists, and digital channels and digital
technologies will change the behavioral pattern of tourists during their trips.
First, the digital trend makes it easy for tourists to access information about the places they
are going to visit. As a result, tourists will tend to make detailed travel plans before their
trips, and their travel itineraries will be strongly affected by online and digital information
sources.
Second, the ease of access to travel information also enables tourists to tailor their travel
plans to their own needs or change their plans at any time during the trip. Travel decisions
and experiences thus become more personalized, flexible and adaptable.

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Third, the digital trend has changed the behavior of tourists not only before and during,
but also after the trip. Instead of waiting until after the trip to share their travel experience,
tourists can now post comments, images or videos on social media throughout the travel to
share their travel experience in real time, which poses new challenges for destination
marketing.
As shown in Figure, the changing behavioral pattern of tourists in the digital context
requires destinations to change their marketing models and adapt to this new complexity to
ensure a satisfying experience for tourists. It also turns tourists into agents of word-
ofmouth communication to boost the reputation of the destination.

Figure: Behavioral pattern of tourists in the digital context

4.2 Frontiers of tourism marketing
4.2.1 Short videos expand the boundaries of tourism marketing
In the era of diversified, fragmented and audiovisual-based online features, short videos,
which generally refer to videos under 5 minutes, have created a new marketing model for
tourism products. As the means through which young people communicate with the world
changes, short videos have gained growing popularity with their concise forms, rich
contents and social networking functions. According to a report released by Wyzowl, a
UK-based video marketing agency, in 2020, 96% of the respondents watched explainer
videos to seek more information about a product or service; 84% of the respondents
purchased a product or service after watching the brand video. To benefit from the high
ROI of short videos, 85% of the brand marketers used them as a marketing tool, and 99%
of the respondents said they would continue to use videos for marketing in the future. By
breaking the boundaries of contents and formats, building on the momentum of hot topics
or creating new headlines, short videos can reinforce personalized contents, capture the
attention of the fan community, and translate the generated interest into real gains. For
example, Booking.com has invited its customers to share their travel stories and create

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36
featured videos for Facebook. It has also launched video-based advertising campaigns to
promote its services and updates.
4.2.2 Storytelling creates emotional label for destination
Storytelling is about creating a valuable and engaging content that consumers can
associate with and share with the target audience. With the goal of attracting potential
buyers, it is in essence a process of content marketing.
The design and production of quality stories holds the key to effective content marketing.
Given the rise of popular culture, the rapid development of the Internet and the active
operation of new media platforms, IP resources such as novels, comics and games have
gathered a huge fan base. As part of the cultural industry, the content and outreach of these
resources can be fully expanded when merged with the tourism industry. By creating
values in multiple dimensions, they have served as an important model of content
marketing for tourist destinations. With the help of big data, marketers are now able to
learn about user behaviors and preferences, combine tourism products and services with
engaging stories, build momentum and capture the target audience through new media
platforms. To make the best use of storytelling, National Geographic now attaches captions
to the images posted on social media platforms such as Instagram and Twitters to share
first hand experience. Such a practice has enabled the magazine to build a deep emotional
bond with its fans, reach out to them, and stimulate their curiosity.
5.2.3 Social selling enhances marketing conversion efficiency
Social selling is a marketing model based on social connections, which is mainly defined
by high participation, high interactivity, fixed theme and sense of belonging. The
development of this social media model conforms to the new trend of online marketing and
meets the real needs of Internet users. It allows the brands to share information about their
products and services on their social media accounts, receive the direct feedback of target
consumers through pinpointed screening of the fan community, and make timely
adjustment to their promotional strategies based on the feedback. The social selling model
makes it easier for companies to convey their brand information to users, and harness the
power of word-of-mouth communication to amplify brand communication effect. As the
target consumers of social selling are relatively concentrated, the promotion campaign can
directly reach the potential consumers, which makes the practice of precision marketing
more effective. Meanwhile, the interactive features of this “many-to-many” model of
information delivery also makes it more effective in enhancing users’ knowledge of the
brand and its products and reducing the brand’s marketing cost. To attract potential
customers, Wizz Air is promoting the Wizz Discount Club on its Official Instagram
account and showing fans how to save money. It also gives out coupons and promotional
packages on its Official Facebook and Twitter accounts before shopping season to boost
fans’ interest and increase sales.

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4.2.4 Sustainable marketing responds to online travel behavior
Travel decisions are different from general purchase decisions and are relatively more
complex. Travelers at different stages belong to different customer segments. In particular,
the way travelers plan their trips today has changed radically, and travel decisions can be
made anytime. Therefore, in order to effectively predict travelers’ motivations and find
usable data out of the behaviors of consumers who are always online and looking for
interested products, travel marketers must design a complete and effective digital
marketing strategy to provide consumers with the most relevant information about their
products and services at the best time. A survey conducted by Sojern in 2020 shows that
47% of the marketers have used sustainable marketing to maintain brand exposure. This
strategy not only attracts travelers who are always online, but also raises brand popularity
and reputation through the experiment and optimization of marketing strategies. For
example, Marriott has adopted a strategy that combines “always-on” promotions with
seasonal and special promotions. In addition to the Marriott Bonvoy loyalty program, it
also regularly introduces quarterly and targeted promotions for specific customer
segments.
4.3 Future trends of tourism marketing innovation
4.3.1 Data technology drives digitization of tourism marketing
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How to achieve maximum advertising effect with minimum customer acquisition cost and
how to convert potential customers into real orders at the earliest possible opportunities are
the two challenges that have been troubling marketers all the time. In the post-pandemic
era, the marketing medium has evolved from outdoor, print media and TV advertising in
the traditional formats into online and digital advertising enabled by the Internet.
Marketers now seek more direct results and conversions, and the high dependence on
online interactions means that consumers would expect the brands to provide immediate
feedback with unique and personalized products and experiences. In the service industries
such as tourism, where there is a high demand for contactless and intelligent services, the
need for brand digitization is particular urgent. Digital transformation refers to the
transition from empiricism to digitization. It is a systematic revolution triggered by
information technologies such as cloud computing, IoT, AI and blockchain. The key
driving force is data, which is also regarded as a new factor of production. Exploring the
deeper values of data enables brands to develop more efficiently and swim freely in the
ocean of data. According to the latest survey on digital consumers released by the global
digital agency Appnovation, 89% of the Millennial Generation hope that brands could
shape their digital experience with technologies, and 55% of the consumers believe that
digital experience is highly important in the tourism industry. It is safe to say that the
digital transformation of tourism marketing is not a choice, but a necessity.
4.3.2 Innovation in marketing tools enhances tourism marketing experience
With the rapid development of the Internet and technology, the behaviors of consumers and
the channels and means through which they receive information have also undergone huge
changes. In particular, with the advent of the 5G era, more and more brands have chosen to
organize marketing activities with new technologies. Compared with traditional marketing
programs, marketing tools and methods with a “high-tech touch” are more attractive and
interesting. They immediately stand out among marketing activities of similar styles, and
provide a more unforgettable experience for travelers at different stages of their journey.
According to the 2020 State of the Industry Report on Travel Advertising published by
Sojern, interactive video, machine-learned generated audiences and chatbots will be the top
three investments for travel marketers in the coming five years, with more than half of the
respondents saying that AR/VR technologies will have a disruptive impact on destination
marketing. In addition, a survey conducted by Statista in September 2020 shows that
wearable devices are also becoming more common in travelers’ daily life, with the use of
these products expected to grow by approximately 17.65% through 2026[ Statista, 2020.].
Such growth will also contribute to the increased use of voice technology, and nearly 70
percent of the US citizens say they are already using voice search when making travel
plans. Marketers are now experimenting with the application of instant

39
messaging devices and smart speakers, and in the near future, travelers will start using Siri
to compare air ticket prices and book their trips, or send messages to hotel robots via
WhatsApp to get recommendations for nearby restaurants.
4.3.3 Digital on-demand drives the development of interactive tourism marketing
Video-on-Demand (VOD) is a system which plays video programs according to viewers’
requests. It delivers video content clicked or selected by the subscriber. As a new form of
media that has emerged in recent years, VOD is a product of the integration of computer,
network communication, multimedia, TV and digital compression technologies, and enjoys
high popularity. With the increased use of smart TVs, more and better Over-the-Top (OTT)
programs will become available, and VOD services will be a popular trend in the coming
years. According to a report released by Global Market Insights in 2020, the development
of cloud technology has led to the rapid development of the VOD market, which will see
substantial growth in the future, with a potential CAGR of 15% from 2020 to 2026.
Moreover, due to the impact of the pandemic, the number of subscribers of VOD and
streaming services and the user online hours have increased significantly. As of April 2020,
Netflix alone added 15.8 million subscribers in Q1 2020[ Global Market Insights: Report
on the Demand Forecast of Video on Demand Market, 2020]. According to Omdia, global
OTT subscriptions totaled 894 million in 2019, 1.06 billion in 2020, and will increase to
1.14 billion in 2021, roughly the same as the traditional pay TV. Therefore, VOD has huge
market potential and is expected to become a new marketing pool. Currently, VOD service
providers such as Netflix, Amazon Prime and HBO are using AI technology to track and
analyze user data, integrate platform resources, divide market segments, and make targeted
recommendations of personalized contents. Tourism marketing through OTT channels
makes it easier for brands to interact effectively with their users, and the user data and
segment division of the platform also facilitates the classification of user groups and
improves the precision of marketing, which saves marketing costs and enables better
tracking of marketing results.

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 V. Public service innovation: aiming for greater efficiency and equity
5.1 Background of public service innovation
The definition and scope of tourism public services vary from country to country. In
China’s 12th Five-Year Plan of Tourism Public Services, tourism public services are
defined as the basic and public benefit tourism products and services provided by the
government and other social and economic organizations to meet the public needs of
domestic and foreign tourists. Meeting people’s basic needs and benefiting the public are
the essential features of such services. In general, tourism public services include tourism
infrastructure, tourism information services, tourism transportation services, tourism safety
and security, tourism industry regulation, tourism public resources development, tourism
training, and coordination of cooperation among non-governmental organizations. It is
worth noting that the connotation and outreach of tourism public services are both
progressing with the evolution of technological conditions and economic development. In
the post-pandemic era and the context of new public services, tourism public services will
present a variety of innovative forms and feature greater balance between efficiency and
equity.
5.1.1 COVID-19 changes the standards of people’s demand for tourism public
services
The COVID-19 pandemic has changed people’s way of life, social status, travel
preferences and behaviors. The transformation in the concept of leisure and the means of
travel has raised higher requirements for tourism public service standards. In the report,
The future of Travel & Tourism in the Wake of COVID-19, the World Travel & Tourism
Council (WTTC) identified health & hygiene, digitization & innovation and sustainability
as the keywords for tourism development beyond the pandemic. Travelers are increasingly
dependent on tourism public services including information supply, safety and security,
transportation convenience and infrastructure, and look forward to tourism public services
with higher safety and hygiene standards, more sophisticated digital and intelligent
applications, and green and ecological features.
5.1.2 New public service becomes a universal concept
The development of tourism public services is guided by the concept of new public
services and carries the special features of both tourism undertaking and tourism industry.
The New Public Service: Serving, Not Steering, a book authored by Janet V. Denhardt and
Robert B. Denhardt, marks the formation of the theoretical system of new public service:
with democracy, citizenship and public interest as the core, the theory stresses that the
government should undertake the function of serving, not steering; serve the citizens, not
the customers; and focus on citizenship and public services, not entrepreneurship. In
response to changing business forms, shifting demands, technological advances and
economic development, tourism public services are embracing the concept of new public
service and moving toward the direction of digitization, fairness, diversity and
sustainability.

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5.1.3 Digitization and intelligent applications drive innovation in tourism public
services
The COVID-19 pandemic has played an unexpected catalytic role in the tourism industry’s
quest for innovation and adoption of new technologies. Deeply rooted in the digital and
intelligent context, innovation in tourism public services puts emphasis on the three
attributes of novelty, expansibility and practicality as well as public value and focuses on
the three innovation factors of strategy, capacity and operations. According to Klaus
Schwab, Founder and Executive Chairman of the World Economic Forum, “COVID-19
has accelerated our transition into the age of the Fourth Industrial Revolution. We have to
make sure that the new technologies in the digital, biological and physical world remain
human-centred and serve society as a whole, providing everyone with fair access.”19
Therefore, in a digitized and intelligent environment, public services have embraced new
concepts and forms, and achieved innovations in systems, technologies and markets, which
further improves the balance between equity and efficiency.
5.2 Frontiers of tourism public service innovation
5.2.1 Tourism security and safety
The development of vaccine technologies has paved the way for innovations in policies
and institutions such as vaccine passports and created a safe and trusted travel environment
for global tourists. According to the statistics of Hopkins University, as of July 7, 2021,
global vaccination had exceeded 3.26 billion doses. China (220 million+ doses) and the US
(150 million+ doses) are the top two countries in the world. In the meantime, there are
another 15 countries with over 10 million doses of vaccination, including India, the UK,
Germany, Brazil, Japan, Russia, Canada, and Chile. Pushed by the ongoing global
pandemic and the nationwide vaccination in various countries, Thailand, Japan, the ROK
and several other Asian countries have actively promoted the use of “vaccine passports”.
The EU is also planning to introduce three types of digital COVID-19 passports – a
certificate for EU-approved vaccination, a certificate for negative nucleic acid testing
results, and a certificate for recovery from COVID infection. The certificates will be issued
in the form of QR codes for mobile phones, with the option of downloading and print-out.
Similarly, under the global safety protocols, the WTTC provides “Safe Travels”
certification to hotels, restaurants, airlines, cruise ships, travel agencies, outdoor shopping
venues, transportation service providers, airports and other tourism businesses that have
implemented health and safety practices, which helps rebuild the confidence of global
consumers through standard and consistent actions on a global scale. Regional “Travel
Bubble” programs, also known as “Travel Bridges” or “Travel Corridors”, pilot the policy
of point-to-point border opening based on effective pandemic control and mutual trust. The
arrangement between Australia and New Zealand, and Indonesia’s plan to set up “Travel
Bubbles” with five other countries, including China and Singapore, are all examples of
such practices. The Chinese version of the International Travel Health Certificate (ITHC)
launched in March 2021 provides a practical “Chinese solution” to world economic

42
recovery and the facilitation of cross-border movement. Through the implementation of
vaccination certification at the national and regional levels, as well as unified and
standardized innovation in policies and institutions, we will be able to restore global cross
border mobility and reduce the need of quarantine measures, thus creating a safe and
trusted environment for global travel.
5.2.2 Tourism information services
Existing travel activities are largely enabled by mobile devices such as smartphones or
tablets, which also creates a mobile expansion for the traveler’s digital self. According to
the WTTC report Mobile Payments in Travel & Tourism: Unlocking the Potential (March
2019), with 83% of passengers traveling with them, mobile devices are an essential part of
the travel journey today. Mobile devices have been well integrated into modern-day travel
and tourism experience. For instance, travelers can plan their trips to the airport with Apps,
get electronic boarding passes, access in-flight entertainment on their mobile devices, use
mobile keys to open hotel rooms, check the to-do list, make dining reservations, and share
their travel experiences on social media platforms.

Accessing or providing information through public platforms enables effective regulation

and the sharing of public information. For example, through the Known Traveler Digital
Identity program, the regulators can access traveler information in advance, and determine
the type and risks of the traveler based on the information acquired during registration, trip
preparation, departure and arrival. The “Online Public Cultural Services” portal of the
Chinese Ministry of Culture and Tourism provides visitors with four popular online
cultural services, i.e. watching online exhibitions of museums across the country, visiting
the 30-plus virtual exhibition halls of the National Museum, searching for information
about the cultural relics of the Palace Museum, and attending online + offline public
classes hosted by the National Library.
5.2.3 Development of tourism public resources

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Visitor behavior and experience data are very important for the development and
management of tourism public resources. The use of IoT technology can help document
and analyze tourists’ behavioral patterns in order to improve the quality and supply of
public resources. Traditionally, the observation and investigation of these data would cost
substantial physical resources and manpower. The Louvre in Paris, one of the world’s
largest museums, has pioneered the use of anonymous longitudinal data sets generated by
non-intrusive Bluetooth sensors to study what routes visitors tend to take around the
museum and how long they stay in different places. To facilitate the study, seven Bluetooth
sensors have been installed at the Louvre with enough coverage to measure visitation
sequence and length of stay. A unique cryptographic identifier is used to distinguish each
Bluetooth-enabled mobile device within its range, as well as the timestamps of entry and
exit. Assuming that each mobile device is owned by a single person, a connection could be
built between the movement of mobile devices and the movement of visitors. During the
24-day period of the study, a large amount of tourist information were recorded, giving the
tourism managers an opportunity to not only improve the supply of tourism public
resources and enhance tourist experience, but also conduct simulation and forecast on
crowd density, congestion and other valuable information to better serve the city with
tourism public resources.
5.3 Future trends of tourism public services
5.3.1 Providing efficient and safe travel experiences with modern technologies
The applications of IoT, LBS, AI, AR/VR, blockchain and other technologies have made
tourism programs more attractive, efficient and inclusive than ever before, and also more
sustainable in terms of economic, social and environmental resilience. The advance of
technologies has facilitated the innovation and re-engineering of the travel process,
provided solutions to challenges such as seasonal visitor fluctuations and overcrowding,
enhanced the tourists’ travel experience and contributed to the development of smarter
destinations.
Through digitization, travel experience is expected to become more seamless and
frictionless and feature higher quality. Digitization prompts innovation in smart assets and
efficient use of resources, and helps the industry create a more sustainable footprint.
Tourism is one of the first industries to digitize the business process on a global scale, with
online flight and hotel bookings at the frontier of digitization.
The impact of digitization on the tourism industry is mainly manifested in the facilitation
of smart travels, smart destinations and job creation. For example, smart applications in the
areas of smart visas, border clearance, security processes and infrastructure provide a safe
and convenient travel experience, making destinations more technologically sophisticated,
innovative, sustainable, accessible and inclusive. It also promotes the endogenous growth
of the tourism industry, and supports MSMEs in seeking innovation and creating jobs.
Mobile smart devices, digitization technologies, interactive scenes and other digital and
intelligent applications have improved the quality of tourism public services. By creating a

44
new model of smart travel, mobile smart devices have revolutionized the travel process,
tourism services, and visitor experience, and enhanced the convenience and safety of
travels; by cultivating smart destinations that are technologically advanced, innovative,
sustainable, accessible and inclusive in the tourism cycle, balancing the needs of tourists
and residents and the differences in off-season and peak season visits, and predicting and
managing visitor flows, digital technologies can play a more effective role in destination
management and sustainability; tourism businesses are encouraged to innovate tourism
public services by exploring new application scenes of digital technologies, including
promoting the demonstration of intelligent interactive services, and supporting the
application of technologies such as intelligent terminals, service robots, virtual reality,
augmented reality and mixed reality in scenic spots, hotels, leisure areas, cultural centers,
museums and other places, in order to expand the public service chain, and drive the
development of new business forms such as digital creativity, smart tourism and smart
culture [Tang Xiaoyun. Enhancing Cultural and Tourism Public Services with Digitization
as the Core]. China Tourism News, November 19, 2020.]
5.3.2 Providing diversified services via technological means
The provision of tourism public services is increasingly driven by the market rather than
the government. With the market’s participation in the provision of tourism public services,
service providers are becoming more heterogeneous and diversified [ Oakerson R J, Parks
R B. 2011. The study of local public economies: multi-organizational, multi-level
institutional analysis and development[J]. Policy Studies Journal,39(1):147-167.]. The
participation of market players increases the efficiency of service delivery and improves
the quality of services. Bicycle sharing, passenger codes and health codes are all typical
examples of market-based provision of public services. Inspired by the application of
digital identity authentication technologies, market players the tourism industry are also
actively involved in the provision and innovation of tourism public services. For example,
Google is working with hotel chains to introduce the Nest Hub smart displays and Google
Assistant into hotel rooms with the aim enabling contactless access to information and in-
room facilities for hotel guests while saving operational costs for the hotels.
5.3.3 Boosting the efficiency of service delivery through multi-stakeholder
participation
Breaking the monopoly of government and government-run institutions, promoting broad-
based public participation in the forms of indirect provision, cooperative provision,
commissioning or authorizing provision by volunteer organizations or enterprises,
subsidizing or financing provision by relevant organizations, and encouraging the
competition between public and private sectors could improve the efficiency of the
provision of public services and deliver public services with lower cost and higher quality.
The multi-stakeholder pattern of service delivery, which involves the government,
organizations, society, enterprises and tourists, stimulates competition, ensures adequate
supply, and provides tourism public services in a way that is both effective and in line with
the public demand for the quantity and varieties of services.

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5.3.4 Aiming for better tourist experience
The provision of tourism services, including the system of tourism transportation facilities,
the system of tourism information services, the system for the supervision of the tourism
industry and the protection of tourists’ rights and interests, the system of tourist safety and
rescue, and the system of tourism public information services, should be innovated in three
dimensions, i.e. experience, interaction and diversity. Through the application of big data,
AI and other technologies, a series of personalized services such as online route search and
ticket reservation have been launched, and a demand-oriented mechanism of tourism
public products has been established to improve the content, means and quality of tourist
experience and better serve the diversified and personalized consumption demands of
tourists.
5.3.5 Putting greater focus on universality and fairness
Cloud platform, information service website and other digitization initiatives of tourism
resources have made it possible to break the limit of time and space for using tourism
public resources, and the popularization of Internet technology and mobile terminals has
helped put in place an interactive model for sharing tourism public services. At the same
time, the interactive function of tourism public resources should also be reinforced in the
physical environment, including bringing digital libraries, museums, art galleries and
cultural centers to the grassroots, remote and less developed areas, in order to expand the
radius of high-quality public service resources. It is also important to promote the
integration of cultural and tourism public services by introducing the tourism factor into
the transformation of public cultural services and underscoring cultural empowerment in
public tourism services, and synergize the two services to support the delivery,
popularization and inclusiveness of cultural and tourism public resources.

VI. Global best practices of tourism innovation

6.1 Tourism robotics and human capital innovation: Marriott’s exploration
6.1.1 Challenges to human capital management in hotels
As a labor-intensive service sector, the hotel industry has long been troubled by the
shortage of human capital. Factors like high personnel mobility, inadequate night service
staff and uneven personnel quality have added to the difficulties of quality control in hotel
services. Given the rising demand for contactless services during COVID-19, the
incompetency of traditional hotels in delivering intelligent services has been fully exposed.
In the context of consumption upgrade, there is a clearer trend toward 24/7, customized
and real-time hotel services. The traditional service process and model of staff allocation,
the boundaries between front-desk and backstage services, and the pathways for
information transmission between departments have all affected the responsiveness of
hotel services. The diversification of accommodation types has also escalated the

46
competition in the hotel market. Delivering better services and building popular brands
provide an effective

Figure: Robots will take up 47% of jobs by 2025

Figure: Global AI market size

means for the hotel industry to enhance its competitiveness. The advent of the AI era has
pointed the direction for hotels to overcome its human capital challenge and provided the
technological underpinning for enhancing the service capability of hotels.
6.1.2 Solutions provided by robotics: the practice of Marriott International, Inc.

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Founded in 1927, Marriott International, Inc. now owns 30 brands and more than 7,000
hotels in 131 countries and regions worldwide. From the launch of Botlr, the
firstgeneration intelligent robot, in 2014, to the use of AI, face recognition, VR, big data,
IoT and other technologies, Marriott has been endeavoring to overcome the limitation of
traditional service model with intelligent applications and raise the satisfaction and loyalty
of Marriott customers.
First, enhancing the capability of front-line services. The use of robots in front-line
services has increased the contact points between hotels and residents, expanded the scope
of contactless services, eliminated the blind spots in guest services, and put in place a
twoway communication channel covering the whole business process, while reducing the
size of service personnel. With the use of Pepper robots, Marriott is now able to provide
high-quality guest services around the clock, and the night service is no longer dependent
on the double-shift of hotel staff; ChatBotlr answers most of the customer inquiries and
makes recommendations in real time. With reduced amount of repetitive work, the
frontdesk staff now have more time to serve the personalized demands of hotel guests, and
the efficiency of the workforce has notably improved. The Botlr robot responds to
customer needs in only five seconds, and provides one-on-one services to hotel guests. The
quicker response compared to the traditional “guest-front desk-department-guest” process
reduces the customer’s waiting time. The Mario robot can speak 19 different languages and
imitate the dancing steps of Michael Jackson, which not only improves the quality of front-
line services but also shapes a positive image of the hotel. Marriott has adopted multiple
ways to streamline the complicated process of hotel booking, payment, check-in and
checkout, and provided cardless access to hotel guests through its service Apps. It has also
cooperated with Apple Pay and Alipay to simplify the payment process and optimize the
manpower distribution in various aspects of the business process.
Second, delivering smooth customer services throughout the process. The information
and data contributed by robots have provided an important underpinning for re-engineering
the hotel service process and optimizing human capital management. By avoiding the
drawbacks of the traditional model of department-based guest services, a supply system
has been put in place, which responds to customer needs, dispatches hotel resources in real
time, and attends to every detail of hotel services. At the same time, the online platform of
smart hotels has expanded the service scenes of hotels and enabled real-time, sophisticated
and smooth service experience for guests. For example, Marriott guests can now send their
requests by SMS to ChatBotlr. The Marriott chatbots on Slack, Facebook and other social
media platforms also provide guests with exclusive services through multiple channels.
Before guests arrive in the hotel, the chatbot makes room recommendations based on their
check-in time and number of persons, and send information about the restaurants and
attractions in the neighborhood to the guests. During check-in, the HDL intelligent control
system makes connection with the TV, lighting, music, air conditioning and other service
facilities, and collects information of the hotel rooms to provide guests with more targeted
and convenient services; the “Smart Interactive Experience Room” allows guests to tailor
in-room amenities to their individual needs through voice control or mobile Apps. After

48
check-out, the chatbot reaches the customers to give out coupons and other rewards and get
their feedback in the form of questionnaire, replacing the old-fashioned way of text
messages and emails.
Third, targeted marketing management. The interaction between robots and hotel guests
helps with the acquisition of consumption data and consumer preferences. For hotel
marketers and the work of marketing, it is important to grasp the market trends through big
data analysis, be sensitive about real-time information on market demand to open up new
markets, and better implement the membership program to activate existing customer
resources and strengthen customer loyalty. To this end, Marriott has set up the MLive
platform to monitor real-time data on social media through multiple screens and predict
new marketing trends. The platform supports marketers in developing new and creative
promotional initiatives and building closer ties with customers through efficient
communication. In Marriott’s official direct sales channel, the hotels provide guaranteed
best rates in order to access the spending and personal information of some of the guests.
Through real-time interaction with hotel guests, ChatBotlr creates accurate customer
profiles, and sends personalized service information and recommendations for promotions
to them after learning about their preferences, thus increasing the chances of marketing
conversion. Pepper provides real-time data for different promotional activities that help
hotel staff adjust the content, time and method of marketing to achieve high efficiency; it
interacts with the guests through fun games to improve the effect of the hotel’s marketing
campaigns; Pepper also plays a positive role in promoting Marriott’s membership program,
which has facilitated new member registrations and solidified the hotel’s fan base. The
Local Perks function in Marriott App acquires real-time location of travelers and pushes
information to the travelers to promote the hotel’s direct sales platform.
Fourth, taking guest services into new fields. Marriott’s 2019 statistics show that leisure
travel is growing four times faster than business travel, and Marriott is paying higher
attention to the needs of leisure travelers in its hotel business distribution and exploring
linearized services covering the entire journey. Marriott is now providing online virtual
experiences and travel ordering services. In 2019, Marriott launched the Bonvoy Traveler
program, which integrates the tourism resources of all countries and regions where
Marriott hotels are located to provide a unique travel experience in the destinations for
hotel members. The hotel guests can make travel plans and order services on their own
based on the information, thus reducing the need for consultation with hotel staff. The
Marriott Convo Moments program provides its members with an exclusive VIP experience
that enhances the value of travel by creating unforgettable memories. The platform
recommends hotels in the surrounding area based on the information of the destination,
allowing guests to purchase hotel products and redeem experience events. It does not only
use hotel resources as an attraction point, but combines the hotel’s own resources with the
local tourism resources, making the online platform a gateway for interested customers and
saving the hotel’s marketing costs. Bonvoy Boutiques, Marriott’s retail e-commerce
platform, sells the bathrobes, pillows and aromatherapy served in the hotels. From offline
experience to online purchase, the platform has fully unlocked the value of Marriott’s 100+

49
million members, and saved the offline marketing and labor costs of the hotels. While
boosting sales, it also helps the hotels promote their brands. The use of VR facilities has
enriched the experience of Marriott guests and expanded the services of the hotels. The VR
room virtual travel service, which is launched based on Teleporter, allows hotel guests to
order VR devices to their rooms, and enjoy an immersive experience of travelers’ stories
through the “VR postcard” provided by the hotels.
6.1.3 Inspirations and reflections
Robots can be used to replace repetitive and low-value hotel jobs, assist the work of
marketing, security, finance and other hotel departments with big data and intelligent
facilities, provide add-up and extension services tailored to market demands through the
integration of destination information and virtual services, and improve the management of
human resources.
First, exploring the “human-machine” model of services. Robots can save substantial
human resources and alleviate the labor shortage faced by hotels, but they cannot
completely replace human services, High-quality hotel services are bound to be undertaken
by “humans and machines” together. In the future, the content of hotel services will only
become more complex and sophisticated. It is therefore important to understand the
attributes of different types of services, make the best use of the comparative advantages of
robot and human services, and construct an efficient and high-quality “human-machine”
service system, so as to leave no corners unattended in hotel services. For services that are
repetitive and preprogrammed, the use of robots can improve the standardization and
efficiency of services. While reducing the waiting time of guests, it also frees hotel
employees from the burden of simple and repetitive work, so that they can devote more
time and energy to providing personalized services. For services that are difficult to
provide manually or where staff are difficult to hire, robots can be used to make up for the
shortage of hotel staff and provide hotel guests with 24/7 services; to keep pace with the
varied service demands during peak and off-peak seasons, the use of robots can increase
the flexibility of the working arrangements and alleviate the shortage of service personnel
in peak seasons; the use of robots can also expand hotel services into areas that cannot be
undertaken by humans and provide guests with intelligent services and virtual experiences.
When developing the “human-machine” service system, hotels should fully consider their
brand features, service concept and guest demands, and switch between human and
machine services flexibly to avoid providing guests with mechanic services that have no
human touch because of the use of robots. Robots have changed the traditional one-person-
one-post model of hotels, and raised higher requirements on the competence and system
operation capability of the hotel staff. They need more skills training to better control the
robots, and instruct the robots to better serve hotel guests.
Second, building the model of front-desk and backstage “integration”. While
providing standard services for hotel guests, robots at the front desk can also produce data
analysis that enables front-line staff to quickly understand guest demands and deliver

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tailored services for them. All this work, which required the support of the backstage
marketing department in the past, can now be processed instantly by front-desk robots.
Based on the information about guest demands, robots are able to make integrated use of
front-desk and backstage resources, which solves the problem of disconnection caused by
the clear boundaries between front-desk and backstage departments, and brings hotel
supply in line with customer needs as much as possible. The use of AI helps collect hotel
business data, analyze the match of hotel personnel and positions, and optimize hotel
staffing, recruitment, training and salary management through the quantification of
business volume.
The biggest confusion brought by the traditional front-desk/backstage pattern is the
impediment to the transmission of service information, which consumes manpower and
compromises management efficiency. The use of hotel robots and intelligent facilities can
strengthen the connection of room services, engineering management, inventory
information and hotel finance, collect timely information on hotel operation, and make
quick analysis and rapid response. By monitoring information such as the use of front-desk
facilities and consumption of physical items, the backstage department can make real-time
adjustment of resource allocation for different posts and time slots, and enable automation
in certain aspects of hotel operation.
Third, facilitating the closed-loop marketing model. With the official platform as the
marketing channel and big data as the vehicle, hotels can reshape their marketing pattern to
create a closed loop of marketing, sales and after-sales services, which improves guest
loyalty and reduces dependence on OTAs. Online intelligent marketing can reach a large
group of target customers in a short period of time and improve the precision of customer
profiling to increase the marketing conversion rate. Within the closed loop of promotion,
purchase and review, hotels can better maintain their core target groups and attract online
visits in the private domain. Based on the membership information contained in big data,
hotels will be able to deliver more personalized offline services, and increase the marketing
conversion rate by maintaining their relationship with existing customers. The information
obtained from the interaction between front-line robots and guests enables hotels to send
timely, targeted product information to potential customers. The real-time data returned by
robots on different types of promotional activities also allows marketers to make in time
adjustment of the content, means and delivery period of the promotion campaigns to
maximize the marketing results.
Fourth, creating innovative service models. AI applications can help hotels extend their
service chain, innovate brand values and enhance guest loyalty. With the help of robots,
hotels can learn about the guests’ purpose of stay and provide them with information on the
available activities and deliver virtual tourism services in the destination based on their
types of travel, such as sightseeing tours, anniversary tours, business tours, group tours and
family tours. In this sense, hotels can serve as a gateway and focal point of the destination.
By integrating internal and external resources, they can make recommendations and
reservations for restaurants, tourist attractions and experience activities to improve the

51
overall experience of their guests in the destination. Under the new retail model, the
physical space of a hotel becomes the center of experience for its brand culture and
lifestyle. The enjoyment of accommodation, food & beverage, entertainment and other
hotel services is not the end of hotel consumption, but the trigger of a new round of
consumption. Through robot interaction and big data analysis, hotels can learn about the
guests’ preferences for the consumer goods they offered, and send targeted product
information to potential customers to create a new profiting model.
6.2 The low-carbon innovation in the means of travel: the UK experience
6.2.1 The low-carbon trend has profoundly impacted on the means of travel
Tourism development is one of the main causes of growing global carbon emissions, and
the Djerba Declaration issued by the UNWTO at the world’s First International Conference
on Climate Change and Tourism in 2003 suggested that the impact of greenhouse gas
emissions generated by tourism transportation and tourism hospitality facilities on climate
change cannot be ignored. Studies show that tourism accounts for 8% of global greenhouse
gas emissions, including 75% contributed by tourism transportation.
Since 2020, the world’s major countries have all accelerated the transition toward a low-
carbon energy mix underpinned by the use of clean energies, and introduced the timetables
for carbon peak and carbon neutrality. Low-carbon development has served as the goal for
collective global actions. The development of low-carbon economy and the improvement
of low-carbon technologies have created conditions for the transition toward low-carbon
means of travels. Many countries and regions have adopted proactive policies and
measures to promote low-carbon transformation and use of clean energies in tourism
businesses, and encouraged tourists to choose low-carbon consumption and green
transportation in order to reduce the carbon footprints of the tourism industry and explore a
sustainable path of harmony between tourism and nature.
6.2.2 Low-carbon economy drives innovation in the way of tourism: the UK
experience
The UK is one of the first countries to recognize the economic and security threat posed by
climate change. It is the first country to introduce the low-carbon concept and pursue low-
carbon development on a sustained basis, and a global champion of “low-carbon economic
development”. Low-carbon development is the UK’s national strategy, and the rapid and
comprehensive growth of low-carbon economy has given a strong boost to the low-carbon
transformation of the tourism industry.
First, a national consensus on low-carbon development. The UK government has
played a dominant role in the development of low-carbon economy by setting targets,
introducing legislation and giving policy support. In 2003, the UK released the energy
white paper Our Future Energy – Creating a Low Carbon Economy, which defined the
development of low-carbon economy as the primary goal of the national energy strategy
and put the country on the journey toward low-carbon development. In the Climate Change

52
Act 2008, the UK for the first time set the mid – to long-term target for emission reduction,
i.e. reducing carbon emissions to 80% of the 1990 level by 2050, in a codified form, and
became the first country to make a commitment on emission reduction. In 2009, the UK
released the white paper The UK Low Carbon Transition Plan, committing to cut
greenhouse gas emissions by 34% in the period centred on 2020 compared to 1990 levels,
thus becoming the first country to declare a legally binding carbon budget. In the same
year, the UK urged countries in the world to strengthen research on clean energy, carbon
budgets and carbon markets, and vigorously develop a low-carbon economy. The UK
government has also released a series of reform plans involving transportation and other
relevant sectors, including the UK Renewable Energy Strategy, to promote the
development of the low-carbon economy on the ground. In the newly revised Climate
Change Act in 2019, the UK government further specified the goal of achieving “net zero”
greenhouse gas emissions by 2050. In 2020, the UK government launched the “Green
Industrial Revolution” initiative, with the plan to accelerate the promotion of electric
vehicles and the research and development of new-generation nuclear energy, and step up
efforts in the development of offshore wind energy. The environmental groups in the UK
have also made vigorous efforts to promote the habit of energy conservation among the
public. They have used public service announcements to disseminate low-carbon
information and knowledge, advocated a low-carbon lifestyle, and supported the
government’s efforts in promoting low-carbon transition. In the Manifesto for a Green
Recovery, Greenpeace calls on the government to protect mother nature and wildlife,
especially to increase investment in the restoration of degraded wildlife habitats and other
areas, accelerate the layout of smart grids, renewable energy and clean transportation,
reduce waste “generation” and increase recycling rates, undertake the renovation of old
buildings and promote low-carbon heating and cooling. The One Planet Living, a joint
initiative of Bio Regional Development Group and WWF, focuses on the construction of
low-carbon communities, requiring them to observe ten sustainability principles, i.e. zero
carbon energy, travel and transport, materials and products, land and nature, local and
sustainable food, zero waste, sustainable water, culture and community, equity and local
economy, and health and happiness. The industry leaders of the UK are living up to their
commitment to promote the development of the renewable energy industry and encourage
SMEs to manage energy use more effectively and create new “green” business
opportunities.
Second, advances in low-carbon travels. The UK is one of the first countries to advocate
low-carbon transportation and put it into action. From 1995 to the present day, the UK has
introduced a host of policies, including congestion charges and tax incentives, low-
emission zone exemptions and purchase subsidies, as well as incentives for charging
infrastructure. It has also strengthened the policy framework at the strategic level and in
areas including tax policies, technology research, infrastructure and connected transport,
and set a clear goal in the Road to Zero Strategy: to end the sale of new conventional petrol
and diesel cars and vans by 2040, and push for the transition to zero emissions in the UK
automotive market. The UK government is vigorously supporting the development of
public transport, and encouraging the use of public transport systems such as buses and
53
subways to reduce carbon emissions. It has also adopted multiple steps to improve public
transport services so that people will have more choices for traveling on public transport.
In the 1970s, the City of London pioneered the park-and-ride program, and in 2000, the
UK government proposed to build by 2010 another 100 park-and-ride sites, i.e. large
parking spaces built around the edges of towns and cities, where residents can park their
cars and transfer to the town center through public transport. To encourage people to travel
green, the UK government has taken a wide range of measures. The City of London
introduced the bicycle rental service in 2010 and invested £500 million to improve the
city’s infrastructure in order to facilitate the bicycle-ride of the residents. During COVID-
19, the UK government launched a “£50 bike repair voucher” program to encourage the
public to ride their unused bicycles and see cycling not just as a means of commuting but
also as a form of fitness; the UK Department for Transport invested £2 billion in the
widening and renovation of bicycle lanes and sidewalks to provide a convenient
environment for green travels such as cycling and walking after people resume work, and
ease the pressure on the public transport system in handling the daily change of the
pandemic.
Third, breakthroughs in energy-saving technologies. In the UK, energy efficiency is one
of the criteria for measuring the qualification of buildings. In designing green buildings, it
is required to take into account energy, environmental protection, materials, recycling,
lighting and other factors that affect energy efficiency, and produce an analysis report on
the energy performance, which must be approved by the local government before
construction takes place. The government also gives various types of subsidies to green
buildings. In 2005, the UK government launched a initiative to build one million green
apartment buildings, requiring the use of green paints, recycling of bath water and
installation of solar panels and other energy-saving products, and provided tax breaks to
qualified “green homes”. The City of London has a rating system for green apartment
buildings, which gives green ratings (A to G) to the candidate buildings based on their
energy performance. The government has also set up a Green Home Service Center to
provide necessary assistance to apartment buildings that are less energy efficient. Energy
saving technologies are also widely used in hotel construction. The Green Belt Hotel in
Surrey, England is the world’s first five-star hotel that goes underground. The hotel’s green
roof resembles the shape of the terrain on the ground, and all the guest rooms and the spa
center are located in a sunken garden. The sound ecological environment gives the hotel
guests a unique opportunity to embrace mother nature. The green belt built on the roof is a
natural insulation layer, which keeps the hotel warm in winter and cool in summer, and
saves energy and reduces emissions; the green belt can also be used to separate the traffic
and maintain a good visual effect of the landscape.
Fourth, innovation in green tourism attractions. From cities and towns to communities
and buildings, the UK’s low-carbon exploration spanning across different spatial scales
provides a model for learning, attracting tourists to visit, experience the latest low-carbon
technologies, understand the importance of low-carbon living, learn about low-carbon
principles and functions, and embrace the low-carbon way of life.

54
By helping enterprises reduce carbon emissions, building green transportation systems,
constructing green buildings and promoting smart grids, the low-carbon transition of
British cities, particularly the case of London, has made the “low-carbon economy” a new
brand image of the cities. The UK is a pioneer in the construction of eco-towns. In 2008, it
set the goal of achieving eco-friendly development through carbon emission reduction,
efficient use of water resources, sustainable transportation and construction management,
and recycling of solid waste. It also pledged to explore the zero-carbon emission model in
the towns’ development and operation to showcase the amazing ecological features of
British towns. The Beddington Zero Energy Development (BZED) in the southern suburbs
of London has replaced traditional fossil energy with solar energy, and focused on
environmental protection and energy conservation in every detail of the building’s
designing, so as to avoid the pressure on the environment caused by community
construction and daily activities and give the tourists an opportunity to experience the
lowcarbon life that defines the community. The Bloomberg Europe headquarters in the
City of London is a model of green building. There, the visitors can learn about and
experience a series of innovative environmental technologies, including the building’s
scale-like facade ventilation equipment, roof rainwater collection and purification,
conversion of natural gas to electricity and the use of residual heat, and vacuum toilets in
bathrooms.

Figure: Percentage change of CO2

The implementation of low-carbon tourism practices also changes the traditional means of
travel. The Eden Project, one of the UK’s Landmark Millennium Projects, aims to
communicate to the public the vital concept of sustainability in development and survival
by documenting the transformation of barren and contaminated land. The development

55
agencies in the UK are also working with schools on ecological education programs and
teaching the concept of sustainable development to students to help the future generation
understand the importance of living in harmony with nature, which gives the Eden Project
irreplaceable values in environmental education; the unique ecological landscape
cultivated through environmental transformation and restoration has turned the place into a
magnet for the British people. The UK has also built a variety of eco-villages and nature
reserves, transformed old country estates such as Monmouthshire, and conveyed the
concept of sustainability to young people by opening weekend forest schools and village
visitor centers on natural attractions.
6.3 Tourism marketing innovation: Tiktok’s exploration
6.3.1 Tourism marketing on TikTok
6.3.1.1 Current status of TikTok
TikTok is a social media platform for short-video content developed by ByteDance.
Officially launched in May 2017, with a focus on international users, TikTok is by far
China’s most successful mobile Internet product in the overseas market. Currently, TikTok
adopts localized operation strategies tailored to the needs of different overseas markets.
Within a short period of time, TikTok’s user growth has surpassed that of other
worldfamous social Apps with similar functions. It has topped the iOS App Store and
Google Play in the US, Turkey, India, Germany, France and other countries many times,
and grown into an hugely popular social media platform with high user stickiness over
recent years.
First, TikTok’s global users are growing rapidly. Currently, TikTok has more than 100
million active users in the US alone. According to the statistics released by the research
agency Sensor Tower, TikTok was the most downloaded App globally in the first quarter of
2021, with over 58 million downloads in March 2021 alone. According to Sensor Tower’s
August 2020 data, among all the world’s non-gaming Apps, Douyin and its overseas
version TikTok rank on top in combined revenue, totaling US$88.1 million, registering an
annual growth of 6.3 times, with 85% of the revenue coming from China, 7.8% from the
US and 1.4% from Turkey. Of all the international markets where TikTok operates, the US
market ranks on top, followed by the Turkish market. Figure 8.5 shows TikTok’s monthly
active user growth globally (2018 to 2020), and Figure 8.6 shows TikTok’s monthly active
user growth in the US, the largest market outside of China, which could give the readers a
glimpse into the speed of TikTok’s expansion and growth in international markets.
Second, TikTok is popular among young users. In terms of user profile, TikTok is
positioned as a Gen Z platform, but TikTok is not just a platform for the gathering of young
users. As a matter of fact, 43% of the users on TikTok are over 25 years old, and it is also
the fastest growing group. And in terms of the youth community, according to a study by
Piper Sandler, 34% of the teenagers choose Snapchat as their favorite social App, and
TikTok comes the second with a support rate of 29%; in terms of user engagement, TikTok
also ranks the third in social media Apps with a

56
 Figure: Household income and age distribution of TikTok users in the US
proportion of 69%. In addition, the report also shows an upward trend in TikTok’s
popularity among young American users and its market share is also in an upward
trajectory.
Finally, while focusing on the younger generation, TikTok spans across multiple age
groups. Take the demographics of adult users in the US as an example, as shown in Figure
8.7, which presents the age and household income distribution of TikTok users29, more
than 50% of the American users are aged 18-34, and the teenager community is the main
user group of TikTok. On the other hand, the user group aged 45-64 also accounts for over
a quarter of the total, which shows the wide age coverage of TikTok. Meanwhile, there is a
high percentage of TikTok users among the population group with an average household
income of over US$100,000, while nearly 30% of the users, mostly students or new
graduates, have an household income less than US$40,000. In terms of gender distribution,
the number of female TikTok users in the US far exceeds that of male users, with a ratio of
about 2:1. This data is useful for TikTok to conduct targeted marketing tailored to different
user groups.
8.3.1.2 TikTok’s advantages in tourism marketing
Given its unique characteristics, TikTok holds visible advantages in tourism marketing.
First, the standard content posted on TikTok is a 60-second video with music in the
background. With embedded music function and video editor, TikTok has combined the
highlights of multiple social media platforms such as Snapchat, Vine and Instagram, which
makes it convenient for creators to post tourism marketing content. Second, TikTok has
over 800 million users worldwide and the youngest fan base, which could facilitate the
marketing of travel brands targeted at the younger generation. Third, TikTok provides the
hashtag function, and “#tiktoktravel” has been one of the most popular hashtags on the
platform, with 20.8 billion views. The use of the hashtag on TikTok’s targeted travel
57
marketing platform presents a great marketing opportunity for tourism and travel
companies. Destinations such as Dubai, Japan, Seoul and Thailand are among the most
popular destinations under this hashtag. Fourth, the TikTok platform is backed by strong
technical support. With its unique intelligent recommendation technology, TikTok is able
to study user preferences through machine learning and recommend their favorite content;
it captures the changes in user preferences by observing their act of staying, interacting and
sharing every time they watch a video; compared with subscription-based information
recommendation, TikTok offers many fun tricks, i.e. expression recognition, AR
technology, multi-screen display, multi-face makeup, games, etc. While catering to the
brand’s needs, it collects diversified contents and recommends them to interested users.
In addition, according to TikTok’s overseas user analysis report, TikTok users have the
following five main habits: First, TikTok users like fast-paced, light content. By posting
creative and funny short-video contents on the TikTok platform, they are not just sharing
moments in their life, but also observing other people’s life in fast-forward mode, which
makes TikTok one of the best ways to relax after work. Second, TikTok users like an
immersive viewing experience. They prefer to watch short-video contents in an immersive
atmosphere and free from interruption. Third, TikTok users open the App anytime and
anywhere. Data shows that TikTok users may open the App at any time of the day for their
favorite content. Fourth, TikTok users like real contents. They like to watch real, original
records of moments in life. Fifth, high re-visit rate of the contents. TikTok users like to
browse the “topic challenge” section, and most of them will repeatedly watch the video
content or topic they have shared.
As the five main habits of TikTok users suggest, the TikTok platform has considerable
strengths in tourism marketing. First, TikTok has become a part of people’s leisure life, and
there is a high probability for TikTok users to log onto the platform and watch its contents.
Tourism marketing conducted on this platform will greatly increase the brand’s exposure
and visibility, and create a memorable impression of tourism brands in people’s hearts.
Second, TikTok has a preference for immersive and authentic contents. The contents of
scene-based tourism marketing are compatible with the user preferences on the platform
and will be popular among TikTok users. Furthermore, TikTok’s high re-visit rate and
strong user stickiness will help tourism brands attract loyal fans on the platform.
First, hashtag challenge. Hashtag challenge is an interactive game popular among TikTok
users. People who post contents with the same hashtag share the same preferences, which
makes it easier for tourism companies and brands to locate their target audience. By
publishing contents for hashtag challenge, tourism companies or brands can show their
brand orientation to the target audience and attract their attention. Figure shows the top ten
most viewed hashtag categories on TikTok. Among them, hashtags like entertainment and
outdoor are very suitable for tourism marketing.

58
 Figure: Top ten most viewed hashtag categories on TikTok

Second, creating user-interested contents. Considering the unique characteristics of

TikTok users, funny and attractive contents can better appeal to their taste and improve the
marketing effect. While marketing contents need to be diversified, it is also important to
grasp user preferences and send targeted contents to them, such as recommending parent
child products to family travelers.
Third, KOL marketing. Like Facebook, YouTube and other social media platforms, KOL
marketing is the most popular and effective marketing tool on TikTok. In tourism
marketing, it is important to choose the right KOL for the tourism brand. Only those with
high relevance to the target audience can deliver the expected marketing results.
6.3.2 Innovative marketing initiatives on TikTok
Chengdu has chosen the TikTok platform to promote its tourism resources and build a
world-famous tourist city. The short videos created on special themes such as “panda” have
well represented Chengdu’s image in the world. With its growing global influence, TikTok
provides an important short-video channel for Chinese cities to bring their cultural and
tourism industry to the world. Many cities have used the TikTok platform to introduce their
natural landscape and culture to international friends, in a bid to enhance the city’s
popularity and drive tourism development. Chengdu’s tourism management department
attaches high importance to the use of media in promoting the city’s tourism brand. Noting
the growing popularity of TikTok in the overseas market, Chengdu has constructed a global
marketing platform on TikTok, and launched a global international challenge to recruit
“Panda Sleeping Officers” in seven countries: the US, UK, Japan, France, Germany, Italy

59
and Spain. The “Panda Sleeping Officer” international challenge is an exploratory effort
taken by the Chengdu Tourism Bureau to promote the city’s tourism image to the world.
“Challenge” is TikTok’s most successful marketing project. TikTok users’ participation in
the challenge drives viewership of the contents and contributes to the city’s promotion. At
the early stage of the challenge, more than 40,000 global users participated in the event and
created about 80,000 videos, and all the videos on the challenge page were watched more
than 30 million times, generating 4 million user interactions, and nearly 2,000 people used
the official music for filming. The Chengdu Tourism Bureau saw its number of followers
jumping from 0 to 10,000 on several of its official TikTok accounts, which secured a solid
marketing position for subsequent communication overseas. The TikTok challenge takes
full advantage of the immersive experience function of short videos, helping to convey the
brand’s message in original and immersive forms and expand the scope of publicity with
high-frequency presentation. By stimulating user participation and facilitating the
interactions between the brand and UGC users, the TikTok campaign builds a bridge that
truly connects the brand with the consumers.
In addition, Chengdu has used the massive data resources of the TikTok platform to
conduct open-screen and information-flow promotion. In terms of communication strategy,
Chengdu pays close attention to the role of the communication subjects in new media
marketing, and takes advantage of the celebrity effect of public figures to boost the
project’s visibility and the city’s popularity among tourists. Music challenge also plays a
role in facilitating Chengdu’s tourism promotion.

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